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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?
Nancy, congratulations and thank you for sharing your valuable case study. You presented it so clearly and concisely. I like how your approach to development connects strengths, values, dialogue and impact. Fabulous! I look forward to hearing how it develops over time and practice.
Thank you for your kind comment Beth. Yes, we found that talking about strengths and values inspires people to accomplish goals and to feel that their contribution is appreciated.
Nancy, congratulations on a great intiative. It is refreshing and inspiring to know of performance management processes that are strengths and values based, and are not related to remuneration. Thank you for sharing.
Thank you Dina. It was a challenge to let go of the thinking that compensation “should” be connected to performance. Learning about the field of positive psychology and the research has really helped explain why the approach may be effective.
Nancy, I find this tool fascinating and think that it could greatly help workplaces that are trying to shift towards a “feedback-seeking” culture. I wonder, do you have the tool “packaged” so that practitioners may adapt it to their own workplaces? I also wonder if you’ve tried applying it within a different org setting?
Hi Giselle. Thanks for your encouraging comments. This is the first time I have shared the approach outside of my organization. I believe the approach would be very transferable and I would be interested in creating a package that could be shared. I would love to connect at the conference to get your thoughts.
Hi Nancy. Congratulations for your very interesting proposal. I found very interesting that idea about focus on strengths and values. I also think it’s a great idea the “employee-manager” conversation about the what and how. I listened that managers adopt a coaching style on these conversations. I wonder if they take coaching lessons in order to improve their performance on this task. I think it could be interesting for the intervention. What do I think about that?
Good luck!
Hi Alberto
Thanks so much for your comments. Regarding coaching, we did not do training what we did was, several of us worked with a professional coach one on one so we experienced being coached and for those of us that were participating we also met one hour per week in a “Coaching Discussion” group that was designed to help each other learn about effective coaching, get help when we needed it and learn about different theories and research that supported what we were doing.
I believe your proposed intervention would very much support what we were doing. Thanks so much for sharing and good luck to you also.
Hi Nancy:
Thank you for your reply. I think that your strategy to increase coaching habilities was so interesting! Good to know more about that.
Thank you Nancy for your presentation. I find it very inspiring for positive psychology coaches, and for the development of a positive leadership in organizations, communities and groups. I strongly believe that working with strengths and values leads to high quality connections and trust as you mentioned, and that sooner than later leads to celebration and gratitude. Thank you very much for your passion and engagement to this initiative.
Dear Nancy, thank you for a clear and compelling presentation. You have set out the problem to be solved in a very meaningful way and then shown us how bringing in PP research such as goal setting, job crafting and HQC’s was used to establish the contribution agreement. You have outlined the challenges that managers had with this new system and provided us with solutions like the best-self exercise. This PPI clearly creates a new and more generative type of leader-employee relationship. The results of Utilities Kingston were helpful to see. Shifting the focus to contribution and away from performance clearly offers a lot for other organizations. Well done!
Nancy, I admire your development of a performance management system that engages the employee in co-creating a positive future. You were very clear in describing the “What,” “How” and “Who” elements of the system, as well as tying these elements to PP research related to goal-setting theory, job crafting, HQC, building trust, utilizing strengths and best self. I would like to learn more about how the outcomes were measured and the challenges that you faced within the organization. Hopefully we can continue this discussion within the WOD