Download - ACT in the workplace (Parma presentation)
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Working with ACT How Using ACT in the Workplace Could
Transform....Well, Almost Everything
Rachel Collis
Rob Archer Rob Archer / Rachel Collis
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Session Structure
1. Why is ACT needed in the
workplace?
2. How is using ACT in the workplace
problematic?
3. How ACT in the Workplace Could
Transform... Almost Everything
2
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1. Why is ACT Needed In The Workplace?
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1. Lack of control
2. Lack of communication
3. No appreciation
4. No feedback
5. Career and job ambiguity
6. Unclear policies
7. Mistrust, unfairness, office politics
8. Pervasive uncertainty
9. Random interruptions
10. The treadmill syndrome
Bill Wilkerson, CEO of The Global Business and Economic Roundtable on Addiction and Mental Health
Top 10 Work Stressors
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The amount of information we process daily has
doubled in the past 20 years
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Distracted...
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Distressed
10
1 in 6
British Occupational Health report
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1 in 6
1 in 3
1 in 60 Referred to specialist
Mental health problem
Not engaged > risk
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Distracted Disengaged Distressed
• Time Management
• Performance Accelerator
• High Performing Teams
• Success, resilience & change
• People-led Change
• Safety Leadership
• Avoiding the Black Hole
• Resilience Training
• Work Effectiveness
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The Evidence
Proven to improve performance and health.
Enhances organisational interventions.
We understand not just that it works but why.
And....it can be trained!
Thanks: Jo Lloyd, Paul Flaxman
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How Using ACT in the Workplace Could Transform....Almost Everything
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Big but
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2. What are the ways in which using ACT in organisations can be problematic?
1. Difficulties with Creative Hopelessness
2. Combining ACT with problem solving
3. Getting ‘hooked’ by politics, status, groupthink etc
4. ACT sounds weird
5. Making ‘values’ work work.
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Creative Hopelessness “If a person has exerted so much effort and yet is coming for treatment, one of two things must apply: 1. The person has not found the right way to fix the problem, or 2. The model for change is flawed and unworkable.”
Hayes, Wilson & Strosahl (1999)
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60% of people in employment are not suffering from mental illness
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Diener et al 2000
7.6 / 10
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‘Groupthink’ and the Control Agenda
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“As long as you think the problem is out there,
that very thought is the problem"
Stephen Covey
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“Absolute belief is an essential part of any
massive achievement”
Andrew Meikle: Win Now, Win Later
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‘You become what you think...so discipline
yourself to think about the things you want and keep your mind off the things
you don’t want’
Brian Tracy - Create your Own Future
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‘We observe, we tell a story, and then we feel. …Since we and only we are telling the story, we
can take back control of our emotions by telling a different story.’
Patterson et al: Crucial Conversations
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If CH involves: A dialogue focused on three primary questions:
1. What does the client want?
2. What has the client tried? And,
3. How has that worked?’
Hayes, Wilson & Strosahl (1999)
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Needs Analysis • What does the client want to achieve?
• Where are they now?
• What have they tried?
• What do they think will work?
• Context
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Be clear what the problem is... and isn’t.
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Issue % Agreed
1 Attracting and retaining skilled staff 35%
2 Changing organizational culture and employee attitudes 33%
3 Acquiring new customers 32%
4 Developing new processes and products 29%
5 Increasing customer loyalty and retention 29%
6 Managing risk 29%
7 Improving workforce performance 28%
8 Increasing shareholder value 27%
9 Using IT to reduce costs and create value 27%
10 Being flexible and adaptable to rapidly changing market
conditions
26%
11 Developing employees into capable leaders 26%
“What is Your Top Business Priority?”
Source: Accenture
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Don’t make them wrong
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“Contacting the present moment fully as a conscious human being, and based on what the
situation affords, changing or persisting in behavior in the service of chosen values”
Psychological Flexibility
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Increase discrimination around workability
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What are the ways in which using ACT in these settings can be problematic?
1. Lack of Creative Hopelessness
2. Combining ACT with problem solving
3. Getting ‘hooked’ by politics, status, groupthink etc
4. ACT sounds weird
5. Making ‘values’ work work.
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Work problem Problem solving response
• Lack of control
• Lack of communication
• No appreciation
• No feedback – good or bad
• Career and job ambiguity
• Unclear policies / processes
• Mistrust, unfairness, politics
• Pervasive uncertainty
• Random interruptions
Enhance job control
Communication skills
Appreciative inquiry
360 degree feedback
Psychometrics/ decision sciences
Policy review / process redesign
Challenge perceptions
Risk management
Time management
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Value of problem solving Limitation of problem solving
Changing processes to improve job
control boosts health & productivity
People need help noticing new
opportunities and learning new skills
Psychometric tests help identify the right
career for me
Having a ‘type’ can restrict our sense that
we can grow, develop or adapt
Categorising people as ‘talent’ helps us
direct resources at the best
Categorising people as talent tends to
alienate those who aren’t talent
Having a set of organisational values
helps us embed desired behaviours
Organisational values often lead to
cynicism
Risk management reduces our risks Risk management still leaves risk
Safety procedures have cut workplace
accidents
Most accidents are not caused by poor
procedures, but mindlessness.
It helps to know my strengths so I can
build on them and improve weaknesses
Strengths mean nothing without context.
We need to stick to our plan No plan survives contact with the enemy
...Outside the skin (most of the time) ...Inside the skin (most of the time)
The Limitations of Problem Solving
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What are the ways in which using ACT in these settings can be problematic?
1. Lack of Creative Hopelessness
2. Combining ACT with problem solving
3. Getting ‘hooked’ by politics, status, groupthink etc
4. ACT sounds weird
5. Making ‘values’ work work.
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Sometimes it all goes horribly and terribly wrong...
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Needs Analysis • What does the client want to achieve?
• Where are they now?
• What have they tried?
• What do they think will work?
• Context
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Dynamics
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Strategies to build influence:
Do good work
Hope you are noticed
Avoid political manoeuvring
Be humble
Have open and honest agendas
Genuinely seek feedback
AND...
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Find out how the system works…
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Be prepared to sell solutions
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Excel at presentation
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Acceptance
Defusion
Self as Context
Committed
Action
Values
Contact with the
Present Moment
Psychological
Flexibility
Be Flexible...
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What are the ways in which using ACT in these settings can be problematic?
1. Lack of Creative Hopelessness
2. Combining ACT with problem solving
3. Getting ‘hooked’ by politics, status, groupthink etc
4. ACT sounds weird
5. Making ‘values’ work work.
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Private events
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Translating ACT for Organisations Acceptance & Commitment Therapy Acceptance & Commitment Training
The 6 processes of ACT Mindfulness / values-based action
AAQ-2 WAAQ
Stress management Resilience
Self as context Your resilient self
Mindfulness Noticing attention
Defusion Noticing thoughts, focusing on behaviour
Acceptance Willingness Self-compassion
Present moment awareness Getting present / Presence
Values Commitments / What’s important?
Unwanted private events Intrusive thoughts, painful feelings and memories
Creative hopelessness process Needs analysis process
Control agenda The limitations of problem solving
Mental toughness Mental flexibility
Contacting the present moment fully as a conscious human being, and based on what the situation affords..
Needs to be explained in segments or ‘Flexible thinking’
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What are the ways in which using ACT in these settings can be problematic?
1. Lack of Creative Hopelessness
2. Combining ACT with problem solving
3. Getting ‘hooked’ by politics, status, groupthink etc
4. ACT sounds weird
5. Making ‘values’ work work.
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The Current View...
Environment
Identity
Values
Capabilities
Behaviours
Vision
Source: Robert Dilts
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“Successful organisations are characterised by strong values that communicate what behaviour is appropriate and what is not”.
Source: CIPD
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Source: In Search of Excellence – Peters & Waterman
“Organisations must have a sound set of beliefs on which it premises all
its procedures and actions… To meet a challenging world, it must
be prepared to change everything about itself except those beliefs”.
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“You can whip people into line with fear, but you can't get them to build any of the great human accomplishments. That takes aspiration, which I think means values”.
Hank Robb
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“You need low enough experiential avoidance that you do not run from the pain that
Steve Hayes
empathy will give you.”
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“We can take what we do in our therapy rooms and bring it to the occupational and
social contexts of our lives.
We can live our values while having our doubts come along for the ride.
If we can take a chance on this broader level - the collective impact will be great.”
Jonathon Bricker
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What’s next?
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Working with ACT Website
http://workingwithact.com Ideas to get involved: • Subscribe to the site • Write a guest blog • Ask us questions / request materials for using
ACT in the workplace