Articles by Amanda Horne
Amanda Horne is an organizational coach, executive coach and facilitator whose business theme is Thriving People and Workplaces. She is an Authentic Happiness Coaching graduate.
What resources are available to design an organizational well-being strategy? To become informed you could read every article here on PPND and find the threads that to weave into your strategy. Or you could refer to the strategies that others have implemented. To get the ball rolling, here are some Australian examples of reusable strategies.
I want to add to Lisa’s review of the book Focus by discussing prevention and promotion focus. Both kinds of focus can sometimes work together. For example, with the goal to exercise more, promotion-focus gives people enthusiasm for the gain of better fitness, and prevention-focus keeps them vigilant in the long term to avoid losing the fitness they built up.
Last week my husband, our friend and I walked for three days on the Great Ocean Walk track in Victoria, Australia. Long walks make for great conversations. One of our discussions was about what makes a good life. How do we turn work, love, play, and service into good work, good love, good play, and good service?
Many people dread strategic planning sessions. But with a different mindset and framework, strategic planning can be energizing, interesting, and engaging. It could even be joyful. SOAR stands for Strengths, Opportunities, Aspirations, and Results. It is a strengths-based approach to strategic thinking that has many positive impacts. SOAR capacities can also be measured.
An executive with great skill at developing others and forming productive teams worried, “But this is a bit fluffy isn’t it?” Grant and Berg find that employees who are pro-socially motivated take initiative, persist in meaningful tasks, help others, enhance the well-being of others, perform better at work, and have more energy. So why do people think these skills are fluffy?
Civility is the subject of Christine Porath’s chapter in The Oxford Handbook of Positive Organizational Scholarship. She presents the state of empirical research into civility in the workplace. She notes that there has been less empirical research into the benefits of civility than into the costs of incivility. She also makes several suggestions for building civility into workplace cultures.
This book helps coaches enhance their current coaching practices by applying a strengths-focus. The book does not preach. It leaves readers with a sense that they need to take what works, test it, be discriminating, and most of all be situational. The book is informative, practical, and will give all readers a wealth of ideas, approaches, thoughts, and techniques.
In Kim Cameron’s Deviance Continuum, designed for use in businesses and other organizations, normality or healthy performance is a mid-point between positively deviant and negatively deviant performance. Negative and positive deviance are aberrations from normal functioning, problematic at one end and virtuous at the other.
In his chapter of the Oxford Handbook of Positive Organizational Scholarship, Marc Lavine defines positive deviance as “uncommon behavior that does not conform to expected norms but would be deemed positive by a referent group.” He explores a number of examples of positive deviance, mostly in social services settings, and ponders ways to increase the uptake of the idea in business settings.
If virtuousness is excellence in the human soul, what comprises excellence in the soul of an organization or business?