Providing positive emotional support – ACT – during change through ‘values’

CT aligns individual and team values with organisational goals

ACT aligns individual and team values with organisational goals

During changing times, many people, leaders especially, find it hard to let go of the learnt ‘control’ behaviours that have brought them success in the past. Moving away from such behaviours towards new ones isn‘t easy. ‘Change support’ can help greatly. It offers people at all levels methods by which they can:

  • work effectively and productively with change, to achieve workable outcomes they can live with
  • use everyday psychological processes in a constructive way, to develop different leadership styles and organisational behaviours

The use of Acceptance and Commitment Therapy (ACT) is one way of doing this. It emphasises personal and team values by encouraging people and teams to behave both consistently and in a way that reflects their values. In this way, ACT aims to:

  • advance psychological flexibility
  • help maximise everyone’s potential
  • enhance vitality and reduce suffering

Aligning everyone’s goals

ACT has been used to help people and organisations during times of change and also as an ongoing part of employee wellbeing and engagement activities. It aligns individual and team values with organisational goals. It also recognises the distress and emotional disturbance that often comes with change. But it doesn’t have a great title, does it? However, the acronym ACT summarises the approach well:

Accept your reactions and be present
Choose a valued direction – do what matters
Take action

Together these build psychological flexibility. It is very valuable for individuals involved in and affected by change. ACT looks at a person’s character traits and behaviours to help develop a coping style. It addresses issues such as: how committed you are to making changes? And how do you stick to your commitments and goals?

It is not an antidote to emotional disturbance and pain. It is not about avoidance. Rather, by encouraging value-driven action, it both helps build acceptance and enhances personal effectiveness in difficult moments, such as when your job is insecure or when specific job demands are made. Perhaps for greater speed against tightening deadlines?

Such circumstances can leave you feeling you’re not good enough or are being coerced. You can also feel unsettled about the future. When many people and teams start to feel like this it has a destructive effect on an organisation’s productivity. It can estrange people from both the organisation and the team.

ACT has been shown to help individuals and teams in these circumstances. For instance, it can alter feelings as in the examples below:

From To
I’m not OK I’m OK; you’re OK
Defensiveness and feeling threatened Openness and curiosity
Stuck, rigid and reactive In touch with emotions; able to manage emotions
Harshly self-critical and, generally, judgemental of others Self-acceptance; acceptance of others

ACT enhances wellbeing by overcoming such negative thoughts and feelings. It starts by using meditation or ‘Mindfulness’ for a short time every day (see previous blog post). This post provides hints and tips to help you try mindfulness out. You can see the blog post here: http://mwrconsulting.co.uk/?p=9139

Anyone can learn Mindfulness. It’s simple yet challenging. And you can do it anywhere and at any time – the results have been shown to be life changing.

Please get in touch with Marjorie Raymond, on 07779 345 499, or email m.raymond@mwrconsulting.co.uk, if you would like to talk about ACT and Mindfulness.

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Certified ACT practioner
  • Support if you are being bullied, or have a member of your organisation who has made a bullying complaint
  • Certified Mediation practioner, to address workplace conflict,
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations
  • Special projects, secondments and assignments

 

People say they want to work for an organisation with a strong social conscience

Would you prefer to work in a strongly socially conscious organisation?

Would you prefer to work in a strongly socially conscious organisation?

Organisational values around giving something back to society are becoming more important for attracting new people

Organisational values around giving something back to society are becoming more important for attracting new people, especially young people

Desire to work for organisations with a strong social conscience is a rising trend. It may well become one of the future defining factors influencing the attraction and retention of future employees. Many organisations are already winning when it comes to social conscience; just take a look at:  Body Shop, Starbucks, Google, Innocent and Pret a Manager. In a survey, reported by HR Magazine and carried out  PwC1 almost two-thirds of respondents wanted to work for an organisation with a strong social conscience. HR professionals are now building their talent strategies around societal and environmental issues. – See more at HR Magazine. It appears that the more socially conscious an organisation becomes, the greater the demand to work there. What makes this both important and interesting is not just that organisations with a strong social conscience may want to do ‘good’. Just as importantly they need to create and maintain a profitable and sustainable business. This need for business success seems to specifically mitigate appearing unduly ‘soft and fluffy’, sentimental, and therefore, being perceived as an unworkable company. Instead it turns an organisation with strong social conscience into one that’s clear and strong when setting future directions. In so doing, organisations with a strong social conscience may well be more successful in attracting and retaining those employees who are keen to join the workforce. Some questions from this piece:

  • Is having a Social Conscience as an organisation something that only wealthy, ‘corporate’ organisations can aspire to?
  • Why have some organisations with a ‘corporate’ image not been persuaded to step up to the social conscience plate, for example: Amazon, some UK banks?
  • What are the implications for the many employers in the small business sector?

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499 E: m.raymond@mwrconsulting.co.uk We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people. Here are some examples of approaches that can be used and tailored to your individual needs:

  • Special projects, secondments and assignments
  • Mediation, to address workplace conflict
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations