Part I Signs
and Sources of Well-Being
Personal Organizational
Community
What is Well-being? Well-being is a positive state of affairs, brought about by the simultaneous satisfaction of personal, organizational, and collective needs of individuals and communities
Research on Well-being 
There cannot be well-being but in the combined presence of personal, organizational and community well-being
Signs of Personal Well-being
Sense of control Physical health Love Optimism Competence Dignity Growth Self-esteem
Sir Michael Marmot and control over your life
Risk of Death by Employment and Level of Control: 29,000 people, 30 years Marmot, Whitehall Studies
4
Risk of death
3.5 3 2.5
2 1.5 1 0.5 0 Administrators Professionals
Clerical
Unskilled labor
Effects of social support
Less likely to have heart attacks More likely to resist common cold virus Lower mortality Less degree of stress More positive outlook on life Resilience
My Social Support
Organizational Well-Being: A three legged stool
Reflective
Supportive Effective
Organizational Well-Being
Efficient structures
Clear roles and communication
Monitoring mechanisms
Vision and purpose
Learning and growth opportunities
Sense of control
Identity and meaning
Signs of Organizational Well-Being: Effective Environments
Efficient Task-oriented Well-organized Accountable Responsible Communicate well Anticipate challenges Enabling structures Program evaluation
Signs of Organizational Well-Being: Reflective Environments
Learning opportunities Organizational learning Challenge old notions Take risks Ask big questions Promote innovation Stimulating
Signs of Organizational Well-Being: Supportive Environments
Climate of acceptance Appreciation Affirmation Respect Safe place Sense of control Conviviality Voice and choice
Engagement in Gallup Study “We conclude from this study that the well-being perspective is quite applicable to business‌the data indicate that workplaces with engaged employees, on average, do a better job of keeping employees, satisfying customers, and being financially productive and profitable. Workplace well-being and performance are not independent. Rather, they are complimentary and dependent components of a financially and psychologically healthy workplaceâ€? ((Harter, Schmidt & Keyes, 2003, p. 221)
Sources of Organizational Well-Being: Values, interests, power (VIP) 
Competing tendencies within people and groups
Values
Power
Interests
Signs of Community Well-being
Social justice and equality Liberation from oppressive forces Quality education Adequate health and social services Economic prosperity Adequate housing Clean and safe environment Support for community structures
Community Well-being
Social conditions Social capital Inequality
Is this really true?
Can the gene pool change in 25 years? Percentage very satisfied with life
70
65
30
0 1973
1998
Mean of people happy and satisfied with life
Did Vodka get into the gene pool? 70
60
50
40
30 1981
1995
Social capital and community well-being
crime tolerance education welfare health low Louisiana Mississippi Georgia Florida
med California Missouri Ohio Colorado
high Dakotas Vermont Minnesota
Male Life Expectancy by Inequality 78 76 74 Swed/Jap Australia Canada USA White USA Afri. Amer.
72 70 68 66 64 GINI 24.5
GINI 31.5
GINI GINI 45 GINI 45 35.5 USA W USA AA
List of Best Nations (Newsweek, Aug 2010) 1.
Finland
2.
Switzerland
3.
Sweden
4.
Australia
5.
Luxembourg
6.
Norway
7.
Canada
8.
Netherlands
9.
Japan
10.
Denmark
11.
United States
Metrics for Best Countries Survey
Education (TIMMS and or PISA) Health (Healthy life expectancy) Quality of Life (Gini coefficient, gender gap, extreme poverty, homicide rates, pollution, unemployment) Economic dynamism (GDP, innovation, diversification, business friendly laws, bankruptcy) Political environment (freedom house rating, global place index, political risk)
Cake of Well-being Easy temperament Physical health Adequate birth weight Values, Resources Programs, Policies
Child care Good schools Adequate housing Cohesion Access to health care
Good parenting Mutual Support Good mental health
Values, Resources Programs, Policies
Values, Resources Programs, Policies
Values, Resources Programs, Policies
Employment Justice Safety nets Quality education
Mountain of Risk Poor temperament Poor health Birth weight Values, Resources Programs, Policies
No child care Poor housing Lack of cohesion Crime
Values, Resources Programs, Policies
Values, Resources Programs, Policies
Values, Resources Programs, Policies
Teen parenting Family size Stressors Poor parenting Addictions Poor mental health Poverty Injustice Violence Discrimination
Part II Strategies
for Organizational and Community Well-Being
From DRAIN to SPEC From
Deficits Reactive Arrogance Individual blame
To
Strengths Prevention Empowerment Community Change
Strengths
Prevention
“No mass disorder, afflicting humankind, has ever been eliminated, or brought under control, by treating the affected individual”
Prevention saves money
For every $1 invested in prevention, we get up to $17 in return, but we invest only 3% of our budget on prevention.

Empowerment
Empowerment can be a tool for social change and personal healing at the same time

Community Change
If Venice “is slowly being submerged, individual citizens cannot afford to ignore their collective fate, because, in the end, they all drown together if nothing is done.” (Badcock, 1982)
SPEC INTERNAL AND EXTERNAL Child and Family Strengths Prevention Empowerment Community Change
Organizations Community
Organizations with a Strength-based orientation 


Perceive recipients of services and community members as having strengths Recognize that service recipients learn to cope with difficult situations and develop resilience Identify and build on individual and community assets, resilience, and ability to thrive in difficult situations
Organizations with a prevention orientation
Work to prevent problems before they occur Identify and reduce risk factors and promote protective factors in individuals, families, and communities. Take action to decrease the chances that a particular problem will affect a person, group, or an entire community
Organizations with an empowerment orientation 


Believe community members should have voice and choice in issues and decisions that affect their lives Aim to increase the power of individuals, groups, and entire communities Encourage the sharing of decision-making power and control over resources with community members
Organizations with a community-change orientation
Believe that some of the problems that individuals and entire communities face result from community and living conditions Remove barriers to services and supports Work to address the root causes of the problems people and communities face Promote social policies that enhance wellbeing and people’s ability to thrive Create new systems or structures that enhance citizen participation and wellbeing
Stages of Organizational Change 1. 2. 3.
4. 5. 6.
7. 8.
Create Sense of Urgency Build the Guiding Team Get the Vision Right Communicate for Buy-In Empower Action Create Short Term Wins Don’t Let Up Make Changes Stick
Stages of Organizational Change Create Sense of Urgency
1. 1. 2. 3. 4. 5.
No time Children are not learning Community is disintegrating Show statistics Create shock
Stages of Organizational Change 1.
Create Sense of Urgency
2.
Build the Guiding Team
Get the right team Balance between participation and action
Stages of Organizational Change 1.
Create sense of urgency
2.
Build the guiding team
3.
Get the vision right
Spend time clarifying the vision Get consensus around it Don’t assume they all know it
Stages of Organizational Change 1.
Create sense of urgency
2.
Build the guiding team
3.
Get the vision right
4.
Communicate for Buy-In 
Spread the word throughout the organization
Stages of Organizational Change
4.
Create Sense of Urgency Build the Guiding Team Get the Vision Right Communicate for Buy-In
5.
Empower Action
1. 2. 3.

Remove barriers to achieving SPEC
Stages of Organizational Change
5.
Create Sense of Urgency Build the Guiding Team Get the Vision Right Communicate for Buy-In Empower Action
6.
Create Short Term Wins
1. 2. 3. 4.
 
Generate momentum through some small achievements Make the wins known throughout the organization
Stages of Organizational Change 1.
Create Sense of Urgency
2.
Build the Guiding Team
3.
Get the Vision Right
4.
Communicate for Buy-In
5.
Empower Action
6.
Create Short Term Wins
7.
Don’t Let Up
Neutral zone is normal Stick with it Break is ok to regenerate But don’t break for too long
Stages of Organizational Change
7.
Create Sense of Urgency Build the Guiding Team Get the Vision Right Communicate for Buy-In Empower Action Create Short Term Wins Don’t Let Up
8.
Make Changes Stick
1. 2. 3. 4. 5. 6.
Institutionalize change Change hiring policies Restructure
I VALUE IT I VALUE IT
Inclusive host Visionary Asset seeker Listener and sense maker Unique solution finder Evaluator Implementer Trendsetter
Strategies for Change Agents ABCs of Change
Affective - what your feel Behavioral - what you do Cognitive - what you think
Key Question 
How do you engage people in the organization-affectively, behaviorally, and cognitively-in the process of promoting change?
Inclusive Host
Affective: create safe environment for people to express views and emotions Behavioral: structure time and space where safe and fun dialogue can occur Cognitive: promote sharing of personal narratives and interpretations of events and beliefs
Visionary- Process
Affective: Foster feelings of affiliation and solidarity in group work Behavioral: Engage people in activities to devise a vision for working together Cognitive: Address basic assumptions about working in groups
Visionary- Outcome
Affective: Make the vision alive and foster ownership of it throughout the organization or community Behavioral: Involve people in the development of a vision for team, unit, organization or community Cognitive: Analyze gap between actual and desired state of affairs
Exercise
Write a three sentence vision statement for yourself Share with your neighbor What are the key components of your vision statement?
Asset Seeker
Affective: Make sure you recognize and affirm people’s strengths Behavioral: Help people develop inventories of own strengths Cognitive: Reframe life experiences and ways of coping as strengths
Listener and Sense Maker
Affective: Establish processes for people to feel heard and valued Behavioral: Structure opportunities for people to speak, learn, and problem solve together Cognitive: Learn how to listen to each other and problem solve in teams
Unique Solution Finder
Affective: Small wins keep people engaged and energized Behavioral: Assign specific actions in line with goals and objectives Cognitive: Identify what values, beliefs and assumptions either promote or inhibit new actions
Question
Which of the following describes best your style as an organizational leader A. inclusive host B. visionary C. asset seeker D. listener E. unique solution finder
Evaluator-Past Efforts
Affective: Make it safe to explore past failures and successes Behavioral: Get people involved in evaluation criteria that is meaningful to them Cognitive: Analyze links between sites, signs, sources and strategies of well-being
Evaluator- Present Efforts
Affective: Reward people for sharing sources of stress Behavioral: Use empowerment-based evaluation and appreciative inquiry to evaluate efforts Cognitive: If change is needed, create cognitive dissonance between aspirations and actual actions
Evaluator- Future Efforts
Affective: Build trust by showing your own personal commitment to act Behavioral: Institutionalize mechanisms to monitor well-being of staff and community members Cognitive: Create narrative of ongoing growth and development
Implementer 


Affective: Celebrate attempts to implement new behaviors and attitudes into life of organization or community Behavioral: Build structures that support new behaviors and attitudes and foster sustainability Cognitive: Tell stories of success and how they have helped other people improve well-being
Trendsetter 


Affective: Generate enthusiasm among peers about being leaders in a field Behavioral: Have a participatory plan for disseminating lessons learned Cognitive: Spread the message across organizations and communities in compelling ways
In every act, in every interaction, in every social action, we hold each other accountable to promote People’s dignity, safety, hope and growth Relationships based on caring, compassion and respect Societies based on justice, communion and equality We are all better when these values are in balance To put these values into action, we will: Share our power Be proactive and not just reactive Transform the conditions that create problems for youth Encourage youth and families to promote a caring community Nurture visions that make the impossible, possible We commit to uphold these values with Youth and their Families Our Employees Our Organization Our Community This is a living document. We invite you to discuss it, to critique it, to live it