wallacepolsom
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Discoholic 🪩
I'd rather be in outer space 🛸
cherry valley forever
Lint Roller? I Barely Know Her
Jules of Nature
"I'm Dorothy Gale from Kansas"
oozey mess
❣ Chile in a Photography ❣
RMH
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Kaledo Art
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Peter Solarz
Claire Keane
@theartofmadeline
he wasn't even looking at me and he found me
NASA
PR's Tumblrdome
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@eleanorbgd
The fabric of British family life is being reduced to stress and "chaos" by time pressures and money worries, experts said in response to the findings of a major new survey.
Potentially something that could shock people into doing more social time
http://en.wikipedia.org/wiki/Classical_conditioning
Classical conditioning by Pavlov. You can condition people to react or act in a certain way.
This video will show you the importance of making the most out of your free time and your daily routine.
In this short talk, Arianna Huffington shares a small idea that can awaken much bigger ones: the power of a good night's sleep. Instead of bragging about our sleep deficits, she urges us to shut our eyes and see the big picture: We can sleep our way to increased productivity and happiness -- and smarter decision-making.
Watch the new advert for the Strongbow Earn It campaign. Strongbow are challenging you to step up and prove that you've got what it takes. Reckon you could s...
EARN IT BUT FEELS LIKE A RELEVANT TERRITORY
Major theories of motivation
1. Need Theories: • Maslow (1954) hierarchy of five needs: physiological, safety, social, esteem, and self actualization • Frederick Herzberg (1959) Motivation-Hygiene Theory – intrinsic and extrinsic factors relate to motivation • Clayton Alderfer (1969) ERG Theory – Existence, Relatedness, and Growth – ERG Theory asserts that multiple needs can be operating as motivators at the same time • David McClelland’s (1961) achievement, power, and affiliation 2. Goal-Setting Theory ¬¬– Edwin Locke (1968) intentions to work toward a goal are a major source of work motivation [cognitive approach] 3. Reinforcement Theory – behavior is only about reinforcement and is environmentally caused [behavioristic approach] 4. Equity Theory – Knutson et al., 2001 – Equity Theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive 5. Expectancy Theory – Expectancy Theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
The neuroscience of motivation Dr. Dean Mobbs and Walter McFarland (Neuro Leadership Journal, Issue 3, 2010)
Assessment | Biopsychology | Comparative | Cognitive | Developmental | Language | Individual.
Given two similar rewards, humans show a preference for one that arrives sooner rather than later. Humans are said to discount the value of the later reward, by a factor that increases with the length of the delay.
Individual Learning Styles
Visual Learners – Are ‘readers’ and ‘observers’. They take in information through the eyes. They learn by observing or reading.
Auditory Learners – Are ‘listeners’ and or ‘talkers’ they take in information through the ears, i.e. are good at remembering things they hear. They often talk a lot and ask at lot of questions; often finding it necessary to restate the information in order to process what they have heard.
Tactile Learners – Are ‘feelers’ and ‘touchers’. They take in information through the sense of touch, by feeling texture and shapes; often takes lots of notes or designs/doodles while listening to lectures or when thinking/reflecting. (And often they’ll never look at notes again, but in order to remember the information they must write to down – it’s their way of reorganising the information.)
Kinaesthic Learners – Are ‘Doers’. They take in information kinetically – through the muscles. The kinaesthetic learner needs to move in order to learn; are often called ‘active learners’. They learn best when they can combine use of their muscles with reading or talking.
One of life's sharpest paradoxes is that the key to satisfaction is doing things that feel risky, uncomfortable, and occasionally bad.
The Real Rewards Of Risk
When anxiety is an optimal state
[curiosity – exploration]
A Blind Eye To Life's Vicissitudes
The benefit of seeing the forest but not the trees
[A study led by University of New South Wales psychologist Joseph Forgas found that dispositionally happy people—those who have a general leaning toward the positive—are less skeptical than others]
The Unjealous Friend
We're buoyed by others' good fortune
A Time For Every Feeling
The upside of negative emotions
[They acknowledge that life is full of disappointments and confront them head on, often using feelings of anger effectively to stick up for themselves or those of guilt as motivation to change their own behavior. This nimble mental shifting between pleasure and pain, the ability to modify behavior to match a situation's demands, is known as psychological flexibility.]
The Well-Being Balancing Act
Pleasure and purpose work together
There's More To Life Than Being Happy
In this RSA animated lecture, Philip Zombardo identifies 6 different time-perpectives that individuals around the world have: past positive, past negative, present hedonistic, present fated, future-oriented, after-life oriented.
Personality traits
Personality traits are ‘persisting’ characteristics that are consistently demonstrated in spite of changing circumstances or environment. Because they define habitual patterns of behaviour, thought and emotion, they provide a foundation for predicting behaviour.
What Are the Big Five Dimensions of Personality?
Extraversion: This trait includes characteristics such as excitability, sociability, talkativeness, assertiveness and high amounts of emotional expressiveness.
Agreeableness: This personality dimension includes attributes such as trust, altruism, kindness, affection, and other prosocial behaviors.
Conscientiousness: Common features of this dimension include high levels of thoughtfulness, with good impulse control and goal-directed behaviors. Those high in conscientiousness tend to be organized and mindful of details.
Neuroticism: Individuals high in this trait tend to experience emotional instability, anxiety, moodiness, irritability, and sadness.
Openness: This trait features characteristics such as imagination and insight, and those high in this trait also tend to have a broad range of interests.
*Personality traits:
Cause people to react differently to different situations
Cause people to approach and avoid different situations
Determine choice and alteration of situations
There are 3 primary conditions required for people to collectively become motivated toward a desired change:
Trust – people must trust their leaders: First the top leader (CEO); then their immediate supervisor. Without that trust, any call for action falls on deaf ears.
Purpose – Is it clear why we need to change? Without a compelling and inspiring answer to “Why we must change” that people can relate to, it’s likely not to tap people’s sweet spot to act in new and often inconvenient ways. The best answers will paint a clear picture of the opportunity we can capture (Amazon: “Be the world’s #1 online retailer”) and the pain we must avoid (Telecommunications Company: “Our biggest competitor will acquire us if we don’t improve our efficiency.”)
Autonomy – Daniel Pink laid it out in his best-selling book “Drive: The Surprising Truth About What Motivates Us” – Everyone wants a voice and an opportunity to make a positive difference in what we do each day. For most employees under the age of 40, this is an assumed right. First, engage people in conversations about what must change and why, to build trust (see #1). Then, tap people’s innate motivation by creating conversations in small groups that allow people to figure out the “how” – empower them to solve the problem themselves.
The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, they have created a change management process that contains the following three phases:
Phase 1 - Preparing for change (Preparation, assessment and strategy development)
Phase 2 - Managing change (Detailed planning and change management implementation)
Phase 3 - Reinforcing change™ (Data gathering, corrective action and recognition)
This tutorial provides a summary of each of the main areas for change management based on Prosci’s benchmarking research with more than 3400 organizations over the last 15 years.
The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, they have created a change management process that contains the following three phases:
Phase 1 - Preparing for change (Preparation, assessment and strategy development)
Phase 2 - Managing change (Detailed planning and change management implementation)
Phase 3 - Reinforcing change™ (Data gathering, corrective action and recognition)
Without immediate survival threat, how can you move your organization towards progress? Here are 3 conditions you need to motivate strategic change.
There are 3 primary conditions required for people to collectively become motivated toward a desired change:
Trust – people must trust their leaders: First the top leader (CEO); then their immediate supervisor. Without that trust, any call for action falls on deaf ears.
Purpose – Is it clear why we need to change? Without a compelling and inspiring answer to “Why we must change” that people can relate to, it’s likely not to tap people’s sweet spot to act in new and often inconvenient ways. The best answers will paint a clear picture of the opportunity we can capture (Amazon: “Be the world’s #1 online retailer”) and the pain we must avoid (Telecommunications Company: “Our biggest competitor will acquire us if we don’t improve our efficiency.”)
Autonomy – Daniel Pink laid it out in his best-selling book “Drive: The Surprising Truth About What Motivates Us” – Everyone wants a voice and an opportunity to make a positive difference in what we do each day. For most employees under the age of 40, this is an assumed right. First, engage people in conversations about what must change and why, to build trust (see #1). Then, tap people’s innate motivation by creating conversations in small groups that allow people to figure out the “how” – empower them to solve the problem themselves.
Five truths about fear from Susan Jeffers
1. The fear will never go away as long as i continue to grow
2. The only way to get rid of the fear of doing something is to go out and do it
3. The only way to tell better about myself is to go out ... and do it
4. Not only am i going to experience fear whenever I'm on unfamiliar territory, but so is everyone else
5. Pushing through fear is less frightening than living with the underlying fear that comes from a feeling of helplessness
We must realize #fear is NOT real. It is a product of thoughts we create. Danger is real. Fear is a choice Epik Movie. https://twitter.com/3th3rs3c
Interesting statement from Cypher Raige about fear. something that Susan jeffers (Feel the fear and do it anyway) partially agrees with. starts at 1.29
'Fear is not real. It is a product of thoughts you create. Now do not misunderstand me: Danger is very real. But fear is a choice'. R