Do not interpret-only stop to collect your thoughts about what actually has happened. Focus on what has happened, who was involved, who said or did what, when did it happen, etc. The key principle with this first step is that when faced with adversity, stop and think about what has actually transpired. People on your team have heard rumors about it, and you’re getting negative feedback about the process improvement effort and about not having told them about it. But taking a streamlined approach that follows the key principles of the model can help you quickly reframe a situation and give you and your team a mindset that is constructive and productive rather than negative or destructive.įor the sake of discussion, let’s look at a common workplace change and how to apply a streamlined approach to the ABCDE model.Ī-ADVERSITY: A major, department-wide process improvement effort is being planned. Seligman’s model, known as ABCDE, can seem complex and time-consuming-especially in the midst of hectic workdays and pressing concerns. Seligman, Ph.D., a leader in the field of positive psychology, provides an excellent model for shifting our perspective, examining our interpretation of events, and choosing an optimistic approach to challenges. The good news is that optimism is a trait that you can develop, learn, and pass on to others. Sigmund Freud believed that our “default position” is unhappiness, and so it’s no wonder that it can be easier to look at the darker, negative side of situations. Optimism will improve your outlook on your own performance, allow you to provide safe places for your employees to grow, and help with healing in times of trouble. The ability to negotiate changing priorities and realities and shift your mood-and that of those around you-requires leadership and skill. Optimism at work is an important skill, and one often cited as essential for leaders navigating change.
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