Tag Archives: self-management

Health Benefits of Positive Emotions, Outlook

Barbara Fredrickson

Barbara Fredrickson

Barbara Frederickson of University of North Carolina posits that negative emotions aid human survival by narrowing and limiting people’s perceived range of possible actions, whereas positive emotions enhance survival by “broadening and building” options for action.

She detailed her lab-based research in Positivity: Top-Notch Research Reveals the 3 to 1 Ratio That Will Change Your Life and her talk at UC Berkeley Greater Good Science CenterPositivity

Her lab’s findings suggest that positive thinking expands awareness and perception of the surrounding world, so can lead to innovative solutions to problems.

She suggests intentionally implementing a “broaden-and-build” approach to emulate this expanded view: Choose a degree of focus and perspective depending on requirements.

For example, to garner more clout in a discussion, she suggests involving more people who will provide support.
Similarly, to mitigate negative thinking or “tunnel vision,” think more broadly by viewing “the big picture.”

Rosabeth Moss Kanter of Harvard Business School referred this perceptual shift as “zooming in” and “zooming out”, depending on the perspective requires.

Rosabeth Moss Kanter

Rosabeth Moss Kanter

Frederickson found that people who experience positive thinking are:

* Healthier
* More generous
* More productive
* Bounce back from adversity more quickly
* Are better managers of people
* Live longer
than those with a bleaker outlook.

Fredrickson’s research implies that positive emotions can mitigate the cardiovascular effects of negative emotions and stress.

In these activated conditions, people generally have increased heart rate, higher blood sugar, greater immunosuppression.
These conditions tax physical systems and can lead to life-threatening illnesses like coronary disease.

To mitigate these negative health consequences, Fredrickson recommends observing positive emotional experiences of joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe, and love.
Besides noticing these experiences, she advocates writing and meditating about these to increase grateful awareness.

In addition, Frederickson echoes common wisdom:

  • Spend time in nature to appreciate the natural world
  • Develop interests
  • Invest time in relationships
  • Reduce exposure to negative news
  • Practice kindness
  • Dispute negative thoughts and replace them with more positive, realistic thoughts.

Frederickson extends her research agenda on positive emotions in her latest book, Love 2.0: How Our Supreme Emotion Affects Everything We Feel, Think, Do, and Become. Love 2-0

She broadens the concept of love to suggest that love – or an intense connection – occurs when people share positive emotion.
This lead to alignment between people’s biochemistries,  particularly the release of oxytocin and vagal nerve functioning.
Related emotions and behaviors synchronize and mirror each other, resulting in shared interest in mutual well-being  in a three-phase  ”positivity resonance.”

She argues that love “literally changes your mind.
It expands your awareness of your surroundings, even your sense of self.
The boundaries between you and not-you – what lies beyond your skin – relax and become more permeable.
While infused with love, you see fewer distinctions between you and others.”

Fredrickson argues that this intense connection requires physical presence, and cannot be replaced by existing digital media — reinforcing her recommendation to invest in relationships with others.

-*What practices enable you to cultivate and sustain positive emotions?

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©Kathryn Welds

Developing “Big 8″ Job Competencies

George Hallenbeck

George Hallenbeck

George Hallenbeck, Vice President, Intellectual Property Development, of Korn-Ferry International,analyzed “The Big 8” job competencies with Lominger’s Voices® 360˚ Assessment, using the Leadership Architect® library of competencies, and found a correlation between better job performance with the following eight capabilities:

• Dealing with Ambiguity
• Creativity
• Innovation Management
• Strategic Agility
• Planning
• Motivating Others
• Building Effective Teams
• Managing Vision & Purpose

Hallenbeck also found that only 12% of executives in the sample 1,568 ratings done in a 360 degree format possess four or more of “The Big 8.” No one in the sample had more than six of these competencies, and executives had more than individual contributors.

However, executives and individual contributors who had more of “The Big 8” competencies also had more of “Career Staller and Stopper” behaviors. Hallenbeck hypothesizes that are bold individuals who may persist in actions that run afoul of influencers.

The findings indicate that almost all executives can benefit from training to increase their use of “The Big 8” competencies while mitigating the potential drawbacks of these proactive characteristics through such approaches as Self-Awareness and Self-Management, identified in Daniel Goleman’s framework for Emotional Intelligence.

 The CIO Edge: Seven Leadership Skills You Need to Drive Results, Graham Waller, Karen Rubenstrunk,George Hallenbeck

Leadership: The Power of Emotional Intelligence, Daniel Goleman

-*What have you found the most important job competences among organizational leaders and those preparing for future leadership roles?

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