1. Organisational well-being
Feeling good at work！

2. PLAN FOR TODAY

3. Plan for today Review: Active Listening Organizational well-being
Motivation
Meanings of work
Cope with Stress
Teamwork
Personality
Personality and Leadership
Reading and Discussion

4. Review: Active Listening
Your experience? And what do you feel?

5. Questions for you:
Tell me about a “good day” at work? What about a “bad day”?
On a personal level, why do you choose to do what you do work wise?
If you weren’t able to work, what would be missing from your life? What aspects of your work drain you?

6. motivation

7. What’s your Philosophy of Management?
THEORY X
Employees dislike work; they must be coerced, controlled, or threatened
Employees avoid responsibility
Employees are little ambitious and place security above all other factors
THEORY Y
Employees view work as natural
Employees exercise self-direction and self-control
Employees can learn to accept and seek responsitbilities
Employees can be the source of innovation

8. What Motivating Work is Not About…

9. External vs Internal motivators?

10. Question for you: How important money is for you to work?
Is it the only motivator for you?
Why do you think motivation can make you feel happy at work?

11. Motivation: Relevance
Why do employees not perform?
MOTIVATION x
ABILITY
PERFORMANCE
CONSTRAINTS x =

12. Classic & Contemporary Theories of Motivation
Maslow’s Hierarchy of needs
McClelland’s theory of needs
Herzberg’s 2-factor theory
Self-determination /Cog. Eval.Theory
Needs-based
CONTENT
Work-context based
Job Characteristics Model
Reinforcement theory
THEORIES OF MOTIVATION
3 differences to the book:
Theory Y and X not as theory
Self-determination theory is referred to as cognitive evaluation theory
Self-efficacy theory rather subsumed with goal setting theory
If you refer to the book in the exam – that is perfectly fine!
The book speaks only about Cognitive evaluation theory.
CET says that extrinsic rewards (such as pay) can reduce intrinsic motivation, because
Loss of control experiences
Shift towards an external (rather than internal) explanation why individuals work
Research methodology (experimental mainly) has also been criticized
Today: no simple yes or no answer whether money motivates or not; important point: don’t pick your job only for money
PROCESS
Equity theory
Goal setting
Expectancy theory

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Self-actualization: Find what you really are looking for…

14. Maslow’s Hierarchy of needs

15. Content Theories: Work Context -job-characteristics?
Jot down key aspects of the work environment that you would find motivating!

16. Process Theories -goal setting
Direction Intensity Persistence Strategy
Goals
Performance
Goal setting works best if:
Difficult goals
Specific goals
Self-efficacy
Participation?
Goal setting is impaired, if:
No goal commitment
No performance feedback

17. Meaning?

18. What motivates us to work
What motivates us to work? Contrary to conventional wisdom, it isn't just money. But it's not exactly joy either. It seems that most of us thrive by making constant progress and feeling a sense of purpose.

19. COPE WITH STRESS and conflicts AT WORK

20. Everyone can experience stress
每个人都会遇到压力，遇到压力就要有相应的应对方式，那么都有哪些应对方式呢？

21. There are many strategies people cope with stress, for example, religion, use of drugs and alcohol, or venting, seeking help and support from friends and family, etc
应对方式有很多种：依赖于宗教、找朋友诉说、借助于酒精麻醉自己，等等

22. What is your coping style?

23. Negative/Maladaptive Relationship-focused
Active Planning
Problem-focused
Instrumental Solutions
Positive/Adaptive
Positive Thinking
Emotional Support
Emotion-focused
Self-Blame
Wishful Thinking
Avoidance
“adaptive strategies” as those those that actually lead to a reduction in the negative psychosocial and physical health consequences of bereavement or to a lowering of grief
对于应对方式有很多的分类方式：有基于问题解决的应对方式（主动计划，或者有策略性的解决方式），基于情绪的应对方式（积极的思考方式、寻求情绪上的支持、自我责备、不切实际的幻想、逃避问题），基于关系的应对方式（共情、妥协、忽视、退避）
然后这些应对方式又可以根据压力调节的结果分为积极的调节方式、消极的调节方式。
Negative/Maladaptive
Empathy
Relationship-focused
(aim at maintaining relationship)
Compromise
Ignoring
Withdrawing

24. CONFLICT HAPPENS Conflict is… a normal, inescapable part of life
a periodic occurrence in any relationship
an opportunity to understand opposing preferences and values
ENERGY

25. How can we manage the energy of conflict?

26. Use cognitive conflict
Disagreement about ideas and approaches
Issue focused, not personal
Characteristic of high performing groups

27. Avoid affective conflict
Personal antagonism fueled by differences of opinion
Destructive to group performance and cohesion

28. How can we keep conflict cognitive?
Make the approach
Share perspectives
Build understanding
Agree on solutions
Plan next steps

29. Step 1. Make the approach Reflect before you begin
Invite the other party to a conversation
Be clear about your intentions
State your goal - a positive resolution

30. Step 2. Share perspectives
Ask for the other person’s perspective
Paraphrase what you hear
Acknowledge your contribution
Describe your perspective

31. Understand why your views differ
(Read from bottom to top)
I take action
I adopt beliefs
I draw conclusions
I add meaning
I select data
Observable data

32. Identify topics that the parties view as important to address
Name the issues
Identify topics that the parties view as important to address
Use concise neutral language
Avoid pronouns
Use issues to create the agenda

33. Step 3. Build understanding
Discuss one issue at a time
Clarify assumptions
Explore interests and feelings

34. Step 4. Agree on solutions
Reality test – Is this doable?
Durability test – Is this durable?
Interest test – Does this meet all parties’ interests?

35. Step 5. Plan next steps What needs to happen?
Jointly create action plan
What needs to happen?
Who needs to do what? By when?
How will interaction take place if problems occur?

36. Tools for Conflict Management

37. That’s true but…
What doesn’t
work

38. That’s true and…
What does
work

39. BLAME
What doesn’t
work

40. The “third story”
What does
work

41. Contribution Mapping
What does
work

42. teamwork

43. Question for you: Do you like to work in teams or not? Why?
What aspects of being part of a team makes you feel the most fulfilled and engaged? Why?

44. Questions to think in order to have better teamwork results
How safe are we as a team psychologically?
How much harmony do we need to perform?
How much trust do we really have in each other’s capabilities?
How will we handle difficult conversations?
What if we have too much of a good thing?
How many is too many?

45. High performing teams tend to ...
1. Be psychologically safe 2. Worry less about harmony than performance 3. Know how to have difficult conversations 4. Have absolute confidence in each other’s abilities 5. Know precisely what they’re here to do, and why 6. Are typically small 7. Strike a productive balance between technical and social competence

46. Personality

47. Personality Test Result
Does it match who you are?
What do you think the relationship between personality and leadership?