Changing employee expectations.

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Driven by evolving work environments, technological advancements, and shifting societal values, employee expectations have undergone significant change in recent years.

Now, a new study by Oracle that surveyed 1,000 employees and HR leaders in the UK has found that despite current economic uncertainty, worker expectations for pay, flexibility, and training are continuing to increase. At a time when many of those surveyed were worried about job stability, burnout, a lack of career growth, having to reduce their standard of living or take on a second job, 57% of them still had higher expectations than they did three years ago. Pay raises to meet inflation, flexible work options and more learning and development opportunities were seen as essential, with 89% of them saying they would walk away from a job that doesn’t meet their expectations, even during a recession whilst 55% were more worried about having the right job than the right salary.

What employees expect from employers is obviously changing and with recruitment and retention problems in many industries, organisations that don’t address these changed employee expectations may find it difficult to build a positive work environment, retain talent, foster productivity, and create a strong organisational culture that benefits both the employees and the organisation as a whole.

To address these changing expectations, employers should consider implementing the following strategies:

  • Flexible work arrangements, with remote and flexible options

  • Opportunities for continuous learning and career development.

  • The development of a strong company culture with a clear mission and purpose.

  • The embracing of diversity and inclusion initiatives and the creation of a sense of belonging for all employees.

  • Prioritising employee well-being and the creation of a supportive work environment.

  • Investment in technology and tools that improve productivity and collaboration.

  • Enhancing transparency and communication channels within the organisation.

By understanding and addressing these evolving expectations, employers can attract and retain top talent and create a positive work environment that promotes employee engagement and satisfaction. Failure to meet employee expectations can have negative consequences for both the employees and the organiation with detrimental effects on job satisfaction, employee retention, morale, teamwork, customer satisfaction, and the organisation's overall reputation. It is therefore essential for organisations to prioritise understanding and meet employee expectations to foster a positive work environment and achieve long-term success.

Passion into purpose

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Keywords

Resilience – Passion – Purpose – Female Entrepreneurs – Leadership – Values - Renewal

In this episode of Resilience Unravelled Julie Perkins. After a 20-year career with Specsavers which included opening up the business in the Netherlands and Northern Europe, Julie decided to use the experience and learning she’d gained to support female entrepreneurs as grow their businesses in a more seamless way.

Julie has witnessed the ins and outs of a business founded in a spare room and launched onto the world stage, to surviving cancer, to writing books (The Wyse Way) and hosting her own podcast, She is now sought after for her advice and guidance for decluttering the minds of female entrepreneurs, and translating experience and researched theories into a language that helps her clients to see the path to growth, whilst ensuring it remains an exciting adventure.

Main topics

  • Why we need to step back and stop ‘doing more and more’

  • Why we need to ask ourselves the right questions

  • Creating space between yourself and the purpose of the organisation

  • The importance of constantly renewing yourself

  • Fostering purpose led growth

 Timestamps

1.     Introductions. 00.00 – 04.51
2.    The greatest learning. 04.51 – 08.31
3.    Growth and success. 08.34 – 11.21
4.    Questions that give perspective. 11.21 – 17.33
5.    Learning through failure. 17.33 – 20.49
6.    Passion into purpose. 20.49 – 26.55
7.    Contact details and action points. 28.02 – 30.33

 Action items

Find out more about Julie at http://www.wyseminds.com

You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Recognising a toxic work culture

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With senior executives at ITV defending their work culture against allegations of bullying, trauma and discrimination, allegations of bullying against Dominic Raab and of misconduct at the CBI, workplace toxicity has never been so high-profile.  And recent research shows that these problems are a lot more common than you might think. In the US, around 30 million or one in nine workers consider their workplace toxic according to research from MIT Sloan School of Management, with the three main factors creating toxic cultures being bad leadership, toxic social norms, and poorly designed job roles.

These unhealthy and negative workplace environments can have detrimental effects on employees' well-being, job satisfaction, and productivity and are characterised by various negative behaviours, practices, and attitudes that hinder collaboration, growth, and a sense of belonging. So, if you’re looking to move jobs, what are the signs that an organisation is ‘toxic’?

1.     High employee turnover: A consistently high turnover rate may be an indication of a toxic work culture. People tend to leave in search of a healthier environment.

2.     Lack of trust and transparency: In a toxic work culture, there is often a lack of trust and transparency between management and employees. Important information is withheld, decisions are made without consultation, and communication is inconsistent or one-sided.

3.     Negative and gossip-filled environment: A toxic work culture often fosters negativity and gossip. If you frequently hear employees complaining, engaging in office politics, or spreading rumours, it suggests an unhealthy atmosphere.

4.     Micromanagement and lack of autonomy: If employees are excessively micromanaged and not given the autonomy to make decisions and contribute their ideas, it can indicate a lack of trust and a toxic work culture. Micromanagement can lead to feelings of frustration, disempowerment, and decreased job satisfaction.

5.     Lack of work-life balance: When work-life balance is disregarded, and employees are expected to work long hours consistently or are discouraged from taking time off, it can contribute to burnout and negatively impact well-being.

6.     Bullying or harassment: Any form of bullying, harassment, or discrimination within the workplace is a clear indication of a toxic work culture. This can include verbal abuse, insults, belittlement, or any behaviour that creates a hostile work environment.

7.     Lack of recognition and appreciation: In a toxic work culture, employees' efforts and achievements are often overlooked or undervalued which can lead to demotivation and decreased morale.

8.     Fear-based management: When fear and intimidation tactics are used to manage employees, it indicates a toxic work culture. Fear-based management can include threats of job loss, public humiliation, or unfair treatment.

9.     Resistance to feedback and change: Toxic work cultures often resist feedback and change. If suggestions for improvement are dismissed or met with hostility, and the organisation remains stagnant in its processes and practices, it suggests an unhealthy work culture.

10.  Physical and mental health issues: A toxic work culture can contribute to physical and mental health problems among employees. Increased stress levels, anxiety, depression, and physical ailments like headaches or sleep disorders may be prevalent.

Toxic workplaces are psychologically, emotionally, and physically draining so it’s best to avoid them completely. They can be difficult to spot though as the recruitment process puts leaders and teams on their best behaviour but research about the company prior to the interview and looking for the warning signs during the interview process could provide a heads-up.  Asking specific questions about work culture, expectations, employee turnover and workload and if possible, talking to current employees to get their perspective should also help avoid getting pulled in.

Be inspired by success ... and failure

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Keywords

Resilience – Success – Failure – Vision - Goals

In this episode of Resilience Unravelled, Dr Russell Thackeray talks to Jim Harshaw, a personal performance coach and host of the Success Through Failure podcast. Despite humble beginnings as the son of a construction worker and secretary, Jim became an NCAA Division I All-American wrestler and later the youngest Division I head coach in the country.

Jim initially struggled to achieve his goal of becoming an All-American wrestler but on the eve of his last season as a senior wrestler, he gave up on obsessing over the outcome and instead focused solely on putting in his best effort without worrying about whether it would lead to achieving his goal or not. This mindset shift allowed him to perform at his best and enjoy competing more than ever before.

Now as president of The Harshaw Group, his performance coaching firm, he has helped CEOs, entrepreneurs, Fortune 500 leaders, and athletes from the NFL, UFC, NCAA, and Olympics maximize their potential, build high- performing teams, and increase resilience by leveraging failure for successim. Jim emphasises that while having a vision and goals are important for success, it's equally crucial to let go of any fear or fixation on outcomes so that you can focus fully on performing your best in each moment without being held back by anxiety or pressure.

Main topics

  • The elements of the four-part framework for success

  • The importance of mental focus, hard work, and inspired action.

  • The importance of focusing on the process rather than the outcome.

  • How creating a vision in all areas of life (relationships, self, health, and wealth) is critical for setting goals that align with one's purpose

  • The importance of failure in personal growth

  • The need for infrastructure to support resilience in real-world situations

  • The difference between hard work and inspired action and the significance of having both in alignment with one's vision.

  • The importance of having a clear vision and values to create an environment of excellence.

  • Why having goals, micro-goals, coaches, and people around you is essential for achieving success consistently.

Timestamps

1: Introduction to Resilience Unravelled - 00:00-00:33
2: Four-part framework for success - 05:35-11:11
3. Applying the framework - 11:11- 17:57
4: Mindset and Performance Psychology - 18:22-22:43
5: Learning and Growth - 25:17-26:32
6: Conclusion and Call to Action - 27:39- 34

Action items

Visit Jim’s website, jimharshawjr.com/resilience to schedule a 30-minute conversation about how the framework applies to your life, or to listen to some episodes and access the action plans from those episodes.

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Combating proximity bias

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One way or another, most people have been affected by hybrid or remote working. It’s something that has fundamentally changed the way people work and although there have been many benefits, it has also introduced some new challenges.

The pandemic initially led to remote working patterns that created a level playing field in terms of communication or having a presence in the office. Now, with many organisations moving to permanent hybrid or home working schedules, it’s become increasingly important for these workers ‘left at home’ to feel they are represented in the workplace and don’t suffer from proximity bias.

This refers to the cognitive bias that occurs when individuals favour or give more weight to information, ideas, or people that are physically or geographically closer to them. It’s a tendency to rely on or prioritise information that is readily or easily accessible, often overlooking or undervaluing more distant or less accessible alternatives. In the workplace, managers are seen to give preferential treatment to workers they are more familiar with because they are physically ‘in the office’. Because they are visible, they are then seen as more productive or as having more dedication to their role.

This bias can limit exposure to different ideas, perspectives, and experiences, potentially leading to a narrower view or a limited understanding of an issue. This can be problematical for employees in that they can get left out of decision-making processes and project assignments, become disengaged and demotivated, which ultimately hinders their success, career, and wellbeing. From an organisational perspective these attitudes can alienate remote workers, divide teams, and damage the overall company culture.

Anyone can fall victim to proximity bias and either intentionally or unintentionally promote it, so it’s something leaders need to be aware of to ensure it doesn’t stop the promotion of inclusivity and diversity and allows the perspectives, knowledge, and insight of physically distant people to be heard.

Overcoming biases is an ongoing process that requires conscious effort and continuous self-reflection, and as remote work is here to stay, managers need to understand proximity bias and build strategies to reduce it.

The power of the subconscious

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Keywords

Resilience – Subconscious Mind – Emotions – Mind Body Healing - Balance

In this episode of Resilience Unravelled Dr Friedemann Schaub, MD, PhD a physician, researcher, personal development coach and author talks about mind-body healing and the importance of balancing emotions and thoughts for overall wellness.

Dr Friedemann shares his background as a physician specialising in cardiology, but how he eventually transitioned to focus on the mind-body connection and subconscious mind. Realising the enormous potential of conscious-subconscious collaboration, he extensively studied mind-activating modalities and became a certified master practitioner in Neuro-Linguistic Programming (NLP), Time Line Therapy TM and a certified trainer in clinical hypnotherapy. Based on this wealth of knowledge and experience, Dr Friedemann created a Personal Breakthrough and Empowerment Program specifically designed to eliminate deep-seated emotional baggage, self-sabotaging patterns and limiting beliefs that prevent us from leading productive, fulfilling, and balanced lives

Dr Friedemann’s research and advice has been featured among others in Nature Medicine, Oprah Magazine, Huffington Post, Reader’s Digest, Teen Vogue and Shape.  He is also the host of the internationally syndicated “Empowerment Radio” show and is a sought-out keynote speaker and expert on fear, anxiety, and human potential.

Main topics

  • Mind-body healing and starting the process of assessing people's balance

  • The pattern resolution process and using the language of the subconscious to find resolution for past events.

  • Working with the subconscious mind to overcome self-sabotaging patterns and beliefs that lead to disempowerment.

  • The need for people to take responsibility for their emotions and learn how to navigate through life in a more balanced or empowered way instead of relying solely on medication.

  • How past events can affect us emotionally and physically in the present and how to neutralise those patterns using subconscious language.

  • Living a fulfilled life by being true to oneself and avoiding patterns of people-pleasing or avoidance.

  • How individuals have the power to tap into their innate healing abilities by being more empowered in their own health journey.

  • The need for medicine to catch up with these ideas, as well as exploring deeper reasons behind emotions like anxiety and stress rather than simply medicating them away.

 Timestamps

1. Russell introduces the conversation and sets the tone for an authentic and free-flowing discussion. 00:01-00:20
2. Russell introduces Dr Friedmann and asks him about his background and location. 00:20-02:08
3. Dr Friedemann talks about his journey from being a physician specialising in cardiology to focusing on the subconscious mind and self-healing. 02:08-07:31
4. Russell asks Dr Friedemann about his book, The Empowerment Solution, and they discuss how it helps people reprogram their subconscious to switch from surviving to thriving. 20:11-23:30
5. Russell asks Dr Friedemann about the language of the subconscious and how it understands visualisations. 23:30-24:37
6. Russell asks Dr Friedemann about the pattern resolution process and how it helps people learn from their past and find resolution for events. 24:58-26:29
7. Russell and Dr Friedemann discuss how to find your purpose and where to find Dr Friedemann's book. 28:47-30:35
8. Russell and Dr Friedemann wrap up the conversation and discuss future plans. 31:35-36:26

Action items

  • Purchase Dr Friedemann’s award-winning book The Fear + Anxiety Solution: A Breakthrough Process for Healing and Empowerment with Your Subconscious Mind.

  • Find out about his  Personal Breakthrough and Empowerment Program

  • Visit his website doctorfriedemann.com.

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Optimise your teams through psychological safety.

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Psychological safety, the belief that you can express thoughts, ideas, and concerns without fear of negative consequences such as ridicule, embarrassment, or punishment has been found to be essential to the success of an organisation. This has been shown recently in research from Google’s Project Aristotle where psychological safety was found to be the single most important factor for effective teams.

Now, with the lack of equity, diversity, and accessibility, falling levels of retention and productivity and a rise in burnout all pointing to people feeling unsafe and unhappy in their workplaces, surely, it’s time for the psychologically safe workplace to play a key role in optimising teams.

In a psychologically safe environment, people feel comfortable taking interpersonal risks, sharing their opinions, and being vulnerable without the fear of being judged or criticised. This sense of safety promotes open communication, collaboration and innovation within a group or organisation. People are more likely to engage in constructive dialogue, provide feedback, and contribute to problem-solving efforts which also enhances creativity, productivity, and overall team performance.

To be effective psychological safety needs to be taken up by employees at all levels in an organisation. Team culture reflects the actions of its leaders so to establish and maintain a psychologically safe workplace, leaders must consistently adopt inclusive behaviours to build new team norms over time and identify when an employee’s threat responses are triggered, and how to effectively deal with them.

Overall, psychological safety creates a supportive, inclusive, and collaborative work environment that enables teams and individuals to perform at their best, contribute their unique perspectives, and drive organisational success. Conversely, when psychological safety is lacking, people may hesitate to speak up, withhold their opinions, and avoid taking risks. This can lead to a culture of silence, poor decision-making, and stifled innovation within a team or organisation.

By prioritising psychological safety, organisations can create an environment where individuals feel valued, empowered, and motivated to contribute their best, leading to higher levels of collaboration, innovation, and overall well-being.

Grief, loss and resilience

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Keywords

Resilience – Grief – Loss - Purpose

In this episode of Resilience Unravelled Dr. Russell Thackeray talks to Marv Weidner about his experience with grief after losing his wife to cancer in 2017. After he lost his wife, Marty, Marv was unsure how to find the resilience and sense of purpose to begin living his life again. With the help of Carol, a counsellor for over 22 years who specialises in grief, Marv learned valuable lessons about facing grief head-on, embracing loss as an integral part of life, staying present in the midst of trauma, de-stressing in healthy ways, and reaffirming or discovering a new sense of purpose. 

Marv discusses the intense physical, emotional and spiritual impact of grief, as well as the importance of embracing it rather than pushing it away and also talks about rediscovering a sense of purpose after loss and how living with an open heart has become his new purpose. Marv also discusses his new book, "When the Rocks Sing," which serves as a guidebook and handbook for those who have experienced loss. The title of the book comes from an experience Marv had on a rocky beach in New Zealand where he was able to hear rocks chattering against each other due to having a calm mind and clear heart The book grew out of journaling during the grieving process and has been both cathartic and thought-provoking for him.

Main topics

  • Rediscovering a sense of purpose after loss

  • Understanding and characterising grief

  • Why embracing loss and similar challenges is an integral part of life

Timestamps

1: Introduction to Resilience Unravelled with Dr. Russell Thackeray - (00:00-00:06)
2: Setting the scene with Marv Weidner - (00:27-01:31)
3: Understanding Grief and its Nature - (02:49-04:50)
4: Characterising Grief and Dealing with Loss - (05:04-07:37)
5: Rediscovering Your Sense of Purpose - (10:08-12:30)
6: Writing as a Tool for Coping with Grief - (13:43-15:51)
7: A Guidebook for Grief and Loss - (15:22-16:13)
8: The Title "When the Rocks Sing" and Its Significance - (16:25-17:08)
9: Engaging the Grief Process and Finding Peace - (17:51-19:12)
10: Conclusion with Marv Weidner - (19:33-19:34) 

Action items

Contact Marv Weidner through Facebook

Read his book When the Rocks Sing

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Are you ‘rusting out’ at home?

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Following on from quiet quitting, the next trend to hit the workplace seems to be ‘Rusting out’, the term used to describe a state of disengagement and apathy that can occur when someone feels unchallenged or unfulfilled in their work. It’s something that’s often associated with feelings of boredom and stagnation and can lead to a decline in motivation and productivity.

The benefits of ensuring employees are engaged is well established and is of course paramount for business growth. Finding the right work environment is therefore essential and, whilst working from home and hybrid working options really suit some people, others find being away from the office leaves them feeling less connected or engaged by work and at risk of ‘rusting out’.

There are several varying factors such as personality, work environment, job characteristics, and personal circumstances that can contribute to it, for example the nature of the work itself can play a significant role in preventing rust out. If the work is inherently unchallenging or lacks variety, it can lead to monotony and reduced motivation, regardless of whether one is working from home or in a traditional office setting. Employers should therefore strive to provide stimulating and meaningful work assignments to maintain employee engagement and prevent rust out.

Additionally, the increased autonomy and flexibility working from home provides allows individuals to have more control over their work schedules and environment. This can be beneficial as it provides an opportunity to manage work in a way that suits individual preferences and needs. Having control over one's work can help prevent rust out by promoting a sense of ownership and engagement but the lack of social interaction that can occur when working remotely is a real red flag. Social connections and interactions with colleagues are important for motivation and engagement in work so if an individual feels isolated and lacks opportunities for collaboration and socialisation, it may increase the risk of rust out.

The blurring of boundaries between work and personal life can be another problem. A lack of clear routines can make it challenging to maintain a healthy work-life balance because without proper boundaries, people may find themselves constantly working or struggling to separate work-related tasks from personal activities. This lack of structure can contribute to feelings of monotony and eventually lead to rust out.

Like its distant cousin ‘burn out’, ‘rust out’ can have a real negative impact on an individual's well-being and performance. Recognising the signs and taking appropriate steps to address the underlying causes is essential to restore motivation, engagement, and overall satisfaction in work and life. To mitigate the risk of ‘rust out’, it's important for individuals and organisations to establish effective communication and social connections, prioritise work-life balance, and ensure that work tasks remain engaging and meaningful!

 

Connecting inquiry

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Keywords

Resilience – Science – Spirituality – Positive Change

In this episode of Resilience Unravelled Susan Bauer-Wu discusses her background in nursing and meditation research and how she became President of the Mind and Life Institute. This is an organisation co-founded by the Dalai Lama in 1987 that aims to bring science and contemplative wisdom together to better understand the mind and create positive change in the world. In her work with Mind & Life, Susan has championed “human-earth connection” as a priority.

Susan began her career as a registered nurse specialising in oncology and end-of-life care, and later completed PhD studies in psychoneuroimmunology. She has held leadership, teaching, and clinical positions in non-profits, higher education, and health care, and is the author of Leaves Falling Gently: Living Fully with Serious & Life- Limiting Illness through Mindfulness, Compassion & Connectedness.

Main topics

  • Connecting inquiry with important issues in the world today, including climate change.

  • Reversing climate crises through heart-based practices.

  • Bridging science and contemplative wisdom to create positive change in the world.

  • The need for resilience and political will in addressing climate change

  • The challenges of changing capitalism and overcoming prejudice against women like Greta Thunberg.

Timestamps

1:  Introduction of speakers. Susan introduces herself and her role in Mind and Life Institute- 00:00-01:54
2. Mind and Life Institute.  Susan talks about Mind and Life as an incubator for meditation researchers, shares the history of the first Mind and Life dialogue and talks about the 35 years of archival footage that Mind and Life has recorded - 02:08-04:03
3. A Future We Can Love. Susan talks about the importance of connecting inquiry with real-world issues - 06:31-07:34
4. The urgency of the climate crisis - 08:34-09:30
5. Susan talks about her latest book; A Future We Can Love - 20:45-22:37
6. The Climate Emergency feedback loops videos - 22:10-22:37
7. Capacity for Change. The capacity for humans to change their behaviour - 26:40-27:34.
8. The concept of wonderment or awe - 27:34-28:22
9. Taking Action. The importance of taking action - 28:22-29:18

Action items

To learn more, please visit Mindandlife.org.
Purchase Susan’s latest book A Future we can Love.

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Building Emotional Resilience: Tools for Managing Stress and Setbacks by Edrian Blasquino

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Stress is inevitable. That's why it is crucial to understand it, its causes, and how to manage it better. While stress has its benefits, too much of it can be dangerous. 

Stress happens when it detects a threat (or stressor), and the body quickly goes on high alert but quickly recovers once it passes. These stressors include health, job, finances, family, race and gender discrimination, and daily hassles. If these stressors persist, your body might be in a permanent state of high alert, resulting in problems in focusing, bad moods, professional burnout, and mental and physical health. Stress could also result in weight gain, especially during ovulation for women. However, chronic stress can cause the body to operate abnormally, leading to health issues like heart disease, high blood pressure, diabetes, depression, and anxiety. 

But you need to know that understanding and being prepared for stress can make it easier to get through it. And controlling our well-being can help in our ability to bounce back from a stressful situation. Some of us refer to managing and overcoming stress as resilience. 

In this article, we'll talk about developing resilience so you can manage stress and setbacks in your everyday lives.

The Importance of Resilience

Resilience (or resiliency) is the ability to adjust and bounce back when things don't go as planned. Resilient people don't wallow in failure or spend too much time reflecting on it; instead, they accept the situation, admit their faults, and move on.

There are three essential factors for resilience:

Challenge: Resilient people see difficulties as challenges rather than terrifying occurrences. They perceive errors and mistakes as chances for progress and lessons to be learned. They don't see them as an insult to their intelligence or sense of worth.

Commitment: Resilient people have a strong purpose to get out of bed in the morning because they are committed to their life and ambitions. They dedicate themselves to their friendships, relationships, issues they care about, and religious or spiritual convictions in addition to their work.

Personal Control: People with high levels of resilience concentrate their time and effort on the circumstances and events they can affect. They feel empowered and confident because they focus their efforts where they will make the most significant impact. People who spend a lot of time worrying about things they cannot control frequently feel lost, useless, and unable to take any action.

How to Manage Stress and Develop Emotional Resilience

Managing stress and developing stress is crucial for one's health. Stress can lead to numerous physical, emotional, and mental health problems, such as weight gain, contagious burnout, and depression, among others. These are some advice that you can use:

Recognise Stressors and Combat Them

When you're stressed, your body will let you know with symptoms like difficulties concentrating, headaches, cold hands, tight muscles, an anxious stomach, clenched teeth, feeling on edge, fidgety, irritable, or withdrawing. You can cope with stressful situations by being aware of your body's signals. Learn to identify these feelings, either to oneself or a friend, and label them. Take action to counter their effects after that. For instance, you can relax and release tension by deep breathing, stretching, taking a stroll, writing down your thoughts, and setting aside some quiet time to concentrate.

Take Time for Yourself

Make looking for yourself a daily habit. It may mean saying "no" to requests or setting your needs above your obligations, but it is not being selfish or indulgent. Make minor adjustments to your routine to help you become more resilient to stressful situations. Work to finish in time to go to bed, exercise, eat well, and relax. Consider a personal laundry service, so you could have more time to do the things you enjoy. Adding exercise to your routine, which for some may include yoga or meditation, can be crucial when you're feeling stressed. Spending some time every day looking for the "good minutes" or doing something you enjoy, like reading a book or listening to music, can help you shift your focus from the terrible to the good.

Adopt New Habits

The additional structure can give your day a framework that enables you to pay attention to your body's signals, from arranging showers and bedtimes to blocking off time to plan and prioritize chores. Then, you might start taking action to manage stress sooner than before.

Connect and Meet New People

Thanks to technology, maintaining contact with loved ones, friends, and groups is now simpler than ever. Being or having a conversation partner can be comforting and reassuring. Also, using videos for discussions over the phone or online might improve their connection.

Reframing Problems

Consider sitting in traffic or doing chores around the house as an opportunity to enjoy music, podcasts, or beautiful vistas, as experts refer to altering how we think about and react to stress as "reframing." Consider what might happen in a rude behaviour to help you control your anger in return. Keeping things in perspective is crucial for enhancing stress resilience. In addition, you should think positively and make plans before tackling problems. Reframing is something you can practice and get better at over time.

Seek Help

Many people experience the same daily stresses brought on by caring for others, relationships, health, employment, and money. If possible, look for advice and information from friends, relatives, or other reliable sources.

Final Thoughts

One must develop resilience and stress management abilities to succeed in today's demanding world. Individuals can develop the inner strength required to overcome obstacles and maintain well-being by understanding the nature of resilience, fostering emotional well-being, developing problem-solving and adaptability skills, cultivating a supportive network, and engaging in mindfulness and stress management practices. Unlock your potential for success by adopting resilience and stress management as lifelong practices.


A leader must have the tools and resources to build resilience to lead your team better. To help you, QED Organisational Development is an innovative company that assists organisations in improving performance and results. In this demanding industry, they are experts in helping you stay resilient and connected. Click here to learn more about their services.

About the author

Edrian Blasquino is a dedicated college instructor and licensed professional teacher, committed to inspiring and empowering students through innovative techniques and real-world applications to make education relevant and impactful. With a focus on fostering critical thinking and creativity, he strives to create an engaging and inclusive learning environment, continuously adapting his teaching strategies to meet the needs of diverse learners.

Tap into your natural strengths

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Keywords

Resilience – Perpetual Style Theory – Perception - Senses

In this episode of Resilience Unravelled, Dr Russell Thackeray talks to Lynda-Ross Vega, and Gary Jordan about their Perceptual Style Theory which focuses on a strengths-oriented approach that helps people understand what they do well.

Lynda-Ross has over 35 years of experience in senior management and as a business owner/entrepreneur and is an expert at harnessing the power of perception to help individuals and organisations implement change, empower collaboration, and develop talent.  Gary has over 40 years of experience in clinical psychology, behavioral assessment, individual development, and coaching. He earned his doctorate in clinical psychology from the California School of Professional Psychology-Berkeley in 1980. In 1983 he joined forces with Lynda-Ross Vega and created Perceptual Style Theory™, a revolutionary psychological assessment system that provides the answers for people to tap into their natural strengths and find more meaning and satisfaction in life. 

Perceptual Style Theory identifies six different styles based on how people perceive the world through their senses. The six styles are vision, goals, methods, adjustments, flow, and activity and each style has relationships with its neighbouring styles as well as opposites and one-offs. Activity is described as being focused on people and networks while building meaning through personal experience. Adjustments make meaning through observation and see complexity in things.

Each style has its own unique characteristics and strengths and Lynda and Gary emphasise the importance of self-awareness in understanding one's own style and how to use it effectively. They also suggest that understanding other people's styles can improve communication and relationships.

Main topics

  • How Perpetual Style Theory helps people understand their natural and acquired skills.

  • The different styles involved in the Perpetual Style Theory

  • How the tool can be useful for self-awareness and communication

  • The importance of self-awareness

 Action items

You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Social media and the rise of toxic positivity.

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During the pandemic many people found that maintaining a positive outlook helped them to cope. However, positivity can be a two-edged sword and, whilst it’s generally good for our mental health, unrelenting optimism or ‘toxic positivity’ can make us feel a whole lot worse.

The phrase ‘toxic positivity’ refers to the excessive and unhealthy promotion of positive thinking and the denial, invalidation, or suppression of negative emotions or experiences. It occurs when people are encouraged to always maintain a positive attitude, even in the face of genuine challenges, difficulties, or hardships. No matter how bad a situation looks, positivity needs to be maintained and anything that triggers a negative emotion must be rejected.

This pressure to always maintain a positive attitude can be exacerbated by social media platforms where people showcase their accomplishments, happy moments, and positive experiences. A constant stream of curated content can create unrealistic expectations and make others feel inadequate or flawed if their lives don't match up. Seeing other people’s seemingly perfect lives can create a sense of pressure to portray oneself in the same way and lead to feelings of inadequacy and anxiety. As content users share will favour positive experiences and achievements, the illusion that everyone's lives are consistently positive and perfect further reinforces toxic positivity.

Because social media platforms thrive on likes, comments, and shares, users may seek validation and approval through positive feedback and engagement resulting in a tendency to focus on presenting a positive image to garner more attention and affirmation. This further perpetuaties toxic positivity and encourages the dismissal or invalidation of negative emotions. People may feel pressured to quickly move past challenges or hardships, suppressing their true feelings in favour of maintaining a positive image which can lead to a lack of emotional authenticity and hinder genuine connection and support.

It is important to remember that social media itself is not inherently toxic or negative. It can be a powerful tool for connecting, sharing experiences, and spreading positivity. However, the way in which it is used and the behaviours it can encourage may contribute to the perpetuation of toxic positivity, so it is essential people are mindful of these influences and cultivate a healthy balance between sharing positivity and acknowledging the full range of human emotions and experiences.

Whilst negative emotions are seen as a failure or weakness and are unpleasant and hard to deal with, they are important and need to be dealt with openly and honestly and although it’s undeniably a good thing to look on the bright side and be grateful for what we have, it’s also important to acknowledge and listen to our emotions – even when they’re not as pleasant.

 

Negotiate differently

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Key Words

Resilience  - Negotiation – Conflict Resolution – Mindset – Authenticity – Bias – Cultural Difference

In this episode of Resilience Unravelled, Dr Russell Thackeray talks to Beth Fisher-Yoshida, a global expert and educator in intercultural negotiation and communication. She’s the program director of Columbia University’s Master of Science in Negotiation and Conflict Resolution and a negotiation consultant for the United Nations. IN this podcast Beth talks about how everyone can make a difference by being open to learning how to negotiate differently.

Beth talks about negotiation and conflict resolution and the importance of having a flexible mindset when operating in different cultures or dealing with conflicts, the challenges posed by media polarisation and the loss of objective news reporting. She also touches on the importance of debate and learning from arguments, even if one doesn't "win."

Beth highlights the importance of being open-minded, adaptable, and respectful in relationships and learning, the challenges of bias and cultural differences that affect negotiations and the different contexts in which negotiations occur. She also outlines the tools and skills necessary for successful negotiations as well as the need to be both a teacher and a learner. She then touches on the concept of authenticity, emphasising that it does not mean being uncontrolled or inflexible but rather embracing all facets of oneself while adapting to different contexts.

Main topics

  • The importance of having a flexible mindset when operating in a different culture

  • The importance of listening and considering another person's point of view

  • Tools and techniques for negotiation

  • The language of conflict resolution

  • The importance of debate

  • How you can learn from losing an argument

 Timestamps

1: Introduction - Russell Thackeray introduces Beth Fisher-Yoshida - 00:00-00:23
2: Background - Beth talks about her background and how she got interested in conflict resolution and negotiation - 02:02-03:29
3: Language and Conflict Resolution - Russell asks Beth about the development of language in conflict resolution and negotiation - 04:32-05:53
4: The Art of Debate - Russell and Beth discuss the importance of debate and the possibility of losing an argument while still learning from it - 08:21-09:01
5: Learning and Adapting - Russell and Beth talk about the different ways of learning and adapting to different cultures and environments - 11:23-13:42
6: New Story, New Power: A Woman's Guide to Negotiation - Beth talks about her book, New Story, New Power, and its contents and structure - 17:34-20:12
7: Negotiation Tools and Techniques - Russell asks Beth about some of the tools and techniques for negotiation that are discussed in her book - 20:20-21:17
8: Real-Life Examples - Russell Thackeray and Beth Fisher-Yoshida discuss some of the real-life examples of negotiation that are presented in her book - 21:17-22:45
9: Conclusion - Russell Thackeray and Beth Fisher-Yoshida wrap up the conversation and discuss how to find out more about Beth Fisher-Yoshida and her book 24:02-25:06

Action items

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Leveraging personal connections. It’s an age thing?

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Nepotism can take many forms but, however it appears, it’s seen as unethical, leading to a lack of fairness and objectivity in decision-making processes and of creating a negative perception of an organisation that results in reduced trust and respect among employees and stakeholders. Now, a recent survey of 2,000 working age UK adults carried out by ethical hiring experts Applied has looked at the role ‘nepotism’ plays in hiring and how the workforce feels about leveraging personal connections to get ahead. 

The research found that 42% of those surveyed had gained a job or job offer after a referral from a personal connection, that men were 33% more likely to have benefitted and that  younger workers, 68% of Gen Z and 60% of Millennials benefitted compared to 25% of over-55s. 24% of the Gen Z workers were unemployed beforehand with 49% entering into entry or junior roles, 27% into middle-management positions and 14% into a senior management role. This would suggest that personal connections play a critical role in helping younger workers with little to no work experience get a foothold on the employment ladder.

There is also a age difference in how people felt about taking advantage of a personal connection to advance their career, 77% of workers across all age groups said that they would but Gen Z respondents were most likely to feel morally conflicted about it with 60% of 18-24 year olds saying they disagreed with leveraging personal connections to land jobs “on principle” or as a matter of ‘fairness’ compared to 41% of over-55s. However, older workers who disagreed with “nepotism” were more likely to stick to their principles. Of the 60% of Gen Z respondents who disagreed with nepotism on principle, 75% said they would take advantage of it anyway. By comparison, 41% of over-55s who thought nepotism was unfair, just 33% said they’d go ahead.

The findings also suggested that some people are worried that nepotism might change how they are perceived by friends and colleagues. This seems to be a bigger issue for older workers with 51% of over-55’s surveyed saying they’d feel comfortable telling friends or colleagues they’d landed a job through a personal connection, compared to 68% of 18-24 year olds, suggesting that younger workers are more prepared to embrace who they know rather than what they know.

In today’s workplace nepotism is a concern for people of all ages and, as the workforce becomes increasingly diverse and globalised, it's important for organisations to prioritise fairness and inclusivity in order to attract and retain top talent from all backgrounds. One-way organisations can address the issue of nepotism is by implementing clear policies and guidelines around hiring, promotion, and other personnel issues so decisions are made based on merit and qualifications, rather than personal connections or biases.

Another approach is to focus on creating a more diverse and inclusive workplace culture, which can help reduce the influence of personal connections and create opportunities for people from all backgrounds to succeed based on their skills and abilities. This may involve initiatives such as unconscious bias training, mentorship and sponsorship programs, and diversity and inclusion task forces or committees.

Ultimately, it's important for organisations and individuals to recognise the negative consequences of nepotism and strive to create a culture of fairness and equal opportunity, based on merit and qualifications, rather than personal connections.

What constitutes value?

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Keywords

Resilience – Valuepreneurship – Productivity – Value – Perspective

In this episode of Resilience Unravelled, Dr Russell Thackeray talks to Sanjeev Loomba, a distinguished business leader and an expert in the field of Valuepreneurship™. Sanjeev has worked with leaders from major companies like Johnson & Johnson, Vodafone, Reckitt Benckiser, Cognizant and in this podcast he shares his background, starting as a junior auditor, his disillusionment with the way business was done and eventually of establishing his own company Real Potential. He also talks about his journey in industry as a finance director, marketing director, strategy director and CEO of different corporations across different countries and industries.

He also talks about his methodology valuepreneurship, which is about looking at the world differently and focusing on end impacts for customers or whoever they serve to drive productivity up. His book, The Ninth Gear, provides a method for implementing valuepreneurship and is divided into five sections with a focus on understanding what constitutes value. The first section focuses on establishing a culture and understanding value. The second section is about developing strategy for any profession or pursuit. In the third section, Loomba encourages readers to examine their mindset and become resilient leaders. The fourth section explores what it means to be a leader in today's world, while the fifth and final section addresses unifying people and building relationships. Sanjeev believes that his book can benefit anyone pursuing a professional career, from CEOs to small business owners, sportspeople or musicians etc.

Main topics

  • the importance of perspective and context in understanding value, and how organisations can become too siloed

  • the concept of valuepreneurship, where individuals prioritise making an impact on others over selling products or services

  • the need for collaboration and calculating return on investment to show the value of decisions.

 Timestamps

1: Introduction and greetings - 00:00-00:25
2: Sanjeev's Background and Approach - 00:41-02:08
3: Sanjeev's approach to looking at the world differently and finding hidden talents - 05:12-05:59
4: Sanjeev's example of helping a company re-strategise and think about the impact of their work - 06:12-09:45:
5: Sanjeev's ability to make discontinuous leaps and links between different subject areas - 10:10-13:18
6: The importance of perspective and context in developing resilience - 13:54-15:03
7: Overview of Sanjeev's book, "The 9th Gear” - 24:36-30.50
8: Conclusion

Action items

You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

The benefits of team collaboration.

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A highly-motivated and engaged workforce that's in-tune with one another not only improves productivity and efficiency, but also the long-term well-being of individuals as well as enabling better idea-sharing and problem-solving.

A recent Stanford University study highlighted the benefits of effective team collaboration by showing that employees who were primed to act collaboratively stuck to their task 64% longer than those that worked alone, The research also reported higher engagement levels, lower fatigue levels and a higher success rate whilst another report by the Institute for Corporate Productivity showed that a collaborative approach helps companies by revealing that firms promoting collaborative working are five times more likely to be high performing.

Team collaboration refers to the process of working together towards a common goal or objective. In a collaborative team environment, individuals come together to share ideas, insights, and knowledge to achieve a shared goal and this is essential for achieving success in any organisation, as it allows individuals to leverage their unique strengths and expertise to create innovative solutions and drive results. When teams collaborate effectively, they achieve better outcomes than individuals working in isolation, by drawing on the diverse perspectives and experiences of all team members.

To foster effective team collaboration, it's important to establish clear communication channels, roles and responsibilities, and to set expectations around how individuals, teams and departments work together. This may involve defining shared goals and objectives, establishing processes for sharing information and ideas, and providing feedback and support to team members.

It is also essential to build a positive team culture that encourages openness, trust, and mutual respect among team members that will promote a growth mindset, continuous learning and development, and the recognition and celebration of individual and team achievements. The correct tools are also required so collaboration software and tools, such as project management software, communication platforms, and file-sharing tools, as well as training and support to help individuals use these tools effectively need to be in place.

Collaboration is all about making staff feel part of a team that is working towards the same goals so when everyone is fully invested and pulling in the same direction, the end result will be far more positive, for both the team and the company.

Ultimately, team collaboration can lead to more effective and efficient work processes, improved outcomes, and a stronger sense of community and purpose within organisations.

Future proof your organisation

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Keywords

Resilience – Future Proofing – Adaptive Transformation – Processes and Systems

In this episode of Resilience Unravelled Lisa L. Levy an author, speaker, coach, consultant, and entrepreneur talks about future proofing your organisation. Lisa is the author of  Future Proofing Cubed and founder of Lcubed Consulting, a management consulting firm that focuses on aligning  people, processes and technology.

Her secret sauce to success is leveraging key elements of Project Management, Process Performance Management, Internal Controls, and Organisational Change Management to build teams with the skills and capabilities to drive strategic results. Lisa focuses on helping her clients narrowed down the top 3 challenges they usually face:
Clarity - complete analysis to identify your business & revenue inhibitors.
Enablement - mind control empowerment for your entire team and organisation
Performance - clear objectives and frequent accountability and performance review

Main topics

  • The importance of processes in organisations and the need to break them to be more innovative and efficient.

  • The importance of process building, system design, and leadership management in future-proofing an organisation.

  • The challenge of aligning people, processes, and technology to achieve organisational goals.

  • The need for effective communication and training to ensure the successful implementation of systems and processes.

  • The importance of adaptability, innovation, and ideation in business.

  • The need to constantly generate new ideas to stay ahead of competitors and avoid stagnation.

  • The importance of learning from failures.

  • The lack of understanding of process and statistics among managers.

  • The need for businesses to be agile and adaptable in order to succeed in an ever-changing world.

Timestamps

1: Introduction from Dr Russell Thackeray - 00:01-00:38

2. Lisa’s background - 01:31-02:30:

3. Russell asks Lisa about her concept of future proofing - 04:48-05:57:

4. Lisa explains her adaptive transformation framework and how it can be used by companies of any size - 05:26-06: 34:

5. Russell asks about Lisa’s personal background and experience with future proofing.06:47-07:39:

6. Russell asks Lisa about the critical processes that business owners and board members need to be aware of to future proof their organisation - 13:41-15:25

7. Lisa discusses the importance of organisational change management and leadership in future proofing - 15:26-17:03:

8. Lisa discusses her book, Future Proofing Cubed, and its focus on the Adaptive Transformation Frameworks - 20:06-21:13

9. Lisa describes her favourite chapter in the book, which addresses the problems that keep leaders up at night - 21:27-22:35:

10. Russell and Lisa discuss the importance of ideation and learning in future proofing. - 26:06-26:41

11. Russell thanks for her time and asks how listeners can find out more about her - 27:28-29:45:

Action items

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Never go back? 

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When people resign from a position it generally means they’re finished with that company permanently but that's not always the case. Following the Great Resignation, a large number of people are going back to their former workplaces as returning employees. In fact, a recent study by UKG shows that 43% of people who quit their jobs during the pandemic think they were better off in their old job with almost 1 in 5 of those who left jobs during the pandemic returning to their previous employer.

People can change jobs for many reasons such as improved salary, increased job security, flexible work options or simply a change of scenery but, during the pandemic, many of these things took on greater importance. Organisations entered a survival rather than an expansion mode so there were few new opportunities, which left employees, stuck in their role with limited options for change. Many decided to move elsewhere but now, as the pressures of the pandemic recede, their original companies are coming back with new opportunities and working conditions. So, as the original reasons for leaving lessen, we’re seeing the rise of the boomerang employee!

A boomerang employee is someone who leaves their organisation but then chooses to return after a period of time and it's a move that can be beneficial for both the employee and the organisation. For the employee they may bring new skills, perspectives, and experiences gained from their time away and these new credentials can be useful tools for negotiating a return to a higher position, improved pay or a more flexible work arrangement. Organisations may benefit from boomerang employees because they already have an understanding of the company culture, policies, and procedures, which can mean lower training and on-boarding costs. Because they want to return, whether its because they miss the culture, people or work itself, they will be motivated and want to succeed which can only be good for productivity and overall performance. 

There are a few downsides though. Returners may be coming back to the same problems they faced previously, they may just want to return to their comfort zone and there could be personnel issues with employees who stayed with the organisation and have not been promoted. Some organisations may have a different mindset around rehires. Given that these employees have already left once, does it appear to be rewarding disloyalty and encouraging other employees to leave and, if companies are looking at re-hiring former workers, where does that leave the labour market going forward?

The pandemic has delivered many new social and work trends and one is the opportunity for employers to engage with and truly listen to what their workers want and need. Maybe, as well as being an indicator of what motivates people to leave a job, boomerang employees could show what could make them stay?

Beyond DeepFakes: Navigating Ethical Challenges and Building Trust in Generative AI by Bash Sarmiento

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 The application of generative AI has seen immense growth in recent years, and ethical challenges must be considered.

A generative AI is a type of artificial intelligence that creates new outputs from existing data, and can generate human-like photographs that look almost real. This technology has the potential for great good but also presents ethical challenges and risks. In this article, we will explore the meaning of deep fakes, the ethical challenges associated with their use, and the importance of building trust in generative AI.

Understanding DeepFakes

DeepFakes are manipulated or synthesised media, such as videos or images, created using deep learning algorithms. They use generative adversarial networks (GANs) to generate or alter content that appears highly realistic and often deceiving.

DeepFakes gained attention for creating realistic but fabricated videos where people appear to say or do things they never did. They raise ethical concerns due to their potential for spreading misinformation, manipulating public opinion, and violating privacy. While not inherently malicious, the misuse of DeepFakes has sparked discussions about their ethical implications and the need for detection methods and public awareness.

Ethical Challenges in Generative AI

Ethical challenges in generative AI arise from the potential consequences and implications of AI systems that can generate content, such as images, videos, and text, with increasing levels of realism. Here are some key ethical challenges in generative AI:

Misinformation and Manipulation

Generative AI can create highly effective fake content, raising concerns about the spread of misinformation and manipulation.This can have significant consequences in journalism, politics, and public discourse, where AI-generated content can deceive or manipulate audiences.

Privacy and Consent

Generative AI systems often rely on large datasets, including personal information, to learn and generate content. The use of personal data without consent or knowledge of individuals can infringe upon privacy rights.

Bias and Discrimination

Generative AI systems learn from existing data, which can contain biases and prejudices in the training datasets.

If not properly addressed, generative AI can perpetuate and amplify existing biases, leading to discriminatory outcomes in generated content. This can exacerbate societal inequalities and reinforce stereotypes.

Intellectual Property and Copyright

Generative AI raises challenges regarding intellectual property rights.

AI systems can generate content that resembles existing works, raising questions about copyright infringement and ownership. Determining the boundaries between creative inspiration, fair use, and plagiarism becomes more complex when AI generates content.

Authenticity and Trust

As generative AI becomes more advanced, distinguishing between AI-generated and authentic content becomes increasingly difficult. This erosion of authenticity can undermine trust in media, institutions, and individuals. Verifying the integrity of information becomes challenging and can lead to scepticism and doubt.

Unintended Consequences

The deployment of generative AI systems can have unintended consequences. AI-generated content can be exploited for malicious purposes, such as deepfakes for defamation, harassment, or social engineering. The potential for misuse and harm requires careful consideration and safeguards.

Building Trust in Generative AI

Building trust in generative AI is crucial to mitigate ethical concerns and ensure the responsible and beneficial use of the technology. Here are some key approaches to building trust in generative AI:

Transparent Algorithms and Explainability

Enhancing the transparency of generative AI algorithms helps users understand how the AI system generates the content and makes decisions. Providing explanations and interpretability can increase trust by enabling users to evaluate the reliability and fairness of the generated content.

Robustness and Detection Mechanisms

Developing robust generative AI systems that are resilient to adversarial attacks and manipulation is essential. Implementing effective detection mechanisms to identify AI-generated content and distinguish it from authentic content helps build trust by enabling users to verify the authenticity and reliability of the media they encounter.

Regulation and Policy Frameworks

Establishing clear regulatory frameworks and industry standards for developing and deploying generative AI technologies can help build trust. Regulations can address privacy, consent, intellectual property rights, and the responsible use of generative AI, providing a foundation for ethical practices and accountability.

Education and Awareness

Promoting digital literacy and raising public awareness about generative AI research can empower individuals to make informed judgments about the content they encounter. Education initiatives can focus on teaching critical thinking skills, media literacy, and the ability to identify and verify trustworthy content, thereby reducing the risk of manipulation and misinformation.

Responsible Use and Ethical Guidelines

Encouraging developers and practitioners to adhere to ethical guidelines and responsible AI practices is essential. Industry initiatives and organizations can promote the responsible use of generative AI by emphasizing ethical considerations, ensuring transparency, and prioritizing user privacy and consent.

User Involvement and Feedback

Engaging users and incorporating their feedback in developing and deploying generative AI systems can foster trust. Including user perspectives and preferences helps ensure that the technology aligns with societal values and user needs, fostering a sense of ownership and trust in the AI systems.

Collaboration and Partnerships

Foster collaboration among different stakeholders, including researchers, industry experts, policymakers, and civil society organizations. Collaborative efforts can lead to developing shared guidelines, best practices, and ethical frameworks for generative AI, enhancing trust and ensuring a broader understanding of the technology's implications.

Case Studies and Examples

Case Studies and Examples of Successful Initiatives and projects addressing ethical challenges in Generative AI:

  1. OpenAI's GPT-3 Release and Responsible AI Use: OpenAI's GPT-3, a powerful generative AI model, was released focusing on responsible AI use. OpenAI implemented safety mitigations to reduce potential harmful and biased outputs. They also limited its availability during the initial stages to understand and address potential risks.

  2. Partnership on AI: The Partnership on AI is an organization that brings together industry leaders, academics, and NGOs to collaborate on AI ethics and policy. Their projects include developing guidelines for fairness, accountability, and transparency in AI systems and promoting diverse and inclusive AI development.

  3. Google's AI Principles and Ethics Board: Google established a set of AI principles to guide its development and use of AI technologies. They also formed an external AI Ethics Advisory Board to provide independent perspectives on ethical challenges. This initiative aimed to ensure that AI technologies align with societal values and prioritize human well-being.

Lessons learned from past experiences and failures:

  1. Microsoft's Tay Chatbot: Microsoft's chatbot, Tay, was launched in 2016 with machine learning capabilities to interact with users on social media. However, malicious users quickly compromised it, leading to the bot producing offensive and inappropriate responses. This incident highlighted the importance of robust safeguards and moderation mechanisms to prevent abuse and ensure responsible AI deployment.

  2. Bias in Facial Recognition Systems: Several instances have revealed biases in facial recognition systems, where the technology performed poorly on certain demographic groups, particularly people with darker skin tones. These failures underscore the significance of diverse and representative data and rigorous testing and evaluation to mitigate biases and improve the fairness of AI systems.

Impact of ethical practices on user trust and societal outcomes:

Ethical practices in generative AI profoundly impact user trust and societal outcomes. When users have confidence in AI developers' ethical standards, they are more likely to trust and engage with AI systems. This trust fosters user adoption and acceptance, leading to positive societal outcomes.

 By addressing ethical challenges such as bias, fairness, and transparency, AI initiatives can contribute to equitable and inclusive outcomes. Ethical practices also help mitigate the potential negative consequences of AI, ensuring that AI technologies align with human values and promote the well-being of individuals and society.

Conclusion

The application of generative AI presents opportunities and ethical challenges that must be addressed to build trust in this technology. Understanding the ethical implications and developing mechanisms for detection, regulation, education, collaboration, and user involvement are key steps to ensure the responsible use of generative AI. If done correctly, these efforts enable users to make informed decisions and foster beneficial outcomes for individuals and society. By adhering to ethical guidelines, transparent algorithms, and robust safeguards, generative AI can be utilised responsibly, resulting in positive societal impacts.

About the author

Bash Sarmiento is a writer and an educator from Manila. He writes laconic pieces in the education, lifestyle and health realms. His academic background and extensive experience in teaching, textbook evaluation, business management and traveling are translated in his works.