1. Creative and Positive Approaches to Organisational Development in HE ODHE, Feb 16-17 th 2010, London Jane Henry j@janehenry.info Human Resource and Change Management Centre, Open University, Milton Keynes, UK

2. Positive approaches well-being Positive emotion > open Strengths > motivated Flow > engaged, self-esteem Social support > belong Physical > neurochemical balance Quiet mind > present centered, less inner critic j@janehenry.info

3. Strengths/talents (VIA version) Wisdom Curiosity Love of learning Open-mindedness Ingenuity Emotional intelligence Perspective/relative thinking Courage Bravery Perseverance Integrity Humanity Kindness Love Justice Loyalty Fairness Leadership/Organisation Temperance Self control Prudence Humility Transcendence Appreciation Gratitude Hope Purpose Forgiveness Humour Enthusiasm j@janehenry.info Source: Seligman and Peterson www. positive psychology.org

4. Positive emotion Safe, good mood > explore > broaden thought repetoire > creative ideas Anxious, angry, low mood > narrow thought > existing ideas ◦ (Broaden and build Fredrikson) j@janehenry.info

5. Positive interventions Appreciate - count your blessings Gratitude – diary events grateful > improved health (Emmons and Shelton 2002) Kindness - present Forgiveness - (McCullough) j@janehenry.info

6. Enhancing happiness Develop maintain close relationships. Identify work mentor Listen to you gut, rest. Attend to what is important to you. Exercise regularly. Eat well. Immerse yourself in absorbing gratifying activities e.g singing, dancing Be appreciative and compassionate to self and others Engage in meaningful activity, e.g work, volunteering, parenting, that offers some challenge, autonomy. Avoid perfectionism. Delegate. Good enough. Identify your strengths, try to use these often. Act on specific and realistic goals. Control what you can. Accept what you cannot j@janehenry.info

7. Work engagement Meaningful work  Employer take account intrinsic motivation, FIT job matches values  Eg Google, Semco long time recruiting staff, involve work group Autonomy  Give employees as much freedom as possible how they do work  Eg Google, 3M time pursue own projects Strengths  Historically attention fixing problems, firefight  Align work to natural talent Recognise  Appreciative attitude, praise whats right rather fault whats wrong  +ve spiral, better about self Socialise  Social opportunities ©j@janehenry.info

8. Jane’s creative issue exploration framework Opportunity finding ◦ scenario planning, gap analysis Issue exploration ◦ ideals, clarify, map, reframe Idea generation ◦ brainwrite, lateral thinking, cluster ideas, vote Implementation ◦ acceptance finding, action planning, bullet proof ©j@janehenry.info

9. Scenario Planning Future STEEPL ◦ Social ◦ Technological ◦ Economic ◦ Environmental ◦ Political ◦ Legal Scenarios ◦ pessimistic, optimistic, much the same, wild card Helps people appreciate need for change j@janehenry.info

10. Creative issue exploration Issue> angle Ideas> alternatives Implementation> acceptance Diverge Converge ©j@janehenry.info

11. Work style AdaptorsInnovators Problem solving Accept problem as set Narrow area Few acceptable ideas Question problem as defined Wide area Many ideas, some impractical FocusTask oriented Short-term Interesting Long-term Time Preparation On time Read instructions Late Don’t read instructions j@janehenry.info

12. Explore Ideal – draw, I wish Clarify vague – why Map messy – causes and consequences, mind map, network map, rich picture Reframe – other people’s definition, drop key word ©j@janehenry.info

13. Explore Problem map messy clarify vague Vision ideal picture i wish Reframe j@janehenry.info

14. Causes and Consequences Map j@janehenry.info

15. Ideas Classic: Brainstorming/writing, Nominal group technique Checklists: 5WsH, SCAMPER Lateral thinking: Hero/ine, Reversal Imaginative: Disney, Storyboard ©j@janehenry.info

16. Idea Generation Brain writing ◦ one idea per post it, sensible or crazy, felt tip pen Checklist ◦ 5WsH (who, what, why, when, where, how) ◦ SCAMPER (substitute, combine, adapt, put to other uses, minimise, maximise, eliminate, rearrange) Reversal ◦ list ideas, rereverse see if suggests idea address issue Hero/ine ◦ person, company, institution admired  (eg Branson, Mandela, Superman) Source:j@janehenry.info

17. Checklists 5WsH Who Why What When Where How SCAMPER Substitute Combine Adapt Minimise, Maximise Put to other uses Eliminate Rearrange j@janehenry.info

18. Facilitation Group defined issue Informal setting Accept all ideas No criticism Round robin Pass the pen j@janehenry.info

19. Converge Cluster – wall, mindmap Gut feel – star vote ◦ rank, rate, sort j@janehenry.info

20. Implement Help and hinder matrix Acceptability ◦ who what help hinder  all contribute,  underline most important person/policy in each cell ◦ stakeholders Action plan ◦ how engage/ get round key stakeholders/align policy ◦ when and where act (who does what when) ◦ what could go wrong j@janehenry.info

21. Help and hinder matrix j@janehenry.info

22. Storyboard Cartoon storyboard ◦ Place paper landscape style, split into 6 squares. In first square draw picture of situation as is. In last picture of situation as you would like it be in the future. Then use the remaining squares to draw the steps you need to take to get from where you are now to where you want to be. Think what what is the main thing that would stop you taking each of these steps.  A technique invented by Jane Henry j@janehenry.info

23. Perspective Dreamer Realist Critic j@janehenry.info

24. Further info Positive approaches to development: ◦ enpp.org ◦ www.positivepsychology.org ◦ www.strengthsquest.com ◦ Luthans - positive organizational scholarship Creative development in organisations Henry, J. 2001 Creativity and perception in management, Sage. Henry, J. 2006 Creative management and development, Sage. B822 Creativity, innovation and change, Open University 30pt course and CPD 10 pt variants j@janehenry.info