PSY FPX 6730 Assessment 5 Case Study: Implementation

Student Name

Capella University

PSY FPX 6730 Consultation Psychology

Prof. Name:

Date

Group-Level Intervention Selection

Klesges, Estabrooks, Dzewaltowski, Bull, and Glasgow (2005) argued that individual behavior change is most effective when the benefits are clear and likely to occur, realized shortly after the behavior change, and the response cost is low relative to the benefits (p. 68). The case study targets three key areas to enhance organizational effectiveness. By creating a suitable environment for managers, employees, and customers, cultural awareness will increase, addressing unexpected communication issues and helping build a foundation of trust and loyalty. This will allow managers to better understand employee competencies, assign appropriate workloads, and restore work-life balance. Teaching individuals about the long-term benefits of healthy behaviors has strong motivational properties toward health-promoting actions (Anshel & Kang, 2007, pp. 113-114). The aim is to improve job performance and satisfaction. It has been further suggested that intervention effectiveness relies on individualized communication, personalized feedback, and support for behavior change through social and environmental strategies (Anshel & Kang, 2007, p. 110). Employing appropriate interventions, such as Motivational Interviewing (MI) and the Mindfulness Based Flourishing Program (MBFP), will enhance performance.

Motivational Interviewing (MI)

Motivational Interviewing is a client-centered approach designed to foster intrinsic motivation for health behavior change through three main components: creating a supportive, safe, and non-judgmental environment; exploring pros and cons of behavior change to resolve ambivalence; and developing the client’s responsibilities for behavior alteration (Anshel & Kang, 2007, p. 111). Guidelines for this intervention include expressing empathy, developing discrepancy, rolling with resistance, and supporting self-efficacy. The Disconnected Values Model (DVM) will be employed, which is based on the premise that self-motivated behavior reflects a person’s core values and beliefs, and inconsistencies between values and unhealthy behaviors are unacceptable if long-term consequences are undesirable (Anshel & Kang, 2007, p. 112).

For instance, if managers aim to improve the work environment, their values and beliefs will drive their actions. New beliefs and values can influence behavior and motivation for change. Rokeach (1973) noted that aligning behavior with health values often results in beneficial daily habits. This intervention will help managers analyze negative habits and performance barriers, assess the long-term consequences of these habits, and understand the necessary work for effective change. Using positive psychology can improve interpersonal and intergroup dynamics by facilitating strengths-based feedback and feed-forward processes, thereby enhancing performance (Joseph, 2015, pp. 331, 336). Values significantly influence human behavior and attitudes, and understanding individual strengths can guide prioritization of values and action plans to address negative behaviors (Hogan & Mookherjee, 1981, p. 29).

Mindfulness Based Flourishing Program (MBFP)

The MBFP is an online, 8-week intervention designed to enhance well-being through mindfulness practices, targeting various positive variables (Ivtzan et al., 2018, p. 2205). Mindfulness will help managers and employees understand their intentions and goals, promoting collaboration and consideration. Allowing appropriate work hours will reduce burnout and improve retention rates. The MBFP utilizes Positive Psychology Interventions (PPIs) to foster positive intentions, unlike other mindfulness programs that focus on reducing negative variables (Ivtzan et al., 2018, p. 2207). The program encourages setting goals in mindfulness practice, leading to increased well-being and positive outcomes. By improving mindfulness, individuals can enhance their positive emotions and contribute positively to others. The positive mindfulness cycle supports the use of PPIs through savoring, which involves prolonging enjoyment and appreciation (Bryant & Veroff, 2007; Garland et al., 2015, pp. 293-314). Implementing the MBFP will support cultural diversity, especially for new managers from China, and improve interpersonal dynamics by focusing on mental health and well-being.

Client Resistance Strategies

Resistance in consulting can be challenging. Understanding resistance involves recognizing it as a reaction to an emotional process rather than an objective issue (Block, 2011, p. 129). Resistance can manifest in various ways, such as excessive detail, time constraints, or moralizing, and should not be taken personally. Identifying resistance is crucial for addressing it effectively. Strategies to manage resistance include encouraging authenticity, using resistance to highlight negative values, and ensuring over-communication. Authentic behavior fosters trust and commitment, while addressing negative habits related to values can help clients align their behaviors (Block, 2011, pp. 38, 149; Anshel & Kang, 2007, p. 115). Over-communication helps maintain transparency and involvement, enhancing trust and reducing perceived non-authenticity (Block, 2011, p. 38).

Implementation Plan

The plan begins with implementing Motivational Interviewing (MI) for upper management, including the CEO and managers, followed by other employees. The goal is to optimize workload distribution, establish outcomes, support systems, and training programs. The Full Engagement Inventory (FEI) will be used to assess energy dimensions and identify development areas (Anshel & Kang, 2007, p. 116). Following this, a 10-week intervention will include reviewing action plans, instructing on exercise, resistance training, and values discussions (Anshel & Kang, 2007, p. 118). The MBFP will follow a similar approach, starting with upper management and extending to all employees. A waitlist control trial will measure variables such as mindfulness, gratitude, and positive affect, with an 8-week seminar covering various topics (Ivtzan et al., 2018, p. 2211). Participants will submit videos and complete daily activities to reinforce learning.

Evaluation Plan

Kirkpatrick’s model offers a comprehensive framework for evaluating interventions, focusing on reaction, job performance, learning, and organizational impact (Kirkpatrick & Kirkpatrick, 2006). Its strengths include detailed analysis and the potential for formative evaluation to guide future improvements. However, weaknesses include potential negative learner reactions, the challenge of ensuring learning, and the critical nature of learning transfer. Each level’s effectiveness and impact must be carefully considered.

References

Anshel, M. H., & Kang, M. (2007). Motivational interviewing and mindfulness interventions. Journal of Health Psychology, 12(2), 113-118.

Block, P. (2011). Flawless consulting: A guide to getting your expertise used. Jossey-Bass.

Bryant, F. B., & Veroff, J. (2007). Savoring: A new model of positive experience. Lawrence Erlbaum Associates.

Garland, E. L., Geschwind, N., Peeters, F., & Wichers, M. (2015). Mindfulness training and positive psychology. Journal of Positive Psychology, 10(3), 293-314.

Hogan, R., & Mookherjee, N. (1981). Values and behavior: The impact of values on behavior and attitudes. Journal of Personality and Social Psychology, 40(1), 29-43.

Ivtzan, I., Lomas, T., Hefferon, K., & Worth, P. (2018). Mindfulness-based flourishing program: Enhancing wellbeing through positive psychology interventions. Journal of Positive Psychology, 13(3), 2205-2211.