Efnisyfirlit

• Cover
• Title Page
• Copyright
• Dedication
• Preface
• Acknowledgments
• Introduction: An Overview of Workplace Wellness
  • A Guide to Using This Book
  • We Are Facing a Tidal Wave
  • The Billion-Dollar Dilemma
  • Change Is Hard
  • The Issue Is Bigger Than the Individual
  • The Classic Model for Workplace Wellness
  • The Classic Model Is Not Working Well Enough
  • The Factors That Make the Difference
  • Widening the Lens
  • Workplace Wellness That Works Is a Movement
• Section I: Start it (Workplace Wellness That Excites)
  • Step 1: Shift Your Mind-Set from Expert to Agent of Change
    • From Expert to Agent of Change
    • Elements of Being an Agent of Change
    • Get Ready for a Challenge
    • Wellness Movements Can Start at the Top
    • Wellness Movements Don't Always Start at the Top
    • Making Your Case
    • Spark “Mini-Movements”
    • Final Thoughts
  • Step 2: Imagine What's Possible
    • Create the Vision for the Movement
    • Early Pioneer in Imagining What's Possible
    • Visualizing What's Possible
    • Leverage Maslow to Move beyond “Health”
    • Health Is More Than a Physical Checkup
    • Keys to Living with Vitality
    • A Look at the Different Elements of Well-Being
    • Leveraging Maslow to Draw the Connections
    • Final Thoughts
  • Step 3: Uncover the Hidden Factors
    • What Is Culture and Why Does It Matter?
    • Companies That Invest in Culture
    • Why You Need to Understand the Culture
    • Culture Shapes Level of Engagement
    • A Negative Culture Can Undermine Workplace Wellness
    • Beginning to Uncover the Hidden Factors: Assess
    • Tap into What You Already Have
    • Draw Some Preliminary Conclusions
    • Going Low-Tech
    • Leverage Maslow to Assess the Culture
    • The 5 “F” Factors
    • Uncovering the Stories behind the Data
    • Initiate a Dialogue with Leaders
    • Final Thoughts
  • Step 4: Start with What's Right
    • The Strengths Revolution
    • Workplace Wellness Usually Starts with What's Wrong
    • Terror Tactics Don't Work
    • Flipping Around the Negative Vortex
    • The Happiness Advantage
    • The Well-Being Advantage
    • Identify the Bright Spots—Individual
    • Identify the Bright Spots—Organization
    • Reinventing How We Establish a Baseline
    • Final Thoughts
• Section II: Build it (Workplace Wellness That Grows)
  • Step 5: Take a da Vinci Approach to Change
    • Da Vinci in Action
    • Why a da Vinci Approach is Better
    • Building Your Internal da Vinci Team
    • Building Your External da Vinci Team
    • The Unexpected Players on Your da Vinci Team
    • Recruiting Leaders onto the da Vinci Team
    • Creating the Engine for Your Movement
    • Generating Ideas You Need to Build a Plan
    • Final Thoughts
  • Step 6: Go Stealth
    • The Discovery
    • The Difference
    • The Research Behind Going Stealth
    • What Leaders are Actually Focused On
    • Stress in the Workplace
    • What Employees are Actually Focused On
    • Going Stealth Starts with Renaming
    • The Master Spin Doctors
    • Top Opportunities for Going Stealth
    • Final Thoughts
• Section III: Make it Last (Workplace Wellness That Works)
  • Step 7: Create Meaning
    • Awareness Is Not Enough
    • Moving beyond Awareness to Incentives
    • Behavior Change: Easy to Start, Hard to Sustain
    • What Is Your Why?
    • Motivation Comes in Two Flavors
    • Participation versus Engagement
    • Theoretical Underpinnings of Extrinsic and Intrinsic Motivation
    • More Carrots and Even More Sticks
    • Money Can Get People in the Door—but It Won't Keep Them There
    • Are Some Forms of Incentives Better Than Others?
    • Should Incentives Be Used at All?
    • A Minefield of Unintended Consequences
    • So Now What?
    • Keys to Lasting Motivation
    • Competency
    • Autonomy
    • Relatedness
    • Purpose
    • Play
    • Moving Forward
    • Final Thoughts
  • Step 8: Design Nudges and Cues
    • What We Can Learn from Alice
    • What Are Nudges and Cues?
    • Nudges and Cues Make Behavior Change Easier
    • Nudges and Cues in Action
    • Early Pioneer of Nudges and Cues
    • Nudges and Cues Reinforce Well-Being on a Daily Basis
    • Examples of Real World Nudges
    • Some Nudges Require an Investment
    • Cues Are Important Cultural Prompts
    • The Research behind Nudges and Cues
    • Organizations Can Nudge and Cue People into Greater Well-Being—beyond Physical
    • Taking Action to Increase the Number of Nudges and Cues
    • Final Thoughts
  • Step 9: Launch and Iterate
    • The Iterative Advantage
    • Scientific Thinking Meets Design Thinking
    • The Research behind Launch and Iterate
    • More Research That Calls for a Launch and Iterate Approach
    • Launch and Iterate on an Individual Basis
    • Launch and Iterate on a Program-by-Program Basis
    • Launch and Iterate on an Organizational Level
    • Final Thoughts
  • Step 10: Go Global
    • Changing Trends in Global Health
    • The Rising Need for Well-Being
    • Start, Build, and Make It Last
    • The Bright Spots
    • Crossing Borders to Share Best Practices
    • Fostering an International Growth Mind-Set
    • Getting Started on Going Global
    • Every Workplace, Every Community
    • Final Thoughts
• Pull It All Together
  • Start It: Workplace Wellness That Excites
  • Build It: Workplace Wellness That Grows
  • Make It Last: Workplace Wellness That Works
  • Final Thoughts
• About the Author
• Index
• End User License Agreement

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