The Power of
Positive Thinking

Positive thinking training for teams facing change and everyday workplace challenges. Assess situations realistically, distinguish what you can influence and choose actions that support work goals.

Positive thinking in real work situations

Positive thinking starts with approaching challenges more constructively while acknowledging facts and real limitations. To choose a programme, identify situations in which your team gives up easily, delays action or sees change as difficult. Use specific work examples so discussions with GGC can distinguish individual thinking needs from resource, process or management decision issues.

Organisers can prepare one example of a work change and one target that has not been achieved. Explain what participants can control, where they need help and which assumptions regularly appear in team discussions. This provides a starting point for a relevant positive-thinking focus. It does not require participants to deny difficulties or accept every situation without question.

Compare this module with M.I.N.D Tools if your team mainly needs idea generation and evaluation. If the main issue involves work pressure and disagreements, also consider Stress & Conflict Management. Choose according to the clearest need, then discuss examples and expectations with GGC. An initial goal can be one action to try and review in participants’ work context.

Details to confirm with GGC

Before choosing a programme, share the target group, participant numbers, departmental functions and preferred language. Explain the work situation you want to improve and what your team has already tried. This helps the discussion about focus, duration, format and activities. These details need to be agreed with GGC according to organisational needs and participant experience.

Use brief, anonymised examples for the initial discussion. Describe the roles involved, the challenge and what organisers want participants to practise. Avoid sending customer names, confidential organisational information or employees’ personal details through the enquiry form. Examples do not need to be long; clear context is more helpful than a list of problems without priorities.

Choosing a module and planning follow-up

You can choose up to three modules on the Training Programmes page to discuss with GGC. After a session, organisers can agree one work action, who is responsible and a review date using internal processes. Follow-up helps connect learning with real work situations. Performance changes still depend on implementation, organisational support and the team’s context.

During the initial discussion, distinguish essential topics from optional ones. If time is limited, agree priorities first and discuss room for practice and feedback. An agreed scope helps organisers prepare participants and assess the suitability of a proposed programme before making a decision.

Further reading: an introduction to growth mindset from Stanford Teaching Commons.

Explore M.I.N.D Tools if your team needs practice generating ideas and evaluating solutions to workplace problems.