26. August 2010 by John Schinnerer.

Your emotions have a tremendous influence on your health. More specifically, the frequency with which you feel positive emotions, such as joy, laughter and relaxation, are critical for your ongoing physical health.

A recent study from the University of Kansas has added more weight to this relatively new line of thought linking positive emotion and physical health. The latest intellectual jaunt provides keen evidence of the deep-seated need for positive emotions throughout the world.

Sarah Pressman, assistant prof of psychology at Kansas stated, “We’ve known for a while now that emotions play a critical role in physical health, but until recently, most of this research was conducted only in industrialized countries. So we couldn’t know whether feelings like happiness or sadness matter to the health of people who have more pressing concerns — like getting enough to eat or finding shelter. But now we do.” The findings indicate the tremendous importance of positive emotions in the physical health of all individuals, particularly those in impoverished parts of the world.

Gathering an enormous sample that consisted of more than 150,000 adults from over 140 countries, the study represents more than 95% of the world’s population.  Individuals studied described their recent emotions including happiness, worry, anger, anxiety and sadness.  They also reported their physical status, including health problems such as physical pain, exhaustion and illness. In addition, they described the extent to which their basic needs were currently met (e.g., clothing, shelter, food).

Results found that the frequency of positive emotions experienced are ‘unmistakably linked to better health,’ even when basic needs were accounted for. Notably, the opposite was found to be true as well: Destructive emotions, such as anger, fear and sadness, were reliable predictors of reduced physical health.

Amazingly, the relationship between emotion and physical health was stronger than that between health and basic human needs, like food and shelter. Even for those individuals aching with hunger or suffering from a harsh environment due to lack of shelter, the presence of positive emotions increased health. In fact, the relationship was most powerful in the poorest countries involved in the study.

This essential human need for positive emotions and the importance of positive emotions for physical health is quickly getting established as medical certainty.

To laughter, life and love,

John Schinnerer, Ph.D.

Founder Guide To Self, Inc.

Award-winning author and blogger

For free copy of John’s award-winning book, ‘Guide to Self: The Beginner’s Guide to Managing Emotion’ visit http://www.GuideToSelf.com and register with your name and email.

 MLA University of Kansas (2009, March 5). Human Emotions Hold Sway Over Physical Health Worldwide.

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24. August 2010 by John Schinnerer.

University of Colorado Denver Business School study shows failure better teacher than success

Knowledge gained from failure lasts longer

DENVER (August 23, 2010) – While success is surely sweeter than failure, it seems failure is a far better teacher, and organizations that fail spectacularly often flourish more in the long run, according to a new study by Vinit Desai, assistant professor of management at the University of Colorado Denver Business School.

Desai’s research, published in the Academy of Management Journal, focused on companies and organizations that launch satellites, rockets and shuttles into space – an arena where failures are high profile and hard to conceal.

Working with Peter Madsen, assistant professor at BYU School of Management, Desai found that organizations not only learned more from failure than success, they retained that knowledge longer.

“We found that the knowledge gained from success was often fleeting while knowledge from failure stuck around for years,” he said. “But there is a tendency in organizations to ignore failure or try not to focus on it. Managers may fire people or turn over the entire workforce while they should be treating the failure as a learning opportunity.”

The researchers said they discovered little “significant organizational learning from success” but added “we do not discount the possibility that it may occur in other settings.”

Desai compared the flights of the space shuttle Atlantis and the Challenger. During the 2002 Atlantis flight, a piece of insulation broke off and damaged the left solid rocket booster but did not impede the mission or the program. There was little follow-up or investigation.

The Challenger was launched next and another piece of insulation broke off. This time the shuttle and its seven-person crew were destroyed.

The disaster prompted the suspension of shuttle flights and led to a major investigation resulting in 29 recommended changes to prevent future calamities.

The difference in response in the two cases, Desai said, came down to this: The Atlantis was considered a success and the Challenger a failure.

“Whenever you have a failure it causes a company to search for solutions and when you search for solutions it puts you as an executive in a different mindset, a more open mindset,” said Desai.

He said the airline industry is one sector of the economy that has learned from failures, at least when it comes to safety.

“Despite crowded skies, airlines are incredibly reliable. The number of failures is miniscule,” he said. “And past research has shown that older airlines, those with more experience in failure, have a lower number of accidents.”

Desai doesn’t recommend seeking out failure in order to learn. Instead, he advised organizations to analyze small failures and near misses to glean useful information rather than wait for major failures.

“The most significant implication of this study…is that organizational leaders should neither ignore failures nor stigmatize those involved with them,” he concluded in the June edition of the Academy of Management Journal, “rather leaders should treat failures as invaluable learning opportunities, encouraging the open sharing of information about them.”

###

Located on the University of Colorado Denver’s downtown campus, the Business School is the largest accredited graduate school of business in Colorado with more than 18,000 alumni. It serves more than 1,200 graduate students and 1,400 undergraduate students each year. Students and faculty are involved in solving real-world business problems as they collaborate on more than 100 projects with area businesses every semester through classroom work, guest lectures and research projects.

From EurekAlert!

John Schinnerer, Ph.D.

Founder Guide to Self

Award-winning author, blogger and speaker

For a limited time, get Dr. John’s award-winning self-help book for FREE at http://www.GuideToSelf.com. Just register with your email address and name!

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24. August 2010 by John Schinnerer.

I have been studying the effects of the hormone oxytocin over the past few years. In that time, oxytocin has been shown to

- play a critical role in trust between individuals

- may play a role in turning down the volume on social phobias and anxiety disorders

- be connected to greater generosity

- lead to a shift in brain chemistry that generates increased cooperation

- relate to bonding with infants as well as lovers

- improve relationships with friends and coworkers.

Oxytocin exists at higher levels in females than males. And it’s been known that oxytocin increases upon the birth of a child in new mothers. However, until recently, levels of oxytocin had not been researched in new fathers.

A compelling new study shares the first longitudinal data on oxytocin levels in rookie parents. The study looked at how oxytocin fluctuates in the in first 6 months of 160 newbie parents (i.e. 80 couples) following the birth of their first child.

Three fascinating findings were reported.

The first finding:

At both 6 weeks and 6 months following the birth of their child, fathers’ oxytocin levels were similar to the levels seen in mothers. While oxytocin release is heightened by birth and lactation in mothers, it seems that something  about new parenthood stimulates a corresponding oxytocin release in rookie dads. This is dramatically different from how we once conceptualized oxytocin and it’s involvement in newbie parents. For years, it was thought that females were the caregivers; moms were the ones primarily responsible for bonding and nurturing, and dads tried to stay out of the way.

One of the authors of the study, Dr. Ruth Feldman, called out that this finding “emphasizes the importance of providing opportunities for father-infant interactions immediately after childbirth in order to trigger the neuro-hormonal system that underlies bond formation in humans.”

The second major finding is that there is a relationship between oxytocin levels in the newbie dad and the newbie mom. Generally, oxytocin levels remain consistent within individuals. This finding suggests that something about new parenthood, perhaps enviornmental or hormonal factors, synchronizes oxytocin levels in rookie parents.

The third staggering finding showed that oxytocin levels were related to HOW mom and dad parent; that is what their parenting style is.  Oxytocin was highest in rookie moms who were more affectionate, expressive with positive emotions, gazed more at the baby, and expressed more gentle, loving touches.  In rookie dads, oxytocin was heightened with more touching of the newborn, more frequent cheering the child on to explore the environment, and pointing out new objects to the infant. 

“It is very interesting that elevations in the same hormone were associated with different types of parenting behaviors in mothers and fathers even though the levels of oxytocin within couples were somewhat correlated. These differences may reflect the impact of culture-specific role expectations, but they also may be indicative of distinct circuit effects of oxytocin in the male and female brain,” said Dr. John Krystal, Editor of Biological Psychiatry.

It’s critical to keep in mind the importance of both the mom and the dad in the raising of infants and young children. Let’s get both involved from the get go. The roles are distinctly different, yet both are essential. Both have a place in the development of healthy humans.

 Cheers,

John Schinnerer, Ph.D.

Founder Guide to Self, Inc.

Anger management tools for fathers and husbands

Free award-winning self-help book at

http://www.GuideToSelf.com

1.Ilanit Gordon, Orna Zagoory-Sharon, James F. Leckman, and Ruth Feldman. Oxytocin and the Development of Parenting in Humans. Biological Psychiatry, 2010; 68 (4): 377 DOI: 10.1016/j.biopsych.2010.02.005

 MLA Elsevier (2010, August 22). Oxytocin: It’s a Mom and Pop Thing. ScienceDaily. Retrieved August 23, 2010, from http://www.sciencedaily.com­ /releases/2010/08/100820101207.htm

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21. August 2010 by John Schinnerer.

By Jeremy McCarthy on 17. Aug, 2010 in Mind

Be sure to check out Jeremy’s outstanding blog at The Psychology of Wellbeing!!! He hosts an amazing blog.

Comprehensive Soldier Fitness is the Army’s new training program that uses positive psychology to teach soldiers mental resilience strategies to maintain their psychological wellbeing while confronting the challenges of being separated from families, regularly facing conflict, and losing friends and colleagues.

The program, which calls for an army of “balanced, healthy, self-confident soldiers” and “improved soldier fitness and readiness,” sounds like a good plan to take care of our warriors’ mental health and to take a more holistic approach to toughening them up.  But recently, the program has come under some criticism, primarily for its publicly funded price tag ($117 million as reported in the New York Times) and for ethical questions about whether or not soldiers even should be trained to be desensitized to traumatic events.  Psychologist Bruce Levine recently published an article entitled, “How Psychologists Profit from Unending U.S. Wars,” (published elsewhere as “American Soldiers Brainwashed with ‘Positive Thinking’”,) condemning the program and pointing the finger at psychologists who are pocketing their fair share of the money for training 40,000 drill sergeants (who in turn will train 1.1 million U.S. soldiers.)

Some of Levine’s criticisms I agree with: “Psychologists should loudly warn politicians, military brass, and the nation that if soldiers and veterans discover that they have been deceived about the meaningfulness and necessity of their mission, it is only human for them to become more prone to emotional turmoil, which can lead to destructive behaviors for themselves and others.”  In general, I am a believer that there is usually a peaceful resolution to most conflict and that the U.S. policies tend to emphasize war, rather than negotiation, cooperation and collaboration to resolve issues.  So I don’t like the idea of any program designed to make war easier.

I also am not against criticizing the cost of the program, since I think most of the money we spend on our military efforts could probably be put to better use.  But I question whether the blame should be levied against the psychologists rather than the Army itself.  Our whole society is based on the capitalist ideals of creating services that people need and want in exchange for money.  While we understand that people sell computers and cars for profit, we tend to label as greedy anyone who sells loftier services in the domains of psychological or spiritual wellbeing.  I say, “hate the game, not the players.”

I have heard directly from Martin Seligman, the brains behind the program (and behind positive psychology for that matter) and Karen Reivich, the author of The Resilience Factor and one of the lead trainers for the Army workshops, and their intentions are in the right place.  This program is based on the idea that reactions to traumatic events are normally distributed. This means that after experiencing a major traumatic event, a small percentage of people will experience psychological problems such as depression and Post Traumatic Stress Disorder (PTSD,) most people will adapt and bounce back, and another percentage of people will actually learn and grow from the experience (“Post Traumatic Growth”—see Washington Post article, “From Wounds, Inner Strength”.)  To me, a program designed to decrease PTSD and increase Post Traumatic Growth in our warriors seems like a worthwhile endeavor.  Especially when you consider the lasting impact of PTSD on a community (see recent study, “’Path of mental illness’ follows path of war, twenty years after conflict ends.”)

In Levine’s critique of the program he asks, “How much sense does it make to teach soldiers who are trying to stay alive in a war zone to put a positive spin on everything?”  Here, Levine makes the same mistake as other critics of positive psychology in that he confounds positive psychology with positive thinking—not the same things.  Does it make sense to teach soldiers to be happy at all times at all costs?  Absolutely not.  But how much sense does it make to teach soldiers how to let go of emotional issues and traps that might be distracting them from the tasks at hand?  Quite a lot actually, according to Brigadier General Rhonda Cornum who heads up the program for the Army.  In a recent interview, she described the difference between a realistic response and a catastrophic response to losing a friend in battle: “Realistically, we expect that people will grieve, that they will feel anger, they will probably feel bitterness and recurring grief . . . but you can’t just stay there and replay that over and over.”  Teaching soldiers techniques for managing the stress and anxiety of warfare may even be saving their lives.  One recent study showed that soldiers’ reactions to stress in dangerous combat actually cause them “to dissociate from threats [in battle] instead of becoming more vigilant.”

Furthermore, the program is not just about helping soldiers deal with the severe emotional traumas they encounter on the battle field.  It helps them to deal with the emotional issues surrounding their relationships, not only with their fellow soldiers, but with their families back home (some parts of the program are even being offered to family members.)  Thanks to cellphones and the internet, soldiers are more connected than ever before to the people back home.  And while I’m sure the soldiers appreciate this connectivity, it makes it harder than ever to remain detached and focused on their difficult job overseas.  Gone are the days of soldiers carrying around a single photograph of their spouse or child, as the only reminder of their life back home.  Today, they are more in touch than ever before, and there are emotional costs associated with that.

At the end of the day General Cornum is a manager of people (in one of the largest organizations in the world) and she is hoping that positive psychology training will improve performance in her workforce.  Other businesses (see my articles on Zappos here and here) are doing the same.  Dan Bowling, former head of HR for Coca Cola and a MAPP colleague of mine, is looking at how similar kinds of training could impact lawyers (another workforce prone to emotional issues).  And I have been working on new training programs applying positive psychology to the hospitality industry (appropriate since relationships and emotional connections are so important in our business.)

On a recent phone call that Martin Seligman had with the MAPP Alumni, I asked him if there were lessons being learned from the Army training that could be applied in other organizations.  “This is the second largest corporation in the world,” he said.  (The first is Walmart.)  “And so a program that involves training for the entire U.S. Army in which its effects on performance are being evaluated should be highly relevant to large corporations.”  When so many organizations today are still not thinking about the holistic welfare of their workforce, I commend the Army for leading us into this new frontier.

Don’t forget to check out Jeremy’s blog at The Psychology of Wellbeing. Check it out NOW! It’s too good to pass up! Bookmark it. Tell your friends! Thanks.

—

References and recommended reading:

Cornum, R. & Copeland, P. (1993).  She Went to War: The Rhonda Cornum Story.  Presidio Press.

Levine, B. E. (2007).  Surviving America’s Depression Epidemic: How to Find Morale, Energy, and Community in a World Gone Crazy.  Chelsea Green Publishing.

Reivich, K. & Shatte, A. (2003).  The Resilience Factor: 7 Keys to Finding Your Inner Strength and Overcoming Life’s Hurdles.  Broadway Books.

Seligman, M. E. P. (2006).  Learned Optimism: How to Change Your Mind and Your Life. Vintage.

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21. August 2010 by John Schinnerer.

From ScienceDaily (Aug. 18, 2010) — A Midwest utility company learned firsthand that it pays to keep healthy employees fit, reaping a net savings of $4.8 million in employee health and lost work time costs over nine years.
A University of Michigan study of workplace wellness programs is one of the only longitudinal studies of its kind, said co-author Louis Yen, associate research scientist in the School of Kinesiology’s Health Management Research Center.

Over the nine years, the utility company spent $7.3 million for the program and showed $12.1 million in savings associated with participation. Medical and pharmacy costs, time off and worker’s compensation factored into the savings, said Alyssa Schultz, research area specialist intermediate.

The findings are good news for companies looking to implement wellness programs, said Dee Edington, director of the U-M Health Management Research Center and principal investigator.

“One of the advantages of the study is it shows that a sustainable program will give you savings,” said Edington, also a professor in the School of Kinesiology and a research scientist in the U-M School of Public Health. “Previous studies looked at programs that are short and intense and cover the same people.”

The U-M study differed in three important ways. First, it shows that wellness programs work long-term, even though the employees who participated aged during the study. Second, the study took into account all bottom line costs for implementing the wellness plan. For instance, indirect costs such as recruitment and costs for changing menus. Most studies include just the direct costs to the company for paying for employees who participate. But even using the very conservative U-M figures showed a cost savings, Yen said.

A third difference is that it looked at lost work time as well as pharmacy and medical costs, Schultz said. The employees who participated in all years saw those costs had increased by$96; those who participated in some of the years rose $230; and costs for those who never participated jumped by $355. The program cost $100 per year per employee whether the employee participated or not. Therefore, a participation-related savings of $257 and $125 was calculated for the employees who participated in all years and those who participated in just some years.

Slowly, companies are realizing that while insurance plans must care for sick employees, those plans must also include wellness plans to keep healthy workers healthy, Edington said.

“It’s still a large company activity, but the growth (in wellness plans) is in the medium-sized companies,” Edington said.

So what should a company do when looking for a benefit plan for employees?

“You want a benefit plan that will take care of your sick people but also keep your healthy people healthy and working,” Edington said.
Source:

The above story is reprinted from materials provided by University of Michigan.

 MLA University of Michigan (2010, August 18). Workplace wellness plan saves money over the long-term, new study shows. ScienceDaily. Retrieved August 20, 2010, from http://www.sciencedaily.com­ /releases/2010/08/100818151824.htm

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