October 7, 2020
There are many subcultures at work, at home and in the community. It is important to identify which subcultures are most important for addressing specific well-being goals. This episode explains how. Managers and well-being champions can be empowered to create well-being subcultures within their workgroups.
October 7, 2020
This episode uses true/false questions and their textbook answers to explain important attributes of a culture of well-being.
October 7, 2020
This episode examines strategies for aligning the rewards and recognition with well-being. Cultures set the standard for how rewards are perceived. This episode explains some of the ways rewards and recognition can be tailored to better support and not undermine well-being.
October 7, 2020
This episode examines strategies for aligning the communication touch point with well-being. The goal is to increase the quantity and quality of communication related to psychological, social and physical well-being.
October 7, 2020
This episode examines strategies for aligning the relationship development touch point with well-being. Cultures establish how relationships are formed and maintained. In a well-being culture, healthy activities and conversations present opportunities for people to get to know one another.
October 7, 2020
This episode features an interview with Dr. Judd Allen. Judd earned his Ph.D. in Community Psychology from New York University and has been President of the Human Resources Institute for more than 30 years. Dr. Allen discusses social climate research on health and organizational performance. He also provides a case study of social climate and its implications.
October 7, 2020
This episode is about fostering a sense of community. A sense of community exists when people feel like they belong, trust one another, help one another, and get to know one another. Where people don’t get along and feel disconnected, well-being suffers. Organizational policies and procedures can be designed to enhance community. Well-being programs have played an important role.
October 7, 2020
This episode is about fostering a shared vision. A shared vision exists when people are excited about the direction of their workgroups and organizations. With a shared vision people are inspired and see how they are working together to achieve common purposes. The well-being initiative should be aligned with the vision of the workgroup or organization. Organizational policies and procedures should be aligned so that they are consistent with the vision.
October 7, 2020
Imagine five concentric rings. The center represents people who are actively involved in supporting well-being. In the fifth, and final, ring are what we call well-being antagonists. This episode examines strategies for shifting attitudes towards well-being values.
October 7, 2020
This episode examines how to help leaders at all levels to be able to explain what the well-being initiative is, why it is important, and how people can participate. The culture goal is to empower our leaders to develop their ideas and statements about well-being.
October 7, 2020
This episode is about the strategy of helping people to see the fruit of their efforts. Many products and services are built and delivered in multiple steps. As a result, some employees do not get to see the customer experience. Helping all employees to witness the final product or service in action is a powerful strategy for enhancing purpose.
October 7, 2020
People need feedback to know how they are doing. This episode shared several useful guidelines for giving constructive feedback. In addition, organizations should establish policies and procedures that optimize the benefits of feedback and limit common flaws. Regular feedback that is offered in a respectful way is a valuable strategy for supporting purpose at work.
October 7, 2020
This episode is about the strategy of championing a cause or taking a principled stand. Championing a cause and taking a principled stand can provide a sense of integrity and collective pride. Organizations may even adopt causes that fall outside of the scope of their core business self-interest. Organizations may make decisions that put the public good before immediate self-interest. Doing what is right can be enough justification. Such charitable and principled acts contribute to purpose.