Happiness is a desirable outcome, but it’s a delicate one. We’re better off focussing on sustainable strategies for wellbeing — to feel good and function well, more days than not.

It’s evidence-based, but by the very nature of science, it’s not proven, (Kern, 2016). Positive Psychology (pos psych), provides an empirical investigation into the probabilities of adopting measurable tools and practices that can be applied by individuals and at organisational and community levels. Put simply, the purpose is to help people feel good and function well, more days than not, (McQuaid, 2017).

Last week, as the sun set over Barangaroo, I attended my first Collective Insights event, a 2017 initiative of a group of leading wellbeing practitioners committed to “translating pos psych into action” in workplaces. At the inaugural Sydney event, Michelle McQuaid, a leader in Pos Psych research, design and implementation partnered with Dr Suzy Green of the Positivity Institute, and Duncan Young, Head of Workplace Health & Wellbeing, Lend Lease. They each shared their experience and vision on applying the latest pos psych research in workplaces, and following is what resonated with me most.

Pos psych is concerned with the broader spectrum of wellbeing over happiness, positive thinking or ‘happiology’, and Suzy reminded us of the important work around the range of emotions by Barbara Fredrickson. Research indicates that when participants have been induced into positive or negative states, their performance is measurable across a range of skills and attitudes, from creative ideation to differentiation, or self-other overlap, (Waugh & Fredrickson, 2006). In essence, emotions effect how we function; not just make us feel good or bad, and flourishing individuals are successful across multiple domains, (Lyubomirsky, 2005).

While the notion and value of employee engagement has been around for a very long time, Suzy shared that Gallup has separated ‘engagement’ from ‘wellbeing’.

Engagement is not enough; moreover adding improved levels of wellbeing to high levels of engagement can positively benefit key outcomes.

For example, “42% more likely to evaluate their overall lives highly; 45% more likely to report high levels of adaptability in the presence of change; 59% less likely to look for a job with a different organization in the next 12 months”, (Witters & Agrawal, Gallup, 2015).

The event was suitably held at the new Lend Lease global headquarters at Barangaroo, complete with an internal vertical garden, ‘Contemplation’ and ‘Consultation’ rooms, and ‘The Wellness Hub’. This is positive deviance — a refreshingly rare ‘approach-based’ rather than ‘response-based’ wellbeing program, (Oades, 2016).

Duncan shared insights gathered from Lend Lease biofeedback research, a strictly opt-in, privacy-regulated program where employees wear a device that tracks heart rate variability and recovery. Variations and triggers — especially in levels of stress — can be measured robustly. By initially using electronic wearable devices, biofeedback displays information to the user about their performance so they can learn to form a habit of bringing previously autonomic functions under conscious control, (Vella-Brodrick, 2016).

Stress is a virtually inescapable part of our daily lives. In a humorous analysis of Duncan’s 1000+ days of employee data, we observed predictable patterns of eustress (positive stress) and distress (negative stress). We learnt how our recovery from stress can be hampered by alcohol and man flu, and that even an extensive period of sleep may well fall short of recharging our batteries. The graphs and charts clearly indicate that our unconscious mind can be as stressed as the conscious mind, (Kabat-Zinn, 1990).

This data collected by Lend Lease is used to inform strategy and reflect on the success of their health and wellbeing framework of “healthier minds, bodies, places and cultures.” For example, in “Vital Friends”, Tom Rath explains that employees who have a best friend at work are seven times more likely to be engaged in their job, and if they have at least three ‘vital friends’ at work, are 96% more likely to be satisfied with their lives, (Rath, 2006). Hence, says Duncan, spaces and amenities at Lend Lease have been purposefully designed for people to simply ‘bump into’ each other. Positive emotions and vagal tone are enhanced through positive social connections, (Kok et al, 2013).

A Lend Lease infographic illustrates many ways to support our parasympathetic nervous system (PNS), and involve activities to rest, digest, and revive, essential for all of us, (Weaver, 2015), not just “Lend Lease corporate Olympic athletes”, says Duncan. For example, simple techniques like winding-down with mindfulness or meditation, and avoiding the blue light in our digital devices before bed which have been shown to negatively affect health and sleep patterns, (Tosini et al., 2016).

Our third speaker, Michelle McQuaid explained PERMA, the popular wellbeing model created by Martin Seligman in 2011. In my experience, most pos psych practitioners will recommend PERMA to some degree as at least a springboard in approaching positive change. Earlier in the evening, Suzy referred to PERMA as “scientifically sound and user-friendly”, and pointed out that the South Australian Health and Medical Research Centre (SAHMRI), with their bold vision for SA to become the ‘State of Wellbeing’, use PERMA as the wellbeing model of choice. To achieve maximum wellbeing, each pillar has to be in operation and play, some activated more intently and/or intentionally at certain times. (Seligman uses the analogy of an aircraft instrument panel, where they’re all essential, but play larger roles as required.)

Studies suggest 70% of employees are merely ‘functioning’ at work, (McQuaid, 2014). Combine that with the harbinger that about 70% of all change initiatives fail, (Nohria & Beer, 2000), and it’s important to acknowledge the challenge ahead. Like a personal range for the way our body weight varies, we also have a wellbeing range, called a ‘set point’.

A large portion of our happiness is genetically determined, “some of us are simply never going to be joyful”, says Michelle.

Sonja Lyubomirsky’s ‘happiness pie chart’ indicates 50% of happiness is genetically determined, up to 10% in relation to circumstances, and a generous chunk of up to 40% is determined by intentional activities, (Lyubomirsky, 2004). This 40% is the space where the science of pos psych can play a valuable role. Through consistent effort and commitment to small daily practices, Michelle reminds us, we can move our wellbeing set point.

We ride the waves of good (research) news and bad, as Michelle expertly explains that happiness is a good outcome, but a delicate one. As soon as we ‘get it’, we adapt to it, (Lyobomirsky, Sheldon, and Schkade, 2005). “It will wax and wane over time”, says Michelle, and brings us back to where Suzy began — the bigger picture: the importance of strategy for sustainable improvement in wellbeing.

To learn more about wellbeing interventions that encourage us to feel good and function well in the workplace and positively affect all of our life domains, take a look at the free resources, accessible tools and links at Michelle McQuaid and The Positivity Institute — both Michelle and Suzy are extremely active and share generously.

To learn more about PERMA, see Authentic Happiness at Penn University.