MOVING BEYOND THE BEHAVIOR-CHANGE TRAPHP LiveApril 12, 2013
Rosie Ward, Ph.D., MPH, MCHES, BCC, Certified Intrinsic Coach®Health Management Services Manager
RJF, a Marsh & McLennan Agency LLC company
Minneapolis, MN
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ORGANIZATIONAL CULTURE
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THE CRISIS OF CAPACITY
• Humans are NOT Computers!– Continuously, at high speeds, for long periods of time,
running multiple programs at the same time.
Source: Tony Schwartz (The Energy Project, www.theenergyproject.com)
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A CULTURE OF BELIEF: Exponential Engagement
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Engaged
Enabled
Energized
A work environment that supports
productivity & performance
Attachment to the company & willingness to
give extra effort
Individual physical, social
& emotional well-being at
workSource: Adrian Gostick & Chester Elton, All In: How the Best
Managers Create a Culture of Belief and Drive Big Results (2012)
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THE IMPORTANCE OF ENERGYThe New Values Exchange
Values• Physical: Quantity of energy;
renewal for sustainability
• Emotional: Quality of energy; how you feel influences how you perform– Core emotional need = to feel
valued
• Mental: Capacity for focus (myth of multi-tasking)
• Spiritual: Serving a mission/purpose bigger than yourself
How to Renew Each Value:• Physical: food, exercise,
sleep, rest
• Emotional: managing triggers, cultivating positive emotions
• Mental: Flexible focus, quieting the mind
• Spiritual: connecting to a purpose (leaders inspiring others)
Source: Tony Schwartz (The Energy Project, www.theenergyproject.com)
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COMPETITIVE ADVANTAGE OF E + E + E
9.9%14.3%
27.4%
Operating Margin
6Source: Adrian Gostick & Chester Elton, All In: How the Best
Managers Create a Culture of Belief and Drive Big Results (2012)
3x Higher
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SHIFTING FROM BEHAVIOR CHANGE TO CULTURE
“Behavior change is really the mantra of wellness, but if a person achieves a lifestyle behavior change, only to return to the same unhealthy environment, what can we expect will happen? We set up wellness for failure if we don’t work on improving the environment and culture before we work on individual behavior change.” (Dee Edington, Ph.D., The Art of Health Promotion, Sept./Oct. 2012)
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Section 1
THE REALITIES OF MOTIVATIONThe Limitations of “Behavior Modification”
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TRAITS OF HUMAN NATURE
• To be curious• To be active• To initiate thought and behavior • To make meaning from experience • To be effective at what we value
Sources: Brandt (1999) & Chance (1992)
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WHY WE DO WHAT WE DO
Autonomy & Authenticity:
• Actions come from true sense of self
Control & Alienation:• Actions come from being
pressured• Acting without sense of
personal endorsement• Behavior isn’t expression of
self
10Source: Deci, E. (1995). Why We Do What We Do: Understanding Self-Motivation
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INCREASING COST OF INCENTIVES
• 73% of companies used incentives in 2011 in health-improvement programs
• Average Incentive Values Increasing: 2011: $460 2010: $430 2009: $260
11 Source: National Business Group on Health (2012)
Heavy Use of Extrinsic Incentives → It costs more over time to get the same result.
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MOTIVATION IS NOT ENOUGH!
Behaviors that change quickly also change back quickly!
12Source: Paul Marciano, Ph.D., Carrots and Sticks Don’t Work, (2010)
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INCENTIVES & RISK REDUCTION
• Higher behavior change program completion rates– No changes in risk– No increases in health improvement
• Progress-based incentives???
13Source: Gingerich, Anderson & Koland (2012); American Journal of Health Promotion
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THE FLAWED PATH TOWARDS OUTCOMES-BASED INCENTIVES
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WORDS OF WISDOM…
“After 35 years studying wellness as an economic strategy, I …challenge and engage organizations and populations to move wellness to a more mature field and to a higher level of purpose, values, mission and vision. Wellness is too important for all populations to reside at the level of economic gain and the use of incentives, which are built on the belief that "health can be bought."
~Dee Edington, Ph.D. (Jan. 24, 2013)
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CHANGING THE QUESTION…
How can we motivate others to…?• Take their medications• Exercise• Do their chores/homework• Eat healthy• Etc.
How can we create CONDITIONS within which
others will motivate themselves?
16Source: Deci, E. (1995). Why We Do What We Do: Understanding Self-Motivation
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FOSTERING INTRINSIC MOTIVATION
• Occurs when learning activity & learning environment elicit motivation in a person.
• Key to organizational effectiveness = empowered & intrinsically motivated employees.
• Individual thoughts central to intrinsic motivation & self-leadership– Organizations need to create an environment that
fosters developing and maintaining constructive thinking.
Sources: Brandt (1999); Chance (1992); Lahiry (1994); Neck & Manz (1992)
FOSTERING INTRINSIC MOTIVATION
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Section 2
MOVING BEYOND BEHAVIORSThe Critical Role of THINKING
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REALITY OF HUMAN DEVELOPMENTWhy Behavior Modification Isn’t Sustainable
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BRAIN: FRIEND OR FOE?
Prefrontal Cortex Basal
Ganglia
THE ROLE OF THE BRAIN IN CHANGE
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BRAINS ARE LIKE RW CDS
“Scientists estimate that the average person has 50,000 to 60,000 thoughts a day. 90% of those are repetitive. 85% of the repetitive thoughts are negative. If leaders have approximately 45,900 negative thoughts a day, and, their followers are doing the same, the most important skill that leaders can develop is training the mind to lead.”
–~Suzanne Kryder, Ph.D. (www.themindtolead.com)
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WHY DON’T WE ACT IN OUR OWN BEST INTEREST?
“Leaders don’t have time for the future because they’re too busy with the present.” ~ Muhammad Yunus
“To transform the world, we must first transform ourselves.”
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Source: Tony Schwartz, “Why Don’t We Act in Our Own Best Interest?”, Harvard Business Review (Jan. 2012)
MARSH & McLENNAN AGENCY LLC Source: Chip Heath & Dan Heath, Switch: How to Change Things When Change is Hard
CHANGING WHEN CHANGE IS HARD…
CHANGING WHEN CHANGE IS HARD
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THE HABIT LOOP
24 Source: Charles Duhigg (2012), The Power of Habit
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LESSONS FROM CLAUDE C. HOPKINS
25 Source: Charles Duhigg (2012), The Power of Habit
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REPLACING HABITS
27 Source: Charles Duhigg (2012), The Power of Habit
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IT ALL COMES DOWN TO LEADERSHIP…
Organizational Effectiveness & Health Determined by:
• Who leaders are BEING, not what they’re doing.
• Cohesive leadership teams
• Leaders recognizing when their thinking isn’t serving them
• Leaders being intentional vs. habitual in their thinking and actions
• Leaders recognizing the importance for their ongoing development.
28Sources: The Arbinger Institute, Leadership and Self Deception (2010); Patrick Lencioni, The Advantage (2012
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Section 3
THE ROLE OF INTRINSIC THINKINGA Road Map for Sustainability
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DEFINING & ASSESSING EFFECTIVE THINKING PATTERNS
ROBERT S. HARTMAN, PH.D.
Life Question:“Why is evil so
easy to organize, while good is
not?”
Life Purpose:“I dedicate
myself to finding out how to
organize good.”
Good Defined:A thing is good
when it has all its properties
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VALUES THINKING / VALUING
Hartman’s Hierarchy of Values:• Intrinsic (I) – valuing individual uniqueness• Extrinsic (E) – valuing function• Systemic (S) – valuing concepts/ideas; ought/should
• I > E > S – people are more valued than things; things are more valued than mere ideas of things or people.
Sources: Hartman (1967) & Pomeroy (2005)
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I, E & S IN ORGANIZATIONS
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Policies & Procedures
Mission, Vision, Values
Systemic
Roles/Job Functions
Operational Tasks
Extrinsic
I Want to be fully alive at
work
I have unique gifts & talents
Intrinsic
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SYSTEMIC (S) vs. INTRINSIC (I) THINKING / VALUING
•S > E > I:
• Values OUR thinking
• Conclusive / Evaluative
• Only sees content
• Habitual (i.e., basal ganglia)
• Narrowing, analyzing
• Quick, no pause, no new thinking
•I > E > S:
• Values OTHER person’s thinking
• Expansive, NEW thinking
• Takes a little longer
• Recognizes there’s more than what’s merely apparent to us.
Source: WELCOA, “Changing the Game of Health Coaching” (2010)
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APPEARANCE OF VALUE
Why so much of the good we want to do doesn’t happen:
• Intrinsic Valuing of People
• Extrinsic Valuing of People People as Things (predictable, replicable, and comparable – Why
can’t you be like your cousin?)
• Systemic Valuing of People People as Ideas (Imagined – You should sit and be quiet, do what I
think, etc.)
34Source: Christina Marshall, Marshall-Hartman Synthesis (Intrinsic Solutions Group
International, 2012)
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PROGRAMS FAIL BECAUSE THEY ARE PROGRAMS
• Programs are nearly always designed to accomplish a specific goal in a relatively short time period.
• Programs fail because people view them as something to be done for a period of time and not as something that needs to be incorporated into their lifestyle.
• What organizations want are employees who work hard all the time and not just when they are chasing carrots.
• “Programs don’t fundamentally change employees’ beliefs or commitment to their job; they just change their behavior during the course of the program.”
35 Source: Paul Marciano, Ph.D., Carrots and Sticks Don’t Work, (2010)
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PROGRAMS ARE TOO NARROWLY FOCUSEDAvoiding the Reductionist Trap…
36Source: Christina Marshall, Marshall-Hartman Synthesis (Intrinsic Solutions Group International, 2012)
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WHEN WE ONLY WORK WITH WHAT IS APPARENT TO US…
• Jumping to conclusions• Judgment• Impatience• Frustration
Without the Capacity and Ability to work with more than what is merely apparent, you can never
be anything other than my ideas about you…
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“I wish my parents would see me for all that I AM instead of all the things that I haven’t become!”
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“We cannot solve problems by using the same kind of thinking we used when we
created them.”~Albert Einstein
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4141
CHRISTINA MARSHALL
SHIFTING THINKING PATTERNS“Cracking Open the Intrinsic”
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“A paradigm changing approach to better results for, with, and through people” by “increasing people’s capacity to think better about choices, especially by increasing intrinsic thinking” (Intrinsic Solutions International)
• Shifts thinking to I>E>S:– Improves Resiliency and Work/Self Balance– Improves Communication– Improves Relationships– Teams: Get more done in less time
INTRINSIC COACHING®Strengthening Intrinsic& Overall Thinking
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IC® = IMPROVED COMMUNICATION SKILLS
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THOUGHT PATTERN / BEHAVIOR
FROM… TO…
Listening • Talk more than listen.
• Interrupt people to provide own thoughts & ideas.
• Listen more than talk.
• Let people finish their thoughts.
Engaging Others in Conversation
• Give advice/tell people what I think they should do.
• Ask questions to elicit their best thinking so they can decide for themselves what they want to do.
Source: Rosalind Ward, Ph.D. (2008)
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IC® = IMPROVED WORK RELATIONSHIPS
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THOUGHT PATTERN / BEHAVIOR
FROM… TO…
Colleagues / Employees
• Get employees to do their jobs and tell them what to do.
• Impatient; jump in to fix problems for others.
• Allow employees to create own way of being effective in their roles.
• More patient; allow people to figure things out for themselves.
Customers • Lecture clients/ customers on what they should do based on my thinking about their situation.
• Let them talk; ask ?s about what they want and what is important and providing guidance from there.
Source: Rosalind Ward, Ph.D. (2008)
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IC® = IMPROVED RESILIENCY / COPING WITH STRESS
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THOUGHT PATTERN / BEHAVIOR
FROM… TO…
Perception of Stress
• Overwhelmed by stressful situations & trying to figure out what to do.
• Focus on what is most important; gain clarity about situations before moving into action steps, resulting in less stress and not feeling overwhelmed.
Handling Personal Challenges
• Acting based on habits.
• Feeling like a victim of circumstances.
• Act based on what is most important.
• Recognizing I can make a difference in my life.
Source: Rosalind Ward, Ph.D. (2008)
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Section 4
LEADERS’ ROLE IN ORGANIZATIONAL HEALTH
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LEADERS’ ROLE IN WELL-BEING
• Leaders shouldn’t ignore well-being as if it’s beyond the scope of their jobs.
• People who agree their manager cares about them as a person:
– Are more likely to be top performers– Produce higher quality work– Are less likely to be sick– Are less likely to change jobs– Are less likely to get injured on the job
Source: Rath & Harter (2010), Wellbeing: The Five Essential Elements
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A “REBIRTH OF PERCEPTION”
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SEEING MORE THAN OUR IDEAS ABOUT PEOPLE
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Section 5
PUTTING CONCEPTS INTO ACTIONThe Journey Towards Sustainable Well-Being
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Yesterday’s Approach
HA
Biometric Screenings
Incent Behaviors
Limited in scope; lacking in sustainability
Biometrics Optional
Total Well-Being
Strengthen Leaders
Cognitive Stimulation
Increase I>E>S
Work Environment
Ind. & Org. Assessment
Engagement & Sustainability
Today: Organizational Well-Being
SHIFTING OUR APPROACH
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CHANGING ORGANIZATIONAL HABITS
52 Source: Charles Duhigg (2012), The Power of Habit
PAUL O’NEILL
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I>E>S IN ACTION“Correcting” for Incentives
• “Now That” vs. “If/Then”
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I>E>S CASE STUDYCity of Ames, IA
• Profile:– 560 employees, 1350 total insured members– 75% M: 25% F– Avg. age = 44– 5 unions environment
• Highlights:– 95% Retention Rate over 7 years– Started w/ 60% low risk, now 80% (maintained for 5 years)– Required IC® sessions– It’s about the message & approach, not the money!
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I>E>S CASE STUDYFrom the Mouths of Employees…
• “The program is fabulous…the coaching is EVERYTHING!”
• “I’m continuing to learn more about myself…it’s not just about weight loss and exercise.”
• “Glad the City has this…it shows they care about me as a person and just as an employee.”
• “This creates such a great environment…I have pride in the organization.”
• “This would be one of the hardest things to let go of if I were ever to leave the City. It is a huge benefit that we have! My doctor finds that this is amazing that we have this!”
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CONTACT INFORMATION
Rosie Ward, Ph.D., MPH, MCHES, BCC Certified Intrinsic Coach®, Certified Valuations Specialist
Health Management Services Manager
RJF, a Marsh & McLennan Agency LLC company
[email protected], (763) 548-8861
www.rjfagencies.com
www.DrRosieWard.com
© Copyright 2013. RJF, a Marsh & McLennan Agency LLC company. All Rights Reserved.
The content provided in this presentation is proprietary and confidential and not for distribution without written consent from MMA.
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