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- What is the organization hoping to accomplish with the intervention?
- Who is the target of this intervention (e.g. employees, managers, etc.)?
- What population is this intervention intended for? (e.g. type of organization or industry)?
- What problem does this intervention seek to solve, and/or what positive outcome does this intervention seek to enhance or create?
2. Has the presenter adequately described the components of the intervention?
- What are the psychological (or physical) mechanisms this intervention seeks to impact? (e.g. Would it work by creating positive habits of attention? By increasing self-efficacy? By causing a positive physiological shift?)
- What are the expected outcomes and practical results you would anticipate from its implementation? (e.g. Would it result in more positive emotions? Greater productivity at work? Reduced crime rates?)
3. Has the presenter provided empirical and theoretical evidence for the intervention?
4. Has the presenter made a strong case for his or her intervention?
5. Does the implementation plan seem well thought-out and appropriate for the population? If the team already implemented the plan, did they adequately describe their thought-process and learning?
6. Do the expected outcomes seem supported by evidence? If the team already tested the intervention, were the outcomes well measured and explained? Do you think this intervention would work with other populations?
Thanks Jung for showing how we can apply positive psychology to teams, and mentioning common challenges in trainings: how to engage participants and have the effects stay! However, you said you wanted to see what the effect of the team training was on team performance. Did you measure this? And I felt like the last part was a little bit of a teaser! It was not clear to me how you adapted your exercises from the experience level to the team level!
Jessica, thank you for your comment and question.
Compression seems to have made a teaser unintentionally. For the measurement on performance, the best would be linking well-being scores to internal KPIs of the team and analysis their relation. However most teams were neither in a controlled condition nor disclose internal data. So we recently included scales of collaboration, engagement, and innovation in our measurement and re-designed our programs for those purpose. For example, positive emotions and relationship for team collaboration, strengths for team engagement, etc. Each session has two parts. The first part is experiential learning of happiness for individual’s well-being, the second part is co-creating team activities for well-doing on well-being.
And 4 ships is a process when we provide the team training. We think our program is not a magic for performance but help them to consider new positive approach, well-dong on well-being. 4 Ships is starting with “Partnership with a HR manager”, “Sponsorship from a leader”, “Teamship in a program”, and “alignment to the Leadership”. In this process, we’re helping them to understand positive approach for organization development and to facilitate internal competence for well-dong on well-being.
Hope this helps understanding of our interventions. And let me know if you have more questions or comments. Thank you:)
Dear Jung, thank you for submitting such a clear and interesting presentation. It is wonderful to see the way you have expanded and innovated your intervention over the years based on the obstacles you faced. I admire your innovation. The tools you have developed for the HX (e.g., tress, cube, strengths cards, values badges) are evidence-based and are very concrete which means other people can easily understand how you create the happiness experience with the companies you work with. It is pleasing to see that subjective happiness was sustained after 1 month. How do you plan to measure team performance? All the best for your submission at WCPP in Montreal.
Dear Lea, thank you for your comment. It really encourages us to continue our journey. For measuring the team performance, we’re developing scales for collaboration, engagement, and innovation. However each corporate client has different situation and expects a customized service. For example, one insurance company who had bought our happiness team training requested an engagement workshop program using positive psychology. We don’t measure the performance directly but the program is designed to increase specific indicators of their internal annual employee survey. We will apply this workshop to several teams and compare them with other teams in the annual survey results. Hope this explains our approach. Thank you 🙂
Hi Jung! Thank you for sharing the process of your intervention. I believe having toolkits reminds the participants the possibilities they have to reach belter levels of well-doing and well being. They are their visual anchors to their flourishing. Thank you!
Hi Alejandra?! Yes, the toolkit helped participants to reconsider happiness and co-create the next level well-dong on well-being by themselves. Thank you for your comment!
Hi Jung. Thanks for sharing your journey of continuous improvement of how you made your intervention more experiential. I love your creativity and I’m sure your participants do too. They are great takeaways from the program to share with others and remind them of the key activities. I’m also interested in hearing more about the WoW phase and the team approach to the interventions. Great work!
Hi Marcia, one of my happiness is to observe participants’ happy faces in our program. The WoW phase is another exciting journey for my team. Hope I can share our stories at WCPP. Thank you 🙂
Jung, I enjoyed learning about the evolution of your intervention program to increase employee happiness and think your lessons would be valuable to anyone who wants to design an intervention. Your focus on experiential, group- based learning and desire to measure the lasting effects of the intervention were noted. What do you think are the “active ingredients” or the mechanisms that are influencing your outcomes? Greater positive emotions, more positive relationships? Your measures were seemed focused on individual PANAS and subjective happiness and satisfaction. Can you say more about the relational/group satisfaction and also potential impact on employee performance? Hopefully we can continue this discussion within the WOD.