Brianna. I. Positive psychology at the work place a. Establishes developments of strength 1. Creativity 2. Open-mindedness 3. Integrity 4.

Interpersonal sills 5. Leadership 6. Hope 7. Enthusiasm b. People smart. (How well you work with others) 1. Effective workplace : A work place with one is able to interact with others 2. When we think about “intelligence” we just thing about high IQ and cognitive skills c. Howard Gardner challenged this traditional concept by saying there are multiple intelligences

d. Silberman and Hansburg’s “People smart” exhibit the following competencies: 1. Understanding people - active listeners, being able to read other people style and motives 2. Expressing yourself clearly- setting the message across 3. Asserting your needs – being your own person, establish limits 4. Exchanging feedback –give constructive criticism

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Influencing others – Motivates others connects with others. Resolving conflict – suggest creative solutions Being a team place – accepts the challenge of working with others Shifting gears – being able to change your behavior according to the different people Understanding yourself a. Know how to live to yourself 1. The more specific and clear your visions are, the more successful the outcome. b. You may ask yourself questions like… 1. Am I close to my goal? 2. How do you know if you’re close to success? 3. Why am I here doing this? c. Goal setting is the answer. d. Imagine yourself ten years in the future 1. What do you see in life? 2. Career life? 3. Family life? e. How do balance your goals? f. Goals classified into two categories. 1. Long-tem – career goals. 2. Short-term – getting through the day. Personality a. We all have a consistency in certain ways of behaving despite how we may behave a certain day. b. Each person has own unique personality quirks. c. Brother and sisters have similar behavior characteristics. d. How can you get and use feedback? e. How can you get balance? What needs drive your behavior?

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SelfActualization

Esteem Belonging Safety Basic Biological

a. Understand your needs so you know the focus of your motivation b. If you convince yourself your need to meet a goal, you will then feel commitment. V. SUCCESS a. Awareness b. Commitment c. Change

Alex. I. Triggers for positive and negative behaviors. a. Arguably speaking, becoming aware of trigger sis one of the smartest things you could learn about yourself b. Triggers set you off in one of two ways… 1. Positive – energized to behave in ways to be effective 2. Negative – Aroused to act out emotions and attitudes in ways that are destructive to others and/or yourself. Identifying triggers a. For example, if you think of a time when you felt sadness, you can identify the behavioral response that occurred. b. You can also identify what triggered the emotion by completing form that lists numerous common feelings and filling in your responses. c. This will give you insight about specific triggers and behaviors that you may want to revisit and alter. Steps for managing negative trigger situations in your life. a. Be aware of what sets off the reaction b. Monitor the situation c. Use your cognitive self to explore the logic of the situation d. Determine alternative responses that you can employ to minimize or avoid selfdestructive consequences. Understanding others a. In addition to understand yourself, your career success also hinges on your being able to understand and interact effectively with other people b. In other words, no matter how traditionally smart you may be, It is in your “people smarts” that carry the most weight in achieving excellence, which may lead towards decisions about retentions, promotion, and advancement. c. There are many parallels between managing yourself and working well with others d. This can see in the following model known as the people smart pagoda. In building any structure, you must start from the ground up; the same is true in building your skill sin working with people.

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e. Awareness stands as a foundation upon which to build skills for self-management and skills for connecting effectively with other people in your work environment. Some attitudes and behaviors exhibited by citizens who are “people smart” a. Being comfortable with differences b. Listening effectively c. Behave ethically d. Exercising moral leadership e. Working effectively in diverse terms f. Having respect for human dignity Triggers for positive and negative behaviors in others a. Being aware of what makes others “tick” can not only help you avoid “ticking them off”, but you can assist in contributing to their positive thoughts feelings and behaviors.

Enzo. I. Substance abuse a. In the workplace, behavior changes can be seen such as poor quality of work, low productivity and inconstant performance, absenteeism, etc. b. 40% of on the job injuries and 50% of work related deaths occur because of alcohol or drug abuse. c. Companies have rehabilitation programs to help employees Lack of advancement a. Sometimes one is being overlooked for promotions and rewards b. Strategies for overcoming this obstacle. 1. Having a mentor is significant for success. A mentor is an n experienced worker who takes the new worker “under his wing”. 2. Discuss motivation with your supervisor, who can point you in the right direction/human resource center. 3. Demonstrate commitment and motivation/ know what is required and show skills and knowledge. 4. People smarts and leadership skills are important for positions managing others Burnout. a. A collection of physical, emotional and mental reactions that reflect exhaustion. b. Result of constant emotional pressure in the workplace and home c. Causes negative self-concept and attitudes towards work and workplace d. Burnouts appear angry, apathetic, withdrawn or lay. e. Physical symptoms such as headaches, chest pains, back pains, etc. f. Mainly found among perfectionists, idealists, workaholics. Difficult people a. Best is to be assertive and a good listener in order to deal with difficult people. b. Maintaining calm is sometimes difficult and it is best to seek a third party to mediate. Sexual Harassment a. Defined as “unwelcome sexual advances”, request for sexual favors, and other verbal/physical conduct of sexual nature that affects work performance. b. Two conditions. 1. Avoid pro quo: getting something for giving something. 2. Hostile environment: engaging in unwanted sexual behavior which makes the workplace hostile. Discrimination. a. Under the equal employment opportunity discrimination includes 1. Race 2. Religion 3. Age 4. Sex 6. Color 7. Disability. 8. Nationality. 9. Reprisal b. Civil rights movement over 30 years helped make discrimination a more sensitive issue in the work place. Making work fun a. Taking charge

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1. Think about who you work for 2. Be an employed self, not self-employed. 3. See yourself as an entrepreneur in the workplace and understand your whole being is involved in your career.

Andres. I. Two types of motivation a. Intrinsic and Extrinsic motivation. Intrinsic Extrinsic  Comes from within  Comes from external world  Incites passion  Helps set goals  Makes you feel good  Heightens expectations  Rewards you while you work  Rewards you outside of work Flow a. A state in which people find their work exhilarating and in which they perform at their best regardless of the work they are doing. b. Nihalyi Csikzentmihalyi found that most people live at two extremes. 1. Stressed by work or obligations 2. They are bored by spending leisure time on activities that are passive. c. Characteristics of optimal flow 1. A sense of playfulness 2. A feeling of being in control 3. Concentration and highly focused attention 4. Mental enjoyment of activity for its own sake. 5. A distorted sense of time 6. A match between the challenge at hand and one’s skills. The pathway to flow 1. Make it a game 2. Have a powerful goal 3. Focus 4. Surrender to the process 5. Experience ecstasy 6. Create peak productivity

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Alice Seven steps I. Acknowledge/ identify the problem or conflict to yourself a. Don’t run away from your problems; admit there is a problem b. Recognize that the problem that is causing the conflict belongs to you c. You need to own the problem as yours d. To know what the problem is, identify for yourself what needs you have not met as a result of the problem or conflict Agree on a date and a procedure a. Fights ensue; one party confronts another who isn’t ready at that moment and to deal with it another time. b. Request a mutually agreeable time and date c. Decide on appropriate place to meet d. Alternate locations since most people feel comfortable in their own homes or neutral locations e. Who will attend the meeting, mostly the two parties agrees who should attend the meeting Describe your problems and your needs a. First aspect involves stating your position and your needs clearly b. You can prepare a statement, charts or tables if appropriate to highlight points of your positions c. “we are in this together” helps tap the motivation of all involved parties in reaching a win-win outcome d. When you finish your statement make sure the other party understands what you mean Seriously consider the other party’s point of view a. Give the other party their say on their issues b. Step into the shoes of the other party to understand the situation or conflict from their eyes. c. Do the same for them and understand their point of view. d. If you don’t understand their other party’s issue ask questions to clarify their position e. Ask about the feelings and experiences that led to the current position f. The more you understand them and the more they understand about you, the more you can reach a win-win solution Explore possible solutions a. Develop as many potential solutions as possible and later evaluate them to decide which one best meets everyone’s needs b. Tracking down precedents or benchmarks will help you generate proposals that are reasonable

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c. Brainstorming involves the uninhibited offering of ideas and suggestion by all members of a group d. How outlandish or unrealistic the suggestions should be listed anyway. e. Do not criticize, praise or evaluate the suggestions. f. Do them all no matter how crazy the idea is, crazy ideas can leady to great ideas. g. Consider time methods for solving issues. Evaluate and negotiate a. Set a reasonable deadline that is agreeable to all parties involved, if not the negotiations will go on forever. b. You can extend the deadline if necessary. c. Evaluate each opinion, identified as unworkable or unrealistic and quickly discarded. d. One option will be suitable to one person but not to another. e. Eliminate those that will never be considered by one side or the other f. Discuss the difficulties that you proposed and that of the other party g. The “yesable proposal” is an aspect of your position that if it’s a direct question, it will be easy for the other side to answer yes. h. When negotiating with more than two participants it is best to have a formal vote. i. For serious arguments it’s best to write it down and then have everyone sign it (a contract). Enact the solution and follow up a. Make a plan on what is to be done, when, where, and who is responsible for what. b. It helps to have this information in written agreement. c. When closing your negotiations decide when and how to evaluate the plan d. After time has passed have another meeting and discuss the results of the follow-ups.

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