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Fisher Institute for Wellness and Gerontology JANE ELLERY, PH.D. ASSISTANT PROFESSOR ASSOCIATE DIRECTOR, WELLNESS MANAGEMENT WELLNESS MANAGEMENT.

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Presentation on theme: "Fisher Institute for Wellness and Gerontology JANE ELLERY, PH.D. ASSISTANT PROFESSOR ASSOCIATE DIRECTOR, WELLNESS MANAGEMENT WELLNESS MANAGEMENT."— Presentation transcript:

1 Fisher Institute for Wellness and Gerontology JANE ELLERY, PH.D. ASSISTANT PROFESSOR ASSOCIATE DIRECTOR, WELLNESS MANAGEMENT WELLNESS MANAGEMENT IN THE WORKPLACE: RETHINKING CHANGE

2 Start by thinking  Help your company develop:  The “lens” you use to look at workplace wellness  Balanced thinking  A framework to use for intervention thinking  Innovative ideas for well-being/health enhancement practice

3 How does your company view human assets? How does your wellness plan fit within your company’s mission? What is important to your employees? What are they willing to change? How can you help make the “healthiest choice” the “easiest choice.” What is Wellness?

4 Where are we now? Healthier Employees Incentives Employee Assistance Programs Nutrition Interventions Small Business Wellness Tax Credit Physical Fitness Initiatives Weight Loss and Obesity Prevention Cultural Assessments Employee Health Plans Consumer Driven Health Plans Integrated Solutions Health Risk Assessments Health and Productivity Management Occupational Health and Safety It’s a full-time job to think about all of this!

5 If you want to think about it full time…  Fisher Institute for Wellness and Gerontology graduate degree program in Wellness Management  2 year MA/MS program that combines health enhancement thinking with a foundations of business minor

6 What’s a part-timer to do?  Hire a vendor – make sure they develop into a partner AND they have a monetary investment in assuring participation and change in your employees (maybe split payment for services into 50% for delivering services and 50% for achieving outcomes)  Send your HR manager to receive some training (See University of Southern Indiana and IP-FW offerings)  Partner with the Wellness Council of Indiana

7 These may be good actions…  But start with thinking! Best Thinking Best Planning Best Doing

8 8 Wellness  An integrated method of functioning which is oriented toward maximizing the potential of which the individual is capable, within the environment where he is functioning Halbert Dunn, 1977  Supporting opportunities to impact the diverse, multi- dimensional processes important in preserving and protecting health and well-being by encouraging Complete Thinking, Balanced Valuing, and Flexibility (Passionate) Intervening at multiple levels Wellness Management

9 Generalist Practitioners Source: International Commission on Education for Sustainable Development Practice (October 2008, Columbia University) Health Science Natural Science and Engineering Social Science Management Linking the practices together Investing in solutions for the future – and rethinking our approach!

10 Antonovsky Sense of Coherence Generalized Resistance Resources Salutogenesis

11  Pathogenesis – the origins of disease  Salutogenesis - the origins of health  Sense of Coherence (Antonovsky):  Your world is understandable: Stimuli from internal and external sources is perceived as structured and predictable. (Comprehensible)  Your world is manageable: Resources exist to meet demands posed by stimuli (Manageability)  Your world has meaning: Demands are challenges worth spending energy/effort on (Meaningfulness)  Health ease/dis-ease continuum

12 12

13 GRR-RDs Generalized Resistance resources – resistance deficits  Generalized Resistance Resources:  Properties of a person, a collective or a situation that facilitate successful coping with the inherent stressors of human existence.  GRRs foster repeated life experiences which helped one see the world as 'making sense', cognitively, instrumentally and emotionally.  Wealth, ego strength, cultural stability, environment, support structures, etc.  Moving toward the positive end of the continuum – resource… the negative end – deficit

14 14 Questions to consider…  What makes us strong?  What experiences make us more resilient?  What opens us to more fully experience life?  What in organizations makes us grow?  How can we give meaning to life?  How can we support the development of GRRs?

15 15 Tasks to consider…  Manage the pace of life  Set priorities  Develop needed personal and occupational skills  Connect people  As a manager, think about the needs of the whole person… body, mind, and spirit… and think of each individual as an individual rather than as a disease, potential disease, or disease risk factor

16 Ryan and Deci – University of Rochester Self Determination Theory

17  Humans are active, growth-oriented organisms who are naturally inclined toward the development of an organized coherence among the elements of their psychological makeup and between themselves and the social world. However, these natural tendencies require nutriments or supports from the social environment to function effectively.

18 Self Determination Theory  There is no instance of optimal, healthy development in which a need for any one of these three was neglected  Competence (effectiveness) – a propensity to have an effect on the environment as well as attain valued outcomes within it  Relatedness (connectedness) – the desire to feel connected to others  Autonomy (coherence) – the desire to self-organize experience and behavior and to have activity be concordant with one’s integrated sense of self

19 Self-determination Continuum

20 Remember…  BOTH/AND  Augment, enhance, engage (avoid change)  Re-think “intended” and “unintended” outcomes  Provide support/guidance to help individuals successfully achieve what THEY want to accomplish… rather than what WE think they should change (success breeds success!) So what does this all mean?

21 Stretch Management Goals  1.Ensure that management's work serves a higher purpose. 2.Fully embed the ideas of community and citizenship in management systems. 3.Reconstruct management's philosophical foundations. 4.Eliminate the pathologies of formal hierarchy. 5.Reduce fear and increase trust. 6.Reinvent the means of control. 7.Redefine the work of leadership. 8.Expand and exploit diversity. 9.Reinvent strategy-making as an emergent process. 10.De-structure and disaggregate the organization. 11.Dramatically reduce the pull of the past. 12.Share the work of setting direction. 13.Develop holistic performance measures. 14.Stretch executive time frames and perspectives. 15.Create a democracy of information. 16.Empower the renegades and disarm the reactionaries. 17.Expand the scope of employee autonomy. 18.Create internal markets for ideas, talent, and resources. 19.Depoliticize decision-making. 20.Better optimize trade-offs. 21.Further unleash human imagination. 22.Enable communities of passion. 23.Retool management for an open world. 24.Humanize the language and practice of business. 25.Retrain managerial minds. See: Moon Shots for Management by Gary Hamel (February 2009 article in the Harvard Business Review)

22 JANE ELLERY, PH.D. ASSISTANT PROFESSOR ASSOCIATE DIRECTOR, WELLNESS MANAGEMENT FISHER INSTITUTE FOR WELLNESS AND GERONTOLOGY BALL STATE UNIVERSITY: EDUCATION REDEFINED Contact Information:


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