This was after staff reductions where some coworkers and friends were no longer at the organization. The number of respondents who said “I feel connected at work” went from 68% to 85%. Individuals reporting “high stress at work” dropped by 30% after they participated in the workshop on creating positive mindsets on the team. Individuals feeling burned out “often” dropped from 11% to 6%. Even in the midst of the massive organizational changes, the percentage of respondents who reported that they were happy at work went from 43% to 62%. We staggered the teams trained so we could effectively test in real time how different departments fared with the setbacks.Īs happiness researchers, we expected the departments exposed to the interventions to do better, but even we were surprised by the extent.įor the individuals who had not yet been exposed to the positive intervention, only 23% of the team members reported they were “very expressive of optimism at work.” That jumped to 40% after participating in the positive psychology culture training (measured six weeks after the intervention).
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In addition, the department leaders and staff were tasked with examining how to change existing work routines to create more happiness at work, like starting their meetings with three positives or adopting a praise and recognition program. You can even find orange hair nets and orange oxygen carts in some departments. Employees receive a Spark Award for spreading happiness through a kind act. When moms have new babies, the staff give the big brothers and sisters plush orange frogs called baby Sparks as a symbol of the kind character of the department. The staff from the organizational behavior department bought caterpillars for every department in the entire hospital and together released the Monarch butterflies after they hatched as a symbol of change. For example, in some departments, when people returned from vacation, their colleagues cover their offices with words of appreciation on orange post-it notes. The color “orange” was adopted to symbolize positive changes. Each department designed positive changes tailored to their subculture spanning from gratitude exercises, increased praise and recognition from managers, and team-based conscious acts of kindness.
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We worked with the medical center to roll out a series of positive psychology interventions department by department so we could test the effectiveness compared to groups that had not been exposed to the interventions.
Still, he felt it was important to focus on the company’s culture and hypothesized that positivity could help the center at this crucial time. In addition, they were asking staff to reduce their hours and take time off with or without PTO. He wanted to infuse more positivity into the culture at the medical center, but they were about to undergo two rounds of massive cost reductions and layoffs. Consequently, few leaders at Genesis were talking about happiness at work and Jordan Voigt, president of the largest medical center (Genesis Medical Center-Davenport), was facing a conundrum. This was true for many hospitals, which were experiencing the lowest profitability since the 2008 financial crisis.
Three years ago, Genesis Health System, which is comprised of five hospitals and a regional health center, was not profitable.
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