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Copyright ©2002 The Foresight Institute. All Rights Reserved
NZ Industrial & Organisational Psychologists
SIG - February 2003
“Practical Applications of The
Seligman Attributional Style
Questionnaire (SASQ)”
Jamie Ford
Attitude Coach
The Foresight Institute
Tel: + 64 9 478 4066
Fax: + 64 9478 4077
E-mail: [email protected]
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Agenda:
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What is the SASQ?
Who is Dr. Martin Seligman?
Does Your optimism matter?
The range of optimism’s influence?
Can you immunise children against depression?
What’s the value of the SASQ to business?
Application in pre-employment assessment?
Do we need more resilient people?
Discussion -
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1- What is the SASQ?
• Explanatory style questionnaire causal attributions
(Attributional Style)
B Weiner -
Attributional Theory of
Achievement
• 48 Items
• 12 Situations - 6 negative, 6 positive
• 36 Likert 7 point scales measuring 3 dimensions
– Permanence, Pervasiveness, Personalisation
• Listed in Mental Measurement Yearbook
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SASQ
Sample Question
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What is the SASQ?
cont.
• Measuring Optimism for 2 types of situations:
1 - Reaction to Adversity
2 - Reaction to Success
• Outputs
on 5 point Likert scales
• 1 X Overall Optimism
• 4 X Reaction to Adversity / Overall and for each dimension
• 4 X Reaction to Success / Overall and for each dimension
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SASQ Outputs
Overall Optimism
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SASQ Outputs
Reaction to Adversity
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SASQ Outputs
Reaction to Success
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OPTIMISM
The Seligman
Definition
• Internal dialogue
• Automatic beliefs
and explanations
about the causes of
events that occur to
you
Believing that
the causes of
success are
permanent,
global, and
mainly
personal to
you.
Believing that
the causes of
adversities and
setbacks are
temporary,
specific to a
situation, and
mainly external
from you.
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MEASURING OPTIMISM/BUILDING
RESILIENCE
 Two Types of Events/Situations - SUCCESS & ADVERSITY
 Three Characteristics of Causation/Explanations
ATTRIBUTIONAL STYLE
HOW YOU EXPLAIN
TO YOURSELF THE CAUSES OF
SUCCESS AND FAILURE
EXPLANATION
Always
Everywhere
Me
SUCCESS
EXPLANATION
Permanence
Pervasiveness
Personalisation
Seldom
Just Here
Not Me
ADVERSITY
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OPTIMISTIC
The Seligman sense
of its meaning
• Explanations for
events that have
happened!
The general sense
of its meaning
• A positive/hopeful view
of the future!
• Forward focused!
• Backward focused!
BIG IMPACT ON
FUTURE!
LITTLE IMPACT
ON FUTURE!
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OPTIMISM =
• Resilience
• Persistence
• Perseverance
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2 - Who is Dr. Martin Seligman?
http://www.positivepsychology.org/
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Martin Seligman
• Fox Leadership Professor of Psychology, Dept.
of Psychology, University of Pennsylvania
–
–
–
–
–
20 books
200 articles on motivation and personality
14 years Dir. of clinical training at Upenn
Past President Clinical Psychology Division, APA
Past President, APA - 1996 to 1999 (by largest vote in
modern history of APA)
– Voted 1 of 10 most important psychologists in
history of psychology (150,000 APA Members)
– Focus on Positive Psychology
• Received critical acclaim for:
• The “Learned Helplessness Studies”
• Developed the SASQ in the course of investigating
psychological immunity for depression
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3 - Does Your Optimism Matter?
• 600 validation studies - known?
– 100 Universities
• Point - to Point relationship between
Optimism Score and Results!
• Industry use arose from a presentation
to the CEO’s of Life Insurance Coy’s.
PERFORMANCE
• Earlier - Aptitude + Motivation = Success
• Now - Aptitude + Motivation + Optimism
= Success
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4 - The Range of Optimism’s
Influence?
• Sporting Achievement:
– Optimists achieved faster times than Pessimists - Berkeley
swim team studies (incl. Matt Biondi)
– Optimistic teams outperformed Pessimistic teams Baseball and Basketball - Upenn. CAVEing studies
– Optimists recover faster from injuries than Pessimists study of elite rugby league players - James Cook Uni.
• Educational Achievement:
– Students with higher optimism for negative events received
better grades
– Pessimistic students did not achieve grades predicted by
the standard battery of tests
– The more pessimistic students at West Point were more
likely to give up and drop out
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The Range of Optimism’s
Influence? - cont.
• Health
– Optimists had half the infectious disease rate of the pessimists Upenn. Student study
– Human immune system studies show depressed levels of healthy
cellular activity for subjects with a pessimistic explanatory style
– High optimism is a common factor for women who have survived
two bouts of breast cancer
– Dramatic increases in natural killer cell activity, over the control
group, were found in a group of cancer patients who received
optimism training
• Mental Health of Children:
– The Penn Resiliency Project
– Damaging effects of self-esteem teaching
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The Range of Optimism’s
Influence? - cont.
Sales Performance
Those with higher optimism scores outsell those
with low scores by:
•
•
•
•
•
33% / 319%
20%
29% / 39%
39%
25%
• 50%
-
Real Estate sales
Motor Vehicle sales
Telecommunications
Office Products
Banking
- Customer Service
(top performers)
20% - 40%
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- On Average
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5 - Immunising Chidren against
Depression
• The Penn Resilience Project - intermediate age:
– At risk of depression (explanatory style assessment). Control
group & training group
– 2 hours of optimism (explanatory style) teaching per week over 12
weeks
Outcomes assessed at conclusion & Intervals over 2 years
– Reduction in strong depressive symptoms for 35% on conclusion
– Reduction in strong depressive symptoms for 100% after 2 years
– Reversal of trend for increased depression in children going
through and beyond puberty
– Effects of learning optimism get stronger over time
2003 - $2.8m Project with High School age
Students - Largest grant in history of US Education Service
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The Value of the
SASQ to Business
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Metropolitan Life Case Study
Act ii Scene 1
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Metropolitan Life Case Study
Act i Scene 1
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Metropolitan Life Insurance Study
• Recruitment drive using standard
hiring process plus SASQ
• Regular Force
– hired from standard process only
• Special Force
– failed standard process but SASQ identified as
highly optimistic
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Metropolitan Life Insurance Study
• Year 1
– regular force optimists +8%
– *special force +21%
High Optimist Performance Difference as a Percentage
Increase Over Average Low Optimist (pessimist)
• Year 2
– regular force +31%
– *special force +57%
over the low optimists
Special Force stayed
3 times longer
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percentage
• *2 year total = 78%
60
40
30
Regular Force
Special Force
(pessimists)
20
10
0
1st Year
2nd Year
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Characteristics of Optimistic
Sales People
•
•
•
•
•
Persistent and Undaunted
Resilient from setbacks
Energised by defeat
Immune to rejection
Motivated and inspired by
success
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Metropolitan Life Case Study
Act iii Scene 1 The Robert Dell Case
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CLIENT Z - NATIONAL SALES FORCE
NEEDS ASSESSMENT RESULTS
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Resilient Attitude Skills
Training - Australian Client
•
•
•
•
•
100 salespeople
Manufacturing business
2 days training
2 weeks application
$2.8m increase in business
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Resilient Attitude Skills
Training - NZ Client
• 28 salespeople
• Manufacturing business
• Reduction in turnover from
30+% to 5%
• Positive impact on customer
relations
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CLIENT K - NATIONAL SALES FORCE
NEEDS ASSESSMENT RESULTS
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Pre-employment
Assessment
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CASE STUDY - RECRUITMENT
POSITION: Business Development (BD) Manager
APPLICANT ISSUES: Technically – above average. Presented
well, enthusiastic, motivated, very keen.
Attitude - below average optimism test score.
ACTION:
• Decision made to employ on grounds of
technical competence, and with disregard
for optimism test results.
OUTCOMES:
- Not Pro-active. - Failure to deliver results. - Decision to
redesign role to suit technical strengths. - Re-advertise B D
Pos. - Opportunity cost - Decision to give optimism testing
greater weighting in decision process.
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NAB Case Study
Coles Supermarket Banking Project
Greg Gilbert - Project Manager for NAB
Requirements - Resilient Salespeople
• World Search for an Attitude Testing Tool
• Selected Foresight’s Seligman Attributional
Style Questionnaire (SASQ)
• SASQ measures Optimism (resilience) in adversity and
success
OUTCOME:
New employees show high levels of resilience
and adapted well to role and sales results
requirements
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8
Do we need more
Resilient People
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CASE STUDY - RESILIENCE
ATTITUDE CHANGE
CHRISTINE: Marketing and Sales Manager
ISSUES: Loss of productivity. Low energy. Poor morale in
sales force. Poor business results from division. Talk
of resigning.
ASSESSMENT:
•
Low Optimism
Low - 2 Adversity Dimensions
- 3 Success Dimensions
ACTION:
• Attitude/Resilience
Coaching
OUTCOMES:
- Significant improvement within two months.
- 2 years later MD reported a productivity increase
of 30 – 40% from the intervention.
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CASE STUDY - SALES RESULTS
& ATTITUDE CHANGE
NICK: Key Account Manager Hi Tech Industry
ISSUES: Poor productivity. Low sales. Final notice ready for
immediate termination.
ASSESSMENT:
•
•
Average Optimism
Very Low - 1 Adversity Dimension
- 1 Success Dimension
ACTION:
• Attitude/Resilience
Coaching.
OUTCOMES:
2 months - Budget. 4 months - No. 3 on sales ladder.
5 months - No. 1 on sales ladder.
12 months - Consistently in top 3 for sales results.
- Bringing in largest and most profitable sales.
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Leadership Development
BHP Billiton
•
•
•
•
Leading edge leadership provider
Future requires resilient leaders
Assess Optimism
Develop Resilience - optimism
module
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Sport Performance
Referred by Jon Ackland - Performance Lab
• Silver medallist in the New-Zealand Sprint
Tri-Championships three out of five years
• Top 6 inches preventing Gold!
• Resilience Coaching at Foresight
• Gold Medal - World masters Oct. 2002
• 18/70 - World Tri-champs Nov. 2002
• Gold Medal - NZ Sprint Tri-Champs Jan. 2003
Shorty Clark
Tri-Athlete
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How can you get
access to the
SASQ?
• Pencil & Paper - no charge
• Over the Web
• On disc
• All from Foresight
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My Question To
You:
WHAT ARE THE BARRIERS TO
THE USE OF THE SASQ?
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“If you will call your troubles
experiences, and remember
that every experience develops
some latent force within you,
you will grow vigorous and
happy, however adverse
your circumstances may seem to
be.”
-- JOHN R. MILLER
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For further Information Tel: + 64 9 478 4066, Mbl + 64 21 772 079,
Fax: + 64 9 478 4077
[email protected]
www.foresight.co.nz
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EXPLANATORY STYLE
COACHING
SUPER 12 RUGBY - 2002 Waikato Chiefs vs NSW Watatahs
Waratahs 42 Chiefs 25
• Chiefs Coach Kevin Greene was reported in Monday’s NZ Herald as saying,
by way of explanation for the loss against the Waratahs,
We gifted them two or three tries through a lack
of urgency on defence. …
My concern is the lack of urgency and
involvement, we probably had 60 to 70 per cent
of territory. …
They had a lot of decoy runners and ran angles,
and we stood off and ended up tackling nobody. …“
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YOUR ANALYSIS
TASK
Type of event? SUCCESS / FAILURE - GOOD / BAD
The explanation? What kind of words does Kevin Greene choose
to use in his explanation of the cause of the loss?
Permanence - Permanent, or Temporary?
Pervasiveness - Global & Universal, or Specific?
Personalisation - The Chiefs, or not the Chiefs?
The Future? What does Explanatory Style Predict?
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MODEL ANALYSIS
We gifted them two or three tries through a lack
of urgency on defence. …
Waratahs scored tries because of the Chiefs defensive failures.
*PERSONAL - INTERNAL expl. for failure
My concern is the lack of urgency and
involvement, we probably had 60 to 70 per cent
of territory. …
no time boundary & not specific to a period of play
PERMANENT, GLOBAL & UNIVERSAL expl. for failure
They had a lot of decoy runners and ran angles,
and we stood off and ended up tackling nobody. …“
(Waratahs success due to what they did do and Chiefs did not do)
EXTERNAL expl. for success of Waratahs *
A PESSIMISTIC EXPLANATION FOR THE LOSS!
The Future: High probability
of more
SOLUTION
1- failure!
PVS
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MODEL SOLUTION
HOW AN AUSSIE WOULD EXPLAIN THE CHIEFS LOSS TO THE WARATAHS
“They (The Waratah’s) saw a few opportunities and took them! ...
EXTERNAL expl. for failure
There was a lack of urgency and involvement for short periods
of time, but we had 60 to 70 per cent of territory. …
Time bound & specific to a period of play
SPECIFIC expl. for failure
They (The Waratah’s) got lucky with their fancy decoy runners & angles. That
kind of luck doesn’t last long though!
TEMPORARY & EXTERNAL expl. for success of Waratahs
AN OPTIMISTIC EXPLANATIONFOR THE LOSS!
The Future: Increased probability of Success!
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EXPLANATORY STYLE
COACHING
AMERICA’S CUP
-
2003
• Dean Barker was reported in Monday’s NZ Herald as saying, by way
of explanation for the 2nd loss against Alinghi;
• "We made a couple of mistakes and that caused the race to end up
being a lot closer than it needed to be," Barker said afterwards.
– Barker personalised the loss - Pessimistic explanation
• "Alinghi just outsailed us right at the end."
– Barker attributes win to Alinghi, rather than luck, windshifts
etc. - Pessimistic explanation
• "Now it's just up to us to make sure we don't make the same mistakes. It's
not going to be a one-sided contest."
– Barker personalised the loss - Pessimistic explanation
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