Did you know the right amount of positive emotion can lead to more innovation, less absenteeism, and better problem solving?

What are Emotions For?

Early research regarding the purpose of negative emotion has been generally accepted. Negative emotion alerts us to danger and focuses attention on self-preservation and problem solving. However, understanding the survival benefits of positive emotion has been less clear, even dismissed, until recently. Researchers, including Martin Seligman, Barbara Fredrickson, and Christopher Peterson, have shown biological reasons for positive emotions and how they relate to human survival and well-being. In my experience as a leader, I have witnessed the results of positive emotion and its effect on well-being in the workplace.

Emotions at the Workplace

Positive emotion affects our workforce in the most basic way: our health. Research studies conducted by Ellen Langer and Alia Crum showed that simple changes in mindset can have dynamic and self-fulfilling effects on health. This can be seen even at the cellular level. Steven Cole and Barbara Fredrickson’s joint study on the effect of emotion on the human genome suggests that high levels of positive emotion affect the immune system, reducing inflammation and correlating with a strong expression of antiviral and antibody genes. In turn, good health means reduced absenteeism from the workforce.

Positive emotion is also linked to more innovation, better problem solving, and a more connected workforce. According to Barbara Fredrickson’s Broaden and Build theory, positive emotion is associated with more holistic thinking and skill enhancement.

I have seen broaden and build in action many times. One particular example sticks out in my mind. I was leading a marketing team of an Internet software company during the dotcom crash in March 2001. The timing of the crash, which struck fear in every tech worker I knew, was unfortunate since we were in the midst of planning an important launch. Not only was there worry about the impact on the launch itself, but people feared for their jobs. This all came at a time when we really needed to be engaged and at our most creative. Instead of members of my team bringing their best games to the table, the energy in the room was low. So, spontaneously I declared it to be the perfect opportunity for us all to go on a team outing. After several races at the local go-cart joint and some laughter and trash talk over a meal, we were all able to come back to the task with our creative juices flowing. I believed the change to be directly tied to the shift in emotion.

Negative emotion also plays an important role in well-being. Negativity constrains our experience of the world, narrowing attention and increasing analytical thinking. In emergencies, for example, we need to bring a narrower focus to the table. In fact, optimistic thinking is sometimes associated with underestimation of risks.

Achieving Balance

Fredrickson popularized the positivity ratio, the ratio of positive emotions to negative emotions as measured over time. To flourish, Fredrickson recommends a positivity ratio of about 3 to 1 (see references for more on the ratio***). The positivity ratio plots as a U curve showing that a higher positivity ratio is healthy and productive up to a certain point and then declines. In the workplace, I have witnessed this when excessive fun and games leads to decreased productivity. The key is a high positivity ratio without extremes, with 11:1 being the upper bound of the positivity ratio for flourishing.

Emotions (both positive and negative) are contagious. According to Sigal Barsade, a professor at the Wharton School of Business, we can catch moods. It only takes one of five employees to affect or “infect” the group. So, it is important to understand where excessive negative and positive emotions are originating in the company.
Ultimately, emotions have many implications for well-being in the workforce. Taking human emotions into account in workplace operation and reflecting on the implications in policies and programs could indeed improve well-being in the workplace. Interested in suggestions on just how this might be done? This topic will be discussed in the upcoming Part 2 of this article.

***Positivity Ratio: Many studies have shown the positivity ratio for flourishing to be above 3:1, including studies by John Gottman, and Robert Schwartz. Fredrickson has also acknowledged that the nonlinear dynamic model developed by Losada has been questioned, but stands by the Positivity Ratio.

References

Barsade, S. G. (2001, August). The Ripple Effect: Emotional Contagion In Groups. Working Paper Series on Organizational Behavior. Yale School of Management. New Haven, CT.

Crum, A. (2014). Change your mindset, change your game. TEDX talk.

Fredrickson, B. L. (2009). Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive. New York: Crown.

Greenberg, M. & Maymin, S. (2013). Profit from the Positive: Proven Leadership Strategies to Boost Productivity and Transform Your Business. McGraw Hill.

Peterson, C., (2006). A Primer in Positive Psychology New York, NY: Oxford University Press.

Seligman, M. E. P. (2011). Flourish: A Visionary New Understanding of Happiness and Well-being. New York: Free Press.

Fredrickson, B. L. (2013, July 15). Updated Thinking on Positivity Ratios. American Psychologist. Advance online publication. doi: 10.1037/a0033584

Gottman, J. M. (1994). What Predicts Divorce?: The Relationship Between Marital Processes and Marital Outcomes. Hillsdale, NJ, England: Lawrence Erlbaum Associates, Inc.

Schwartz, R. M., Reynolds III, C. F., Thase, M. E., Frank, E., Fasiczka, A. L., & Haaga, D. A. (2002). Optimal and normal affect balance in psychotherapy of major depression: Evaluation of the balanced states of mind model. Behavioural and Cognitive Psychotherapy, 30(04), 439-450. Abstract.

Early research regarding negative emotion has been generally agreed upon – negative emotion alerts us to danger, problems and focuses attention on self-preservation and problem solving. However, understanding the reasoning for positive emotion has been less clear, even dismissed, until recently. Martin E.P. Seligman, Barbara Fredrickson, and Christopher Peterson, for example, have shown biological reasons for positive emotions and how they relate to human survival and well-being. In my experience as a leader, I have witnessed the results of positive emotion and its effect on wellbeing in the workplace.

Positive emotion affects our workforce is the most basic way – our health.  Research studies conducted by Ellen Langer and Alia Crum showed that simple changes in mindset can have dynamic and self-fulfilling effects on health. And this can be seen even at the cellular level. Steven Cole and Barbara Fredrickson’s joint study on the effect of emotion on the human genome found that high levels of positive emotion affects us at the immune cellular level, reducing inflammation and correlating with a strong expression of antiviral and antibody genes. In turn, good health means reduced absenteeism for the workforce.

Positive emotion is also linked to more innovation, better problem solving, and to a more connected workforce. According to Barbara Fredrickson’s Broaden and Build theory, positive emotion leads to greater creativity, openness, and better problem solving.  Our thinking becomes more holistic and we build new skills.

Negative emotion also plays an important role in well-being.  Negativity constrains our experience of the world ­– narrowing attention and increasing analytical thinking.  In emergencies, for example, we need to bring a narrower focus to the table. In fact, optimistic thinking is sometimes associated with underestimation of risks.

Achieving Balance: Fredrickson popularized the positivity ratio—the ratio of positive emotions to negative emotions as measured over time. To flourish, Fredrickson recommends a positivity ratio of about 3 to 1***.  The positivity ratio plots as a U curve showing that a higher positivity ratio is healthy and productive up to a certain point and then declines. In the workplace, I have witnessed this when excessive fun and games leads to decreased productivity.  Sometimes, more often in tight knit groups, Groupthink occurs and members “go along with the group” to avoid disrupting group harmony, leading to inferior decision making. The key is a high positivity ratio without extremes, with 11:1 being the upperbound positivity ratio for flourishing.

Emotions (both positive and negative) are contagious. According to Sigal Barsade, a professor at the Wharton School of Business, we can catch moods.  It only takes one of five employees to affect or “infect” the group. So, it is important to understand where excessive negative and positive emotions are originating in the company.

Ultimately, emotions have many implications for well-being in the workforce and should be examined. Considering human emotions in workplace and reflecting on the implications in policies and programs will improve well-being in the workplace.

***Most studies have shown the Positivity Ratio for flourishing to be between 3:1 to 4:1 including studies by Marcel Posada, John Gottman, and Robert Schwartz. Fredrickson has also acknowledged that the nonlinear dynamic model developed by Losada has been questioned, but evidence in recent years fortifies the Positivity Ratio Theory.

References

Barsade, S. G. (2001, August). Organizational Behavior, “The Ripple Effect: Emotional Contagion In Groups”. Yale School of Management. New Haven, CT.
Crum, A. (2014, 09 04). Mindset Matters: Toward a Positive Health Psychology. MAPP 10 Class at the University of Pennsylvania, Philadelphia, PA.
Fredrickson, B. (2014, 09 06). Positive Emotions: Tiny Engines of Positive Psychology. (B. Fredrickson, Performer) MAPP 10 Class at University of Pennsylvania, Philadelphia, PA.
Fredrickson, B. (2009). Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive. New York, NY: Three Rivers Press, a division of Random House.
Greenberg, M., & Maymin, S. (2013). Profit from the Positive: Proven Leadership Strategies to Boost Productivity and Transform Your Business. New York, NY: McGraw-Hill Education.
Peterson, C. (2006). A Primer in Positive Psychology. New York, NY: Oxford University Press.
Seligman, M. E. (2011). Flourish: A Visionary New Understanding of Happiness and Well-being. New York, NY: Free Press, a Division of Simon and Schuster.
Seligman, M. E. (1990). Learned Optimism: How to Change Your Mind and Your Life. New York, NY: Vintage Books, a Division of Random House.

This book is a no-cost, no-permission guide for boosting individual, team, and business performance. Whether you lead three employees or 3,000, this book shows you how to increase productivity, collaboration, and profitability using the simple, yet powerful tools from the new field of Positive Psychology.

Featuring case studies of some of the most forward-thinking and successful companies today – Zappos, Google, and Amazon to name a few – Profit from the Positive provides over two-dozen evidence-based tools that “business schools will be teaching in ten years” (Shawn Achor, New York Times bestselling author of The Happiness Advantage).

Learn how to GET MORE DONE, WITHOUT HAVING TO WORK MORE HOURS by:

1. “Outsourcing” yourself
2. Setting habits instead of goals

Learn how to BEAT YOUR COMPETITION by:

1. Hiring for what’s NOT on the resume
2. Quitting

Learn how to BOOST YOUR TEAM’S PRODUCTIVITY UP TO 40% by:

1. Recognizing the Achoo! effect
2. Previewing—not just reviewing—performance

The best part?  These strategies don’t cost a dime to implement!  You will not need to hire an expensive consulting company or go through internal red tape to secure permission to begin implementing these tools today.  Trained by Dr. Martin Seligman, known as the father of Positive Psychology, Greenberg and Maymin translate the scientific research and finally make it accessible to the business world.

So, what is Positive Psychology?  (If you’ve been reading our blog for a while then you know…but just to clarify….)  First, let’s be clear about what it is not: Positive Psychology is not positive thinking. Positive Psychology researchers have studied topics such as productivity, resilience, motivation, collaboration, and much more.  In short, they seek answers to questions that every business leader wrestles with.

Readers of Malcolm Gladwell, Chip and Dan Heath, Marshall Goldsmith, and Dan Pink will especially enjoy the book.  In fact, Marshall Goldsmith (NY Times best selling author of Mojo and What Got You Here Won’t Get You There) endorsed it, saying: “Put it on your nightstand, bring it on the plane with you—however you do it—read this book. Profit from the Positive gives actionable steps for managers’ biggest burning questions. As a 21^st-century leader, you cannot do without it.”

Profit from the Positive has been endorsed by bestselling authors including Gretchen Rubin, Tony Hsieh, Adam Grant, and Chris Brogan. These no-cost, no-permission tools have been successfully implemented by business leaders, managers, entrepreneurs, executive coaches, and human resource professionals at companies ranging from Google to Aetna.

We only recommend the best here at Positive Business DC.  And we’re happy to know that really good books can help the business world increase their positive practices.  Read it.  Give it to that HR manager you know.  You’ll be glad you did.

For more information, please visit www.ProfitFromThePositive.com.

For interviews, review copies, webinars, or more information, please contact:

Senia Maymin, Coauthor, Profit from the Positive, LLC:  Phone: (415) 480-4190 / senia@profitfromthepositive.com

ABOUT THE AUTHORS:

Margaret Greenberg is a sought after executive coach by Fortune 500 companies.  In 1997, after a fifteen year career in corporate HR, she founded The Greenberg Group, a consulting firm dedicated to coaching business leaders and their teams to achieve more than they ever thought possible. A pioneer in the field of positive psychology, Greenberg also designs and leads workshops, webinars, and conferences for business audiences and is an expert on creating strengths-based organizations.  Greenberg’s research has been featured in the popular Gallup Management Journal and she is a regular business contributor at www.PositivePsychologyNews.com.  She has also been interviewed by national media outlets in the US (Entrepreneur Magazine) and Canada (The Globe and Mail).   She holds a BA in Sociology from the University of Hartford, a Master of Applied Positive Psychology (MAPP) from the University of Pennsylvania, and is recognized by the International Coach Federation as a professional certified coach.  Greenberg lives in Connecticut with her husband and two dogs. They have two grown daughters.  For more information, visit Greenberg’s website at www.TheGreenbergGroup.org.

Senia Maymin, PhD, has been featured in the media—including PBS’s This Emotional Life, Business Week, Public Radio International, and USA Today—primarily for her work as a positive psychology executive coach.  When entrepreneurs and executives seek far-reaching productivity improvements, they call on Maymin as an executive coach and workshop leader. Maymin founded and is editor in chief of a research news website featuring more than 1,000 articles by over 100 authors.  Additionally, Maymin oversees a network of coaches that specialize in positive psychology methods. She has worked in finance on Wall Street and in technology as cofounder and president of two start-ups. Maymin holds a BA in Math and Economics from Harvard, a Master of Applied Positive Psychology from the University of Pennsylvania, and an MBA and PhD in Organizational Behavior from the Stanford Graduate School of Business. She speaks Russian, French, and Japanese. She lives with her family in California.  You can visit the research news website at www.PositivePsychologyNews.com, the coaches network at www.PositiveCoaches.net, and Maymin’s website at www.senia.com.

But it will be worth it.  I’ve been to the first two and each time I’m learned as much as going to a graduate level course and made good connections (and gotten jobs) from/with the people I’ve met.

The IPPA website as such press worthy quotes as:  ”Presentations, workshops, and poster sessions will feature leading-edge research, as well as applications of positive psychology in a variety of fields – from business to education to medicine. Attendees will have the opportunity to discuss the latest research, insights, and ideas, and interact with other people who focus on studying what is best in life and how to create more of it. The internationally diverse audience will consist of researchers, clinicians, educators, students, business owners, coaches, consultants – anyone committed to the science and practice of positive psychology.”  Which is all true, actually.  There are a few crazies there, but most are students and consultants and wanna be consultants and some researchers.

Martin Seligman and Shannon Polly

What am I looking forward to?

While talks and discussions will cover a wide range of topics, the Congress will feature a particular emphasis on these five themes:

1. Positive Development across the Lifespan
2. Positive Environments, Sustainability, and Conservation
3. The Healthy Body and the Healthy Mind
4. Work and Well-Being
5. Creativity and Evolution

Featured speakers include Mihaly Csikszentmihalyi, Richard Davidson, Barbara Fredrickson, Martin Seligman (whom I’m excited to see), and anyone whose written a book you’ve seen on your way through Barnes and Noble.  (Does anyone go to bookstores anymore?)

The workshops (for which they charge a fee) fall under three categories:

• •Master Lecture Series, featuring leading scholars discussing their research
• •Research Methods Workshops, offering the opportunity to learn advanced research techniques relevant to positive psychological science
• •Applied Practice Workshops, featuring best practices for applying positive psychology in a range of disciplines

Mostly I’m looking forward to connecting with the 50+ graduates of the Master of Applied Positive Psychology program at UPenn (there is one in London who is a wee bit jealous of the attention we get).

I want to know what they are doing, how they are doing and what exciting things are happening in their lives.  It’s going to be one big reunion.  But I also want to branch out and meet new people.  I tell my participants that when I do my Networking courses.  And I want to learn.  I want to learn new things and ask questions because I’m curious, not because I want to look good or get noticed.  I’m going to be growth mindset this time.  And I’m going to be present.  And I’ll write some more posts about what I learn (and tweeting when I can).

How about you?  What is a situation where you can just BE this week?