Changing the way organisations think, feel and behave

change

transitions

teams

leadership

culture

organisations

resilience

Positive.

change

transitions

teams

leadership

culture

organisations

resilience

Working with organisations

Organisations face critical challenges as today’s business environment is changing faster than ever. The resilience and responsiveness of leaders, teams and organisations has become paramount in order for companies to survive and thrive.

 

Resilient and responsive teams and organisations are able to manage pressure and adapt to change more effectively by understanding and utilising the cognitive, contextual and social drivers of human behaviour. Organisations that perceive change as both constant and an opportunity for growth will thrive as conditions become more uncertain.

 

Positive works in partnership with organisations in the public and private sector to design, implement and measure learning solutions that shift individual, team and organisational mindsets and behaviours.

What we do

Positive.leadership

Understanding the impact of emotion on how individuals, teams and organisations behave – particularly when faced with uncertainty, change or pressure – is a fundamental leadership skill.  In recent years, psychologists, neuroscientists, and social scientists have developed a greater understanding of the role emotions play in human life. Research shows how emotions influence every aspect of brain function, impacting considerably on our perception, attention, motivation, planning, relationships, learning, memory, decision making, and more. Providing leaders with the tools to build greater emotional literacy, psychological wellbeing and resilience can change how teams and organisations behave in uncertain times.

Positive.resilience

Resilience is recognised as a dynamic process that enables an individual to adapt, adjust and restore positive functioning in challenging circumstances. Resilient individuals and teams demonstrate certain characteristic patterns of thinking, ‘an adaptive cognitive style’, and flexible patterns of behaviour when facing periods of intense pressure. The good news is that these cognitive techniques and resilient traits can be learnt, increasing our ability to deal with prolonged periods of pressure, set-backs, change and uncertainty.

Positive.teams

Humans are social animals with a highly-tuned capacity to monitor and evaluate other people’s emotional states. This is important, because how we communicate with one another is powerfully linked to engagement, performance and productivity. Good team work is characterised by collaborative, affiliative, and cooperative behaviour. Cooperative interaction accounts for almost 50% of all performance variations between high and low performing teams. By gaining a greater understanding of the social drivers of human behaviour and the power of social learning we can improve the quality of collaboration and our collective intelligence.

Positive.change

Change is inevitable and constant, but it often creates a sense of uncertainty and resistance. The ‘not knowing’ can trigger threat, stress and anxiety, which in turn can impair individual, team and organisational performance. Tolerance of ambiguity (TA) is recognised as a salient and predictive variable in a wide range of behavioural settings. Individuals with high TA often perceive ambiguous or uncertain situations as an opportunity and a challenge. However, individuals with low TA often experience change or ambiguous situations as inherently threatening. Positive delivers effective cognitive and behavioural techniques that can improve our TA to support individuals, teams and organisations to become more flexible and agile during times of pressure and uncertainty.

 

Positive.culture

Those around us significantly influence how we behave, particularly through so called ‘cultural display rules’. In other words, culture embeds habits. We are hard-wired to stay within the group and conform to group behaviour - ‘social norms’. These patterns of thinking and behaviour are highly contagious and can rapidly cascade through teams and organisations predicting performance, engagement, productivity, creative output and business success. Social norms are the most powerful predictor of human behaviour and to change them organisations need to develop both individual and group incentives and harness the power of social learning.

Positive.transitions

Transitions, such as starting a new graduate position, being promoted or moving into a new role can be stressful and impact on our mindset and behavior. Research shows that it is how the anticipated, or unanticipated, transition is perceived that determines our response and performance under the pressure and expectations of a new environment or role. By gaining greater self-awareness and adopting cognitive and behavioural techniques, individuals can respond to new environments and challenges more effectively.

How we do it

Live modules

Experience the knowledge and tools in an interactive classroom environment, making the content relevant to the audience and helping to embed and sustain the learning.

Internal Capability

Build in-house capability by training and accrediting individuals to translate and apply the knowledge and tools into actionable insights across the organisation.

App and Online

On-demand access to the Positive App and Online platform, including the newsfeed, tools, data display, video and podcast content.

Positive Talks

Deliver key knowledge and tools from each of the specialist areas to large audiences worldwide.

Positive projects

“The programme has been a great success since it launched in early 2013. It has helped raise awareness of the importance of psychological wellbeing and given our trainee lawyer population a set of evidence-based tools to help them build resilience and improve their health and wellbeing."

 

Laura Yeates, Head of Graduate Talent,

Clifford Chance

 

“The resilience piece is absolutely critically important for Grant Thornton and having piloted it we saw the value and decided to invest in it.”

 

Scott Barnes – CEO Grant Thornton LLP

“Working with Positive created a more supportive working environment, improved communication and collaboration as well as better equipping consultants to deal with patients and their relatives.”

 

Fiona McKinna - Consultant Oncologist at Brighton & Sussex University Hospitals NHS Trust

“The programme is one of the most engaging I've ever experienced. The combination of science, knowledge and practical application was brilliantly done.”

 

Executive Leader, Amgen

Get in touch

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All content © Copyright Positive Group 2016. All rights reserved.

Changing the organisations think, feel and behave

Positive.

Working with organisations

What we do

How we do it

GET IN TOUCH

Positive.

Working with organisations

Organisations face critical challenges as today’s business environment is changing faster than ever. The resilience and responsiveness of leaders, teams and organisations has become paramount in order for companies to survive and thrive.

 

Resilient and responsive teams and organisations are able to manage pressure and adapt to change more effectively by understanding and utilising the cognitive, contextual and social drivers of human behaviour. Organisations that perceive change as both constant and an opportunity for growth will thrive as conditions become more uncertain.

 

Positive works in partnership with organisations in the public and private sector to design, implement and measure learning solutions that shift individual, team and organisational mindsets and behaviours.

What we do

Positive.leadership

Understanding the impact of emotion on how individuals, teams and organisations behave – particularly when faced with uncertainty, change or pressure – is a fundamental leadership skill.  In recent years, psychologists, neuroscientists, and social scientists have developed a greater understanding of the role emotions play in human life. Research shows how emotions influence every aspect of brain function, impacting considerably on our perception, attention, motivation, planning, relationships, learning, memory, decision making, and more. Providing leaders with the tools to build greater emotional literacy, psychological wellbeing and resilience can change how teams and organisations behave in uncertain times.

Positive.resilience

Resilience is recognised as a dynamic process that enables an individual to adapt, adjust and restore positive functioning in challenging circumstances. Resilient individuals and teams demonstrate certain characteristic patterns of thinking, ‘an adaptive cognitive style’, and flexible patterns of behaviour when facing periods of intense pressure. The good news is that these cognitive techniques and resilient traits can be learnt, increasing our ability to deal with prolonged periods of pressure, set-backs, change and uncertainty.

Positive.teams

Humans are social animals with a highly-tuned capacity to monitor and evaluate other people’s emotional states. This is important, because how we communicate with one another is powerfully linked to engagement, performance and productivity. Good team work is characterised by collaborative, affiliative, and cooperative behaviour. Cooperative interaction accounts for almost 50% of all performance variations between high and low performing teams. By gaining a greater understanding of the social drivers of human behaviour and the power of social learning we can improve the quality of collaboration and our collective intelligence.

Positive.change

Change is inevitable and constant, but it often creates a sense of uncertainty and resistance. The ‘not knowing’ can trigger threat, stress and anxiety, which in turn can impair individual, team and organisational performance. Tolerance of ambiguity (TA) is recognised as a salient and predictive variable in a wide range of behavioural settings. Individuals with high TA often perceive ambiguous or uncertain situations as an opportunity and a challenge. However, individuals with low TA often experience change or ambiguous situations as inherently threatening. Positive delivers effective cognitive and behavioural techniques that can improve our TA to support individuals, teams and organisations to become more flexible and agile during times of pressure and uncertainty.

Positive.culture

Those around us significantly influence how we behave, particularly through so called ‘cultural display rules’. In other words, culture embeds habits. We are hard-wired to stay within the group and conform to group behaviour - ‘social norms’. These patterns of thinking and behaviour are highly contagious and can rapidly cascade through teams and organisations predicting performance, engagement, productivity, creative output and business success. Social norms are the most powerful predictor of human behaviour and to change them organisations need to develop both individual and group incentives and harness the power of social learning.

Positive.transitions

Transitions, such as starting a new graduate position, being promoted or moving into a new role can be stressful and impact on our mindset and behavior. Research shows that it is how the anticipated, or unanticipated, transition is perceived that determines our response and performance under the pressure and expectations of a new environment or role. By gaining greater self-awareness and adopting cognitive and behavioural techniques, individuals can respond to new environments and challenges more effectively.

Live modules

Experience the knowledge and tools in an interactive classroom environment, making the content relevant to the audience and helping to embed and sustain the learning.

Internal Capability

Build in-house capability by training and accrediting individuals to translate and apply the knowledge and tools into actionable insights across the organisation.

App & Online

On-demand access to the Positive App and Online platform, including the newsfeed, tools, data display, video and podcast content.

Positive Talks

Deliver key knowledge and tools from each of the specialist areas to large audiences worldwide.

Graduate Transitions

“The programme has been a great success since it launched in early 2013. It has helped raise awareness of the importance of psychological wellbeing and given our trainee lawyer population a set of evidence-based tools to help them build resilience and improve their health and wellbeing."

 

Laura Yeates, Head of Graduate Talent,

Clifford Chance

Wellbeing & Resilience

“The resilience piece is absolutely critically important for Grant Thornton and having piloted it we saw the value and decided to invest in it.”

 

Scott Barnes – CEO Grant Thornton LLP

Supporting Change

“The programme is one of the most engaging I've ever experienced. The combination of science, knowledge and practical application was brilliantly done.”

 

Executive Leader, Amgen

Positive.