Newsletter: Volume I. No. 28

Finding True Meaning - The Quiz

When you discover your mission, you will feel its demand. It will fill you with enthusiasm and a burning desire to get to work on it. - W. Clement Stone

Does your life have a clear sense of purpose?

Most people have a fundamental need to seek and find their calling in life, be it through work, hobbies or volunteer activities. While philosophers have long weighed in on the subject, it has recently come under scrutiny by researchers who seek to understand the science behind human happiness and success.

Psychologist Michael Steger and his colleagues at Colorado State University created the Meaning in Life Questionnaire (MLQ) to measure the presence of meaning in our lives, as well as how much we seek to further our understanding of life's purpose.

This five-minute test will prompt you to think about these important topics, and it can serve as the foundation for discussions with your significant relationships, mentor or coach.

The Meaning in Life Questionnaire (MLQ)

Take a moment to think about what makes your life and existence feel important.

Using the following scale, respond to the 10 statements on the questionnaire as truthfully and accurately as possible. Keep in mind that each statement is subjective, so there are no right or wrong ratings.

Statements

_____I understand my life's meaning.
_____I am looking for something that makes my life feel meaningful.
_____I am always looking to find my life's purpose.
_____My life has a clear sense of purpose.
_____I have a good sense of what makes my life meaningful.
_____I have discovered a satisfying life purpose.
_____I am always searching for something that makes my life feel significant.
_____I am seeing a purpose or mission for my life.
_____My life has no clear purpose.
_____I am searching for meaning in my life.

Scoring

You can create two subscales from this measure: one for the "Presence" of meaning and the other for the "Search" for meaning.

Presence: Statements 1, 4, 5, 6 and 9 (reverse-coded)
Search: 2, 3, 7, 8 and 10

Note: There is no manual for interpreting this questionnaire. To understand it better, please contact Dr. Steger through his website: http://michaelfsteger.com/MLQ.aspx. The quiz is reproduced here solely to stimulate your thinking and facilitate a conversation with your coach or mentor.

There are no definitive methods for discovering what really matters to you, but passion and purpose go hand in hand. When you discover your purpose, you will normally find that it's something about which you are tremendously passionate. You will be energetic and experience positive emotions.

In reviewing your life, you'll find that you have already invested considerable time and effort in pursuit of what really matters to you. Responsibilities to others, however, often sidetrack and distract us from focusing on our core purpose, which may evolve over time. Look for recurrent themes and core interests.

Positivity and High Performance

For years, organizational psychologist Marcial Losada, PhD, studied the characteristics of high-performing business teams. As part of his work, he designed a meeting room to capture the real-time behavior of business teams in action.

The room resembled any ordinary boardroom, but it was fitted with one-way mirrors and video cameras that allowed research assistants to record every statement during company teams' hour-long meetings.

In particular, Dr. Losada tracked whether individuals' statements were:
Positive or negative
Self-or other-focused
Based on inquiry (asking questions) or advocacy (defending a point of view)

By the mid-'90s, 60 different teams had been observed and coded. At the same time, each team's performance level was identified based on independent data. Twenty-five percent met the criteria for high performance based on three distinct indicators:

Profitability
Customer satisfaction ratings
Evaluations by superiors, peers and subordinates

About 30 percent scored low on all three factors. The rest had mixed profiles. Dr. Losada also rated team behavior on connectivity (how well tuned or responsive members were to one another).

When he later divided the teams into high, low and mixed performance levels, striking differences emerged. High-performance teams stood out by their unusually high positivity-to-negativity ratios: about 6:1. Mixed-performance teams scored ratios of 2:1, while low-performing teams scored 1:1.

High-performing teams also had higher connectivity ratings and an interesting balance on other dimensions. Members asked questions as much as they defended their own views, and they cast their attention outward as much as inward.

Low-performing teams, however, had far lower connectivity, asked almost no questions and showed almost no outward focus.

The Tipping Point: 3:1 Positivity Ratio

The positivity/negativity ratio has been found to be a critical parameter in ascertaining what kinds of dynamics are possible for business teams. It is measured by counting the instances of positive feedback (e.g., "that is a good idea") vs. negative feedback (e.g., "this is not what I expected; I am disappointed").

Dr. Losada's findings can be summarized as follows: If a team is highly connected, its members will tend to maintain an equilibrium between internal and external focus, as well as between inquiry and advocacy. They will also maintain a positivity/negativity ratio above 3:1.

If connectivity is low, the team will be more internally focused, it will advocate strongly, and its positivity/negativity ratio will be below 3:1

Dr. Losada's research correlates with Dr. Fredrickson's, in that both independently arrived at a 3:1 positivity-to-negativity ratio for optimal functioning (whether for individuals or teams).

Improve Your Ratio

You can take a self-evaluation of your positivity/negativity ratio at Dr. Fredrickson's site, www.positivityratio.com. To improve your ratio, you must decrease the number and intensity of negative moments, increase the positive moments, or both.

The goal is not to eliminate bad thoughts. Negative emotions are appropriate and useful. We need to become aware, however, of gratuitous negativity. Fortunately, simple awareness of negativity has a curative effect.

Once you learn to spot it, you can defuse it.

To reduce negative thinking, adopt these useful techniques from the field of cognitive behavioral psychology and Dr. Fredrickson's book:

Dispute negative, black-and-white thinking habits (always/never, most/least, internal/external).
Break ruminative thinking (use distractions to change mood).
Become more mindful (observe without judgment).
Reduce bad news streams.
Avoid gossip and sarcasm.
Smile more often at people.

It may take a while for positive thinking to become natural and habitual. Try these frequently cited exercises to create positive thinking habits:

Practice gratitude. Keep a daily gratitude list. Ask yourself questions like "What went right?" and "What was the best part of today?"
Practice positive feedback. Catch people doing things right. As you practice this skill and express your appreciation more often, people will shine.
Envision your best possible future. When you daydream about your future, you set yourself up for goal-directed behaviors. Envisioning your best possible future helps you persevere and provides hope..

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