Category Archives: Resilience

Resilience

Rationalisation: Coping or Complacency?

Sigmund Freud, Ernest Jones

Rationalisation was described by Freud biographer and psychoanalyst Ernest Jones as an unconscious maneuver to provide plausible explanations for unacceptable behaviour, motives, or feelings.

Gil Diesendruck

Children as young as ages four to six demonstrated this tactic in experiments by Bar-Ilan University’s Avi Benozio and Gil Diesendruck.

The research team found that young children learned to “reframe” disappointing circumstances.
This approach is often used by older people to reduce uncomfortable cognitive dissonance, described in classic studies by New School’s Leon Festinger.

Leon Festinger

In Benozio and Diesendruck’s experiments, children ages three, four, five and six years old completed tasks in exchange for stickers that varied in attractiveness to each age group.

Participants could invest considerable effort or minimal work in activities and could choose to keep these prizes or give them to another person.

Six year olds who invested substantial effort to obtain attractive rewards were less likely to relinquish stickers to others.

Elliot Aronson

When six year olds applied significant effort to obtain less desirable rewards, they also distributed fewer to others, but their reasoning differed.

They adjusted their appraisal of the less attractive stickers, judging these prizes as more appealing.
In contrast, four year olds discarded stickers rather than bolstering the value of the stickers.

Aesop

These differences suggest that children learn to rationalize by age six and continue using this strategy into adulthood, and validated by Stanford’s Elliot Aronson and the U.S. Army’s Judson Mills.

Their studies validated Aesop‘s observation of “sweet lemons” and “sour grapes” in the well-known fable The Fox and the Grapes.

To evaluate a possible relationship between cognitive dissonance and rationalization, UCLA’s Johanna M. Jarcho and Matthew D. Lieberman with Elliot T. Berkman of University of Oregon conducted fMRIs while participants responded to measures of attitude change linked to cognitive dissonance.

Joanna Jarcho

Joanna Jarcho

Brain activity showed significantly increased rapid reappraisal pattern used in emotional regulation, suggesting that rationalization may be an automatic coping mechanism rather than an unconscious defense mechanism.

Reinhold Niebuhr

Reinhold Niebuhr

Benozio and Diesendruck noted that this adaptive capacity could lead to complacence instead of working to change negative circumstances, articulated in the well-known Serenity Prayer attributed to Yale’s Reinhold Niebuhr:

…grant me the serenity to accept the things I cannot change,
The courage to change the things I can,
And the wisdom to know the difference.

-*To what extent is rationalisation a logical error?
-*How effective is rationalisation as an emotional regulation strategy?

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©Kathryn Welds

Costs of Workplace Incivility

Christine Pearson

A single incident of incivility in the workplace can result in significant operational costs, reported Christine Pearson of Thunderbird School of Global Management and Christine Porath of Georgetown University.

Additional consequences of workplace incivility include:

  • Decreased work effort due to disengagement,

    Christine Porath

    Christine Porath

  • Less time at work to reduce contact with offensive co-workers or managers,
  • Decreased work productivity due to ruminating about incivility incidents,
  • Less commitment to the organization,
  • Attrition.

Pier Massimo Forni

P.M. Forni

Other organizational symptoms include:

  • Increased customer complaints,
  • Accentuated cultural and communications barriers,
  • Reduced confidence in leadership,
  • Less adoption of changed organizational processes,
  • Reduced willingness to accept additional responsibility and make discretionary work efforts.

Workplace incivility behaviours were described as “rude and discourteous, displaying a lack of regard for others,” noted Pearson and Lynne Andersson, then of St. Joseph’s University.
“Uncivil” behaviors were enumerated in The Baltimore Workplace Civility Study by Johns Hopkins’ P.M. Forni and Daniel L. Buccino with David Stevens and Treva Stack of University of Baltimore:

  • Refusing to collaborate on a team project,
  • Shifting blame for an error to a co-worker,
  • Reading another’s mail,
  • Neglecting to say “please,” “thank you”,
  • Taking a co-worker’s food from the office refrigerator without asking.

Respondents classified more extreme unacceptable behaviors:

  • Pushing a co-worker during an argument,
  • Yelling at a co-worker,
  • Firing a subordinate during a disagreement,
  • Criticising a subordinate in public,
  • Using foul language in the workplace.

Gary Namie

Workplace bullying was included in Gary Namie’s Campaign Against Workplace Bullying.
He defined bullying as “the deliberate repeated, hurtful verbal mistreatment of a person (target) by a cruel perpetrator (bully).

His survey of more than 1300 respondents found that:

  • More than one-third of respondents observed bullying in the previous two years,
  • More than 80% of perpetrators were workplace supervisors,
  • Women bullied as frequently as men,
  • Women were targets of bullying 75% of the time,
  • Few bullies were punished, transferred, or terminated from jobs.

Costs of health-related symptoms experienced by bullying targets included:

  • Depression,
  • Sleep loss, anxiety, inability to concentrate, which reduced work productivity,
  • Post-Traumatic Stress Disorder (PTSD) among 31% of women and 21% of men,
  • Frequent rumination about past bullying, leading to inattention, poor concentration, and reduced productivity.

Choosing CivilityWidespread prevalence of workplace incivility was also reported by Forni, who suggested ways to improve workplace interactions and inclusion:

  • Assume that others have positive intentions,
  • Pay attention, listen,
  • Include all co-workers in workplace activities,
  • Acknowledge others,
  • Give praise when warranted,
  • Respect others’ opinions, time, space, indirect refusals,
  • Avoid asking personal questions,
  • Be selective in asking for favors,
  • Apologize when warranted,
  • Provide constructive suggestions for improvement instead of complaints,
  • Maintain personal grooming, health, and work environment,
  • Accept responsibility for undesired outcomes, if deserved.

More than 95% of respondents in The Baltimore Workplace Civility Study suggested, “Keep stress and fatigue at manageable levels,” a challenging goal for leaders who shape workplace cultures.

Organizational change recommendations include:

  • Institute a grievance process to investigate and address complaints of incivility,
  • Select prospective employees with effective interpersonal skills,
  • Provide a clearly-written policy on interpersonal conduct,
  • Adopt flexibility in scheduling, assignments, and work-life issues.

-*How do you handle workplace incivility when you observe or experience it?

©Kathryn Welds

Nothing to Lose: Effective Negotiating Even When “Powerless”

Michael Schaerer

Most negotiators prefer to have a “fall back position.”
However INSEAD’s Michael Schaerer and Roderick Swaab with Adam Galinsky of Columbia found that having no alternatives and less power than co-negotiators can improve outcomes.

A weak alternative can establish an unfavourably modestanchor point,according to Hebrew University’s late Amos Tversky and Daniel Kahneman of Princeton.

Adam Galinsky
Adam Galinsky

These “lowball” first offers usually undermine a negotiator’s final outcome.

Professional athletes and their agents provided examples of negotiating better deals when they had no “back up” offers and “nothing to lose.”  They set more ambitious anchor points, and often negotiate a more favourable settlement.

Amos Tversky
Amos Tversky

Schaerer and team asked a hundred people whether they would prefer to negotiate a job offer with a weak alternate offer or without any alternative.
More than 90 percent of participants preferred an unattractive alternative offer, confirming that any alternative is usually seen as better than no alternative.

Schaerer asked volunteers to sell previously-owned music when they had:

  • No offers (no alternative),
  • One offer at USD $2 (weak alternative),
  • A bid at USD $8 (strong alternative).
Roderick Swaab
Roderick Swaab

Volunteers in each group proposed a first offer, and rated the degree of power they felt.
People with the “strong” alternative felt most powerful and those with no alternative felt least powerful.

Volunteers with a weak alternative felt more powerful than those with no alternative, but they made lower first offers.
This indicated that they had less confidence than participants with no alternative.

Conclusion: Having any alternative can help people feel powerful but can undermine negotiation performance.

Schaerer’s team asked a volunteer to “sell” a coffee mug to a potential “buyer,” who was a confederate of the researchers.

The volunteer “seller” received a phone call from “another buyer,” who was a confederate of the researchers, before the volunteer seller met the original potential buyer.
When half the “sellers” met the original purchase prospect, the “buyer” made a low offer.
The “buyer” declined to bid for the other half of “sellers.”

Daniel Kahneman
Daniel Kahneman

Sellers without an alternative offer said they felt less powerful, but made higher first offers and received significantly higher sales prices than negotiators with an unattractive alternative.

In another situation, half of the “sellers” concentrated on available alternatives (none, weak, or strong) and the remaining negotiators focused on the target price.

Volunteers with unappealing alternatives negotiated worse deals than those with no options when they focused on alternatives.
“Sellers” avoided this pitfall by concentrating on the target price.
Conclusion:  Focus on the goal when alternatives are weak.

Negotiators with non-existent or unappealing alternatives can set audacious goals and make an ambitious opening offer because they have “nothing to lose.”
This strategy usually renders better results for the disadvantaged negotiator.

  • How do you overcome lowball anchoring when you have few negotiation alternatives?

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©Kathryn Welds

Women, Minorities Increase Performance by Resisting Stereotype Threat

Claude Steele

Claude Steele

Stereotype threat occurs when stigmatised group members receive information about the group’s expected behavior, potential, and outcomes.
Typically, stereotype threat reduces performance among stigmatised group members.

Joshua Aronson

Stanford’s Claude Steele and Joshua Aronson of NYU, substituted a positive shared identity for typical stereotypes of women and African American participants in academic tasks. 
This intervention was associated with improvee performance compared with the control group of volunteers.

Anthony Greenwald

Stereotypes can be invoked by “implicit primes” even when people explicitly disavowed stereotypes, found University of Washington’s Anthony Greenwald and Mahzarin Banaji, then at Yale.
However, when volunteers focused on tasks rather than beliefs, participants were less likely to render discriminatory decisions.

Laura Kray

Laura Kray

Women and men resisted stereotypic negotiation behaviour when they activated a shared identity.
Participants maintained these less-biased behaviours despite receiving explicit stereotype primes, reported University of California, Berkeley’s Laura Kray, Leigh Thompson of Northwestern, and Columbia’s Adam Galinsky.
This finding suggests that vulnerability to stereotype threat can be modified and sustained.

Gordon Moskowitz

Gordon Moskowitz

People can distance themselves from stereotypes with contrast primes that provide alternatives to a stereotype, noted Lehigh University’s Gordon B. Moskowitz and Ian W. Skurnik of University of Utah.

Ryan P. Brown

Ryan P. Brown

Even members of dominant groups can be affected by stereotype threat:  Men from majority groups can perform less effectively after receiving a positive stereotype prime.
University of Oklahoma’s Ryan P. Brown and Robert A. Josephs of University of Texas suggested that this performance suppression among members of dominant groups can occur when participants sense a “pressure to live up to the standard”.

Robert A Josephs

Robert A Josephs

People can manage stereotype threat by mentioning the stereotype to activate stereotype resistance.
Another mitigation strategy is to focus on a shared identity that transcends the stigmatized group identity, and provide examples that contradict the stereotype.

  • How do you manage stereotype threat for yourself and others?
  • How effective have you found activating stereotype reactance?

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©Kathryn Welds

Women’s Self-Advocacy: Violating the “Female Modesty” Norm

Marie‐Hélène Budworth

Marie‐Hélène Budworth

Some women experience anxiety when required to showcase their accomplishments and skills.
They also understand that self-promotion, personal marketing, and “selling yourself” can be required to be achieve recognition and rewards at work, particularly in the U.S..

Sara L. Mann

Sara L. Mann

Gender norms about “modesty” can contribute to women’s discomfort in highlighting their accomplishments, according to York University‘s MarieHélène Budworth and Sara L. Mann of University of Guelph.
These implicit rules advocate that women:

  • hold a moderate opinion of their skills,
  • appear humble,
  • avoid pretentiousness,
  • disclaim personal responsibility for success,
  • accept personal responsibility for failure.
Laurie Rudman

Laurie Rudman

In contrast, many American men proactively showcase their skills, and observers generally evaluate self-promoting men as “competent,” “capable,” and “confident.”

Men who do not advertise their successes often are negatively evaluated, as are women who self-promote, according to Skidmore’s Corinne Moss-Racusin, Julie Phelan of Langer Research Associates, and Rutgers’ Laurie Rudman.
These researchers concluded that anyone who behaves contrary to expected gender stereotypes may be less favorably evaluated and advance more slowly in careers.

Women from cultures that value cooperation, collaboration, and collective accomplishment face limited career advancement if they conform to these norms in self-promoting work cultures, found Budworth and Mann.  

Deborah A. Small

Deborah A. Small

Likewise, women who adhere to implicit “female modesty” expectations were less likely to ask for promotions and salary increases.
This reluctance contributed to women’s long-term pay disparity according to University of Pennsylvania’s Deborah A. Small, Linda Babcock of Carnegie Mellon University, University of Maryland’s Michele Gelfand and Hilary Gettman.

Peter Glick

Peter Glick

However, if women violate “modesty norms,” they can experience discrimination in hiring, promotion, and wages, reported Rutgers’ Rudman and Peter Glick of Lawrence University.
Similarly, Yale’s Victoria Brescoll noted that these “norm violators” can experience other adverse interpersonal consequences.

Mark Zanna

Mark Zanna

People who violate norms typically experience physical arousal including discomfort, anxiety, fear, nervousness, perspiration, increased heart rate, reported University of Waterloo’s Mark Zanna and Joel Cooper of Princeton.

However, if participants attribute this physical activation to “excitement” rather than norm violation, they were more likely to:

  • Engage in self-promotion,
  • Express interest in self-promotion,
  • More effectively describe their accomplishments.
Jessi L Smith

Jessi L Smith

Despite women’s and some men’s career “double bind,” people can consciously communicate more effectively about their successes, demonstrated in studies by Montana State University’s Jessi L. Smith and Meghan Huntoon.

More than 75 women wrote sample essays for a merit-based scholarship valued up to USD $5,000.
One group composed essays about their own accomplishments whereas another group wrote about another person’s accomplishments.

Andrew Elliott

Andrew Elliott

They also completed Achievement Goal Questionnaire – Revised by University of Rochester Andrew Elliot and Kou Murayama of Tokyo Institute of Technology to evaluate “performance approach” and “performance avoidance.”

The laboratory contained a black box described as a “subliminal noise generator.”
Half the volunteers were told the box produced “inaudible but potentially uncomfortable ultra-high frequency noise,” and they were later asked to evaluate “the effects of extraneous distractions on task performance.”
The remaining participants received no information about the black box.

Victoria Brescoll

Victoria Brescoll

Women who could attribute their experience to the “noise generator” produced higher-quality, more convincing descriptions of their achievements, measured by being awarded significantly higher scholarships prizes.
These women also said they were more interested in the task, which is typically associated with greater intrinsic motivation to showcase personal accomplishments.

In contrast, women who violated the “modesty” norm without reference to the “noise generator” said they:

  • Reported less interest in describing their achievements,
  • Negatively evaluated their performance,
  • Produced lower-quality essays,
  • Reported fear of failure.

Women who displayed their accomplishments in essays were negatively evaluated by judges, who awarded significantly less to people wrote about their own accomplishments rather than about someone else’s.

Leon Festinger

Leon Festinger

One “workaround” for this self-promotion trap is to reciprocally advocate for colleagues.
This strategy highlights colleagues’ accomplishments as organizational policies evolve to encourage everyone’s self-promotion.
Google led this approach with a self-nomination process for advancement and promotion, coupled with reminder emails to submit self-nominations.

When people redefine showcasing their professional accomplishments as “part of the job,” they tend to perform more effectively and experience less cognitive dissonance.

  • How do you manage the norm against women “bragging” and showcasing their accomplishments?

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©Kathryn Welds

Career “Planning” = Career Improvisation

In “VUCA world,” described by the U.S. Army War College as volatile, uncertain, complex, ambiguous environments, career “planning” occurs under rapidly-shifting conditions.

As a result, it is difficult to  meaningfully respond to the interview question: “What are your career plans for the next five years?

Kathleen Eisenhardt

Planning is most suited to relatively certain circumstances when processes and decisions are linear, argued Stanford’s Kathleen Eisenhardt and Behnam Tabrizi.

In contrast, frequently-changing or uncertain conditions require improvisation, frequent testing, and revision.

Behnam Tabrizi

Iterative exploration, rapid prototyping/experimentation, and testing are used in agile software development and are applicable to rapid changes in economic, political, and technology changes that affect career paths.

Alison Maitland

University of London’s Alison Maitland and Peter Thomson offered this perspective in Future Work: How Businesses Can Adapt and Thrive In the New World of Work,

Related views on using flexible “planning” in career development come from Deloitte’s Cathy BenkoMolly Anderson, with Anne Weisberg of Paul, Weiss, Rifkind, Wharton & Garrison LLP in their model of The Corporate Lattice: Achieving High Performance in the Changing World of Work and Mass Career Customization: Aligning the Workplace with Today’s Nontraditional Workforce.

-*When have you found it more useful to “improvise” instead of “plan” your career?
-*What are the benefits of career “improvisation”?

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©Kathryn Welds

Ask a Narcissist

Confidence is correlated with career effectiveness and advancement.
However, people who exhibit too much of a good thing may be seen as “narcissistic.”

Jean Twenge

Jean Twenge

Narcissistic personality is characterized by:

-Inflated views of the self,
-Grandiosity,
-Self-focus,
-Vanity,
-Self-importance,

according to San Diego State University’s Jean M. Twenge, with Sara Konrath and Brad J. Bushman of University of Michigan, collaborating with University of South Alabama’s Joshua D. Foster, and Keith Campbell of University of Georgia,

Calvin S Hall

Calvin S Hall

One well-validated assessment instrument to identify narcissism is the Narcissistic Personality Inventory, developed by University of California Berkeley’s Robert Raskin and Calvin S. Hall.

Sara Konrath

Sara Konrath

Raskin and UC Berkeley colleague, Howard Terry examined responses from more than 1000 volunteers and found seven constructs related to narcissism:

  • Authority,
  • Exhibitionism,
  • Superiority,
  • Vanity,
  • Exploitativeness,
  • Entitlement,
  • Self-Sufficiency.
Timothy Leary

Timothy Leary

They related ratings of “self” and “ideal self” to participants’ responses on the Leary Interpersonal Check List, developed by Harvard’s Timothy Leary before he investigated psychedelic drugs.

Brian P Meier

Brian P Meier

An alternative to Leary’s lengthy NPI was developed by University of Michigan’s Sara Konrath, Brian P. Meier of Gettysburg College, and Ohio State’s Brad J. Bushman of Indiana University.
The Single Item Narcissism Scale (SINS) measures grandiosity, entitlement, and low empathy characteristic of “narcissistic” behavior.

The team asked more than 2,200 participants to rate their answer to a single question on a scale of one to seven: To what extent do you agree with this statement? “I am a narcissist.”

Brad J Bushman

Brad J Bushman

Konrath’s team demonstrated that the Single Item Narcissism Scale is a valid, reliable alternative to longer narcissism scales because it is significantly correlated with scores on the NPI and is uncorrelated with social desirability.

Erika Carlson

Erika Carlson

People who score high on the NPI and SINS say that they are more arrogant, condescending, argumentative, critical, and prone to brag than people who score low on the NPI, according to University of Toronto’s Erika Carlson.

Narcissism was also related in Konrath’s validation studies to:

People who scored high for narcissism also showed behaviors that can be problematic at work:

However, people who scored high for narcissism displayed positive attributes including:

Interacting with a narcissist in the workplace can be challenging, and a previous blog post identifies recommended strategies.

-*How do you identify narcissists in the workplace and in personal life?
-*What are more effective ways to work with them?

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©Kathryn Welds

Gender Transitions Show Gender Differences in Pay, Workplace Experience

People who change gender continue to use their education and experience at work. However, many of these people report that their compensation, degree of respect, and recognition at work changed following gender change.
This suggests that gender can directly affect compensation and workplace interactions.

Two Stanford professors’ personal experiences in gender transition were highlighted by University of Chicago’s Kristen Schilt.

Joan Roughgarden

Joan Roughgarden – Jonathan Roughgarden

Stanford’s Joan Roughgarden, was an evolutionary biologist for more than 25 years as Jonathan Roughgarden before she made her male-to-female (MTF) transition.
Known for her work integrating evolutionary theory with Christian beliefs (“theistic evolutionism”), she reported feeling less able to make bold conjectures and no longer had “the right to be wrong.”

Her experience contrasts with Stanford colleague, neurobiologist Ben Barres, who made scientific contributions as Barbara Barres until after he was 40.

Barbara Barres - Ben Barres

Barbara Barres – Ben Barres

After his female-to-male (FTM) transition, Ben delivered a lecture at Whitehead Institute, where an audience member commented, “Ben Barres gave a great seminar today, but, then, his work is much better than his sister’s.”

Schilt surveyed FTM and MTF to compare earnings and employment experiences before and after gender transitions with questions similar to 2002 Current Population Survey (CPS) survey items:

  • Last job before gender transition,
  • First job after gender transition,
  • Most recent job.

Kristen Schilt

Kristen Schilt

Female-to-male transsexuals (FTMs) reported that as men, they had more authority, reward, and respect in the workplace than they received as women, even when they remained in the same jobs.

Height and skin color affected potential advantages enjoyed by FTM.

Tall, white FTMs experienced greater benefits than short FTMs and FTMs of color.
In contrast, MTF reported reduced authority and pay, and often harassment and termination.

University of Illinois’s Donald McCloskey, for example, was told by his department chair “in jest” that he could expect a salary reduction when he became Deirdre McCloskey.

Deirdre McCloskey

Deirdre McCloskey

However, salary reduction was no joke for MTFs in Schilt’s survey sample.
Participants reported significant losses of 12% in hourly earnings after becoming female.

Additionally, MTFs transitioned on average 10 years later than FTMs, delaying the loss of financial advantages attributable to male gender.

FTMs, however, experienced no change in earnings or small positive increases up to 7.5% in earnings after transitioning to becoming men.

Any gender transition was associated with risks of harassment and discrimination, reported more frequently in “blue-collar” jobs, particularly for those with “non-normative” appearance and not consistently “passing” as the other gender.

These “naturalistic experiments” confirm continuing gender-based pay discrepancies.

-*To what extent have you observed these gender-linked differences in compensation and workplace credibility?

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©Kathryn Welds

“Surface Acting” At Work Leads to Stress Spillover

David Wagner

David Wagner

Situations outside the workplace can affect employees’ productivity, commitment, mindset, attitudes, and health.

Similarly, experiences at work can affect employees’ quality of life at work and outside of work.
Workplace Employee Assistance Programs, on-site medical centers, concierges, meals, and fitness centers are intended to address this bi-directional influence to improve employee retention and productivity.

Christopher Barnes

Christopher Barnes

When employees suppress their true feelings about work experiences, they engage in “surface acting” as they display appropriate, but unfelt facial expressions, verbal interactions, and body language.

Brent Scott

Brent Scott

Surface acting at work was associated with emotional exhaustion, work-to-family conflict, and insomnia outside of work for more than 70 volunteers in a high stress public service occupation, found Singapore Management University’s David T. Wagner, Christopher M. Barnes of University of Washington, and Brent A. Scott of Michigan State University.

Arlie Hochschild

Arlie Hochschild

Emotional labor” was Arlie Hochshild’s earlier term for “surface acting” in customer service interactions when employees present prescribed verbalizations and emotions.

She contrasted “surface acting” with “deep acting” in which the person:

  • Exhibits the emotion actually felt,
  • Uses past emotional experiences to elicit real emotion and empathic connection with others, in a form of “organizational method acting.

Christina Maslach

Christina Maslach

“Surface acting” at work can lead to occupational “burnout,” characterized by emotional exhaustion, detachment from others, and reduced workplace performance, noted University of California Berkeley’s Christina Maslach and Susan Jackson.

Céleste Brotheridge

Céleste Brotheridge

In contrast, high emotional labor with deep acting was associated with a greater sense of personal accomplishment in research by University of Regina’s Celeste Brotheridge and Alicia Grandey of Penn State.

Veikko Surakka

Veikko Surakka

Recipients of “surface acting” are usually accurately detect that it’s an inauthentic display, according to University of Tampere Veikko Surakka and Jari K Hietanen of University of Helsinki.

Patricia Hewlin

Patricia Hewlin

Similarly, “Facades of Conformity,” impression management, and
unwilling compliance are associated with generalized stress and reduced quality of life outside of work, according to Georgetown’s Patricia Hewlin, University of Lethbridge’s Karen H. Hunter, Andrew A. Luchak of University of Alberta, and Athabasca University’s Kay Devine.

These three experiences are defined as:

Kay Devine

Kay Devine

  • Terence Mitchell

    Impression management, characterized by ingratiating behaviors in two-person relationships which can favorably influence career outcomes, according to Georgia Tech’s Robert C. Liden and Terence R. Mitchell of University of Washington.

Leon Festinger

Leon Festinger

Most people at work encounter situations in which they choose to behave in “appropriate” ways that are inconsistent with their true feelings, and may experience similar stress spillover from “surface acting” at work.

-*How do you prevent “burnout” when workplace settings seem to require “surface acting”?


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©Kathryn Welds

Coaching Can Increase Goal Achievement, Performance

Anthony Grant

Anthony Grant

Coaching is a collaborative process to facilitate coachees’ self-directed learning, personal growth, and goal attainment, according to University of Sydney’s Anthony Grant.

Anthony Grant modelHe integrated practices from solution-focused approaches and cognitive-behavioral interventions into Solution-Focused Cognitive-Behavioral (SF-CB) Coaching and a “Coach Yourself” program with Jane Greene.

Participants reported increased:

John Franklin

on the Self-Reflection and Insight Scaledeveloped with Macquarie University colleagues John Franklin and Peter Langford.

Two types of empirical studies provide evidence about coaching’s efficacy:

  • Randomized Controlled Trials (RCT), in which participants receive one of several interventions or no intervention.
    This is considered the more credible research approach.
  • Peter Langford

    Peter Langford

    Quasi-Experimental Field Studies (QEFS), which use “time series analysis” but not random participants to measure outcomes.

Linley Curtayne

Linley Curtayne

Randomized Controlled Trials (RCT) found several effects among executives who received 360-degree feedback and four coaching sessions over ten weeks:

Lower stress, according to Grant with University of Sydney colleagues Linley Curtayne and Geraldine Burton,

Geraldine Burton

Geraldine Burton

  • Greater goal attainment compared with an eight week educational mindfulness-based health coaching program, reported by University of Sydney’s Gordon B. Spence, Michael J. Cavanagh and Grant,
  • Gordon Spence

    Gordon Spence

    • Increased goal commitment, and environmental mastery, compared with peer coaching among adults in a Solution Focused/Cognitive Behavioral (SF/CB) life coaching program, according to research by Spence and Grant,
  • Lindsay Oades

    Lindsay Oades

    • Increased goal striving, well-being, hope, with gains maintained up to 30 weeks, reported by Grant and Green with University of Wollongong colleague Lindsay G. Oades.

C. RIck Snyder

C. RIck Snyder

Increased hope is crucial to pursue any goal, according to University of Kansas’s C.R. Snyder, Scott T. Michael of University of Washington, and Ohio State’s Jennifer Cheavens.

Individuals seeking change are more effective when they:

  • Develop one or more ways to achieve a goals (“pathways”),
  • Use these routes to reach the goal (“agency”).

Edward Deci - Richard Ryan

Edward Deci – Richard Ryan

Three additional elements contribute to goal achievement, suggested University of Rochester’s Edward L. Deci and Richard M. Ryan:

  • Competence,
  • Autonomy,
  • Relatedness.

According to their Self-Determination Theory (SDT), these characteristics are associated with increased:

  • Goal motivation,
  • Enhanced performance,
  • Persistence,
  • Mental health.

Kristina Gyllensten

Kristina Gyllensten

The other category of research, Quasi-Experimental Field Studies (QEFS), reported that coaching for managers of a federal government:

  • Stephen Palmer

    Stephen Palmer

    • Decreased anxiety and stress among UK finance organization participants, in findings by Kristina Gyllensten and Stephen Palmer of City University London.

These empirical studies validate coaching’s contribution to participants’ increased goal attainment and increased satisfaction, well-being, and hope.

-*How do you “coach yourself” and others toward increased goal attainment and performance?

-*What are the “active ingredients” of effective coaching practices?

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©Kathryn Welds