PSYCHOLOGY, POWER, AND PSYCHOLOGY, POWER, AND WELL-BEING: WELL-BEING:

CRITICAL THINKING FOR CRITICAL THINKING FOR CRITICAL ACTION CRITICAL ACTION

Isaac PrilleltenskyIsaac Prilleltensky

University of MiamiUniversity of Miami

isaac@miami.edu

www.education.miami.edu/isaacwww.education.miami.edu/isaac

Before you reply with enthusiasm to our plea for help, you should consider whether you are not merely engaged as magicians to avoid the crisis in the center of the ring. In considering our motives for offering you a role, I think you would do well to consider how much less expensive it is to hire a thousand psychologists than to make even a miniscule change in the social and economic structure ( Judge Bazelon, in the 60s, addressing a group of forensic psychologists).

WHY DO PSYCHOLOGY CRITICALLY?WHY DO PSYCHOLOGY CRITICALLY?

OVERCOME PROBLEMS

- PSYCHOLOGY SUPPORTS THE STATUS QUO

- PSYCHOLOGY DISEMPOWERS

- PSYCHOLOGY NEGLECTS POWER

WHY DO PSYCHOLOGY CRITICALLY?WHY DO PSYCHOLOGY CRITICALLY?

CREATE ALTERNATIVES

- PSYCHOLOGY FOR SOCIAL CHANGE

- PSYCHOLOGY FOR EMPOWERMENT

- PSYCHOLOGY FOR SOCIAL JUSTICE

- PSYCHOLOGY THAT ENGAGES WITH POWER

How does psychology support the How does psychology support the status quo? status quo?

The contemporary case of Positive Psychology

Seligman on Subjective well-beingSeligman on Subjective well-being

“If you want to lastingly raise your level of happiness by changing the external circumstances of your life, you should do the following: – Live in wealthy democracy, not in an impoverished

dictatorship– Get married– Avoid negative events and negative emotion– Acquire a rich social network– Get religion”

Seligman’s Authentic Happiness (2002, pp. 61)

Seligman on Subjective Well-BeingSeligman on Subjective Well-Being

“As far as happiness and life satisfaction are concerned, however, you needn’t bother to do the following

– Make more money

– Stay healthy

– Get as much education as possible (no effect)

– Change your race or move to a sunnier climate (no effect)” Seligman’s Authentic Happiness (2002, pp. 61)

Really? If we follow Seligman’s argument to its logical conclusion we

might think that there are a lot of people who are happy but dead!

Colombia: Happy but DeadColombia: Happy but Dead

Highest rate of murders per capita in the world Highest number of kidnappings in the world

– Colombia 5181 in 7 years– Mexico 1269– Brazil 515– Venezuela 109– Severe under reporting

Colombians report highest level of satisfaction 8.31 (out of 10) in the world in the 90s

Place MattersPlace Matters

Income Matters for Well-BeingIncome Matters for Well-Being

Education MattersEducation Matters

Seligman says……Seligman says……

Seligman laments that “changing these (external) circumstances is usually impractical and expensive” (2002, p. 50)

Seligman tells readers that, “even if you could alter all of the external circumstances above, it would not do much for you, since together they probably account for no more than between 8 and 15 percent of the variance in happiness” (Authentic Happiness, 2002, p. 61).

Really?

Positive Psychology FoundationsPositive Psychology Foundations

Genetics – 50%

Volitional factors – 40%

Circumstances – 10%

Seligman continues…..Seligman continues…..

The very good news is that there are quite a number of internal circumstances that will likely work for you…which are more under your voluntary control. If you decide to change them…your level of happiness is likely to increase lastingly. (Seligman, 2002, Authentic Happiness: The New Science of Positive Psychology, p. 61)

Seligman Engages in Seligman Engages in Context Minimization ErrorContext Minimization Error

“Tendency to ignore the impact of enduring neighborhood and community contexts on human behavior. The error has adverse consequences for understanding psychological processes and efforts at social change” (Shinn and Toohey, 2003, p. 428).

It’s Like Venice…..It’s Like Venice…..

Venice’s LessonVenice’s Lesson

“The psychotherapist, social worker or social reformer, concerned only with his own clients and their grievance against society, perhaps takes a view comparable to the private citizen of Venice who concerns himself only with the safety of his own dwelling and his own ability to get about the city. But if the entire republic is slowly being submerged, individual citizens cannot afford to ignore their collective fate, because, in the end, they all drown together if nothing is done” (Badcock, 1982)

HOW TO THINK CRITICALLY ABOUT HOW TO THINK CRITICALLY ABOUT PSYCHOLOGY? PSYCHOLOGY?

POWERPOWER

WELL BEINGWELL BEING

ASSUMPTIONSASSUMPTIONS

PRACTICESPRACTICES

VALUESVALUES

Ecological Model of Well-BeingEcological Model of Well-BeingSites of Well-Being

Individual Relational Organizational Communal Environmental

Objective signs health networks resources social capital

low emissions

SubjectiveSigns

efficacy voice support belonging safety

Values as source and strategy

autonomy caring participation diversity protection of resources

Justice as source and strategy

My due/Our due

Your due/Our due

Its due/Our due

Their due/Our due

Nature’s due/Our due

Ecological Model of Well-Being: Ecological Model of Well-Being: Some positive and negative factorsSome positive and negative factors

Sites of Well-Being

Individual Relational Organizational Communal Environmental

Objective signs +health- illness

+networks-isolation

+resources- lack of resources

-social capital-lack of trust

+clean air-pollution

Subjectivesigns

+efficacy-lack of control

+voice-repression

+support-isolation

+belonging-rejection

+safety-fear

Values as source and strategy

+autonomy-lack of power

+caring-neglect

+participation-marginality

+diversity-discrimination

+protection of resources-depletion of resources

Justice as source and strategy

My due/Our due

Your due/Our due

Its due/Our due Their due/Our due

Nature’s due/Our due

POWER FOR WHAT? POWER FOR WHAT?

TO PROMOTE WELLNESS AND EMANCIPATIONTO PROMOTE WELLNESS AND EMANCIPATION

TO OPPRESS SELF AND OTHERSTO OPPRESS SELF AND OTHERS

TO RESIST OPPRESSION TO RESIST OPPRESSION

POWER DEFINEDPOWER DEFINED

We can distinguish among power to strive for wellness, power to oppress, and power to resist oppression and strive for liberation.

In each instance, the exercise of power can apply to self, others, and collectives; and can reflect varying degrees of awareness with respect to the impact of one's actions.

POWER DEFINEDPOWER DEFINED

Whereas people may be oppressed in one context, they may act as oppressors in others. Power affords people multiple identities as individuals seeking wellness, engaging in oppression, or resisting domination.

POWER DEFINEDPOWER DEFINED

Within a particular context, such as the family or work, individuals may exercise power to facilitate the wellness of some people but not of others. Across contexts, actors may engage in contradictory actions that promote personal or collective wellness in one place but that perpetuate oppressive practices in other settings.

POWER DEFINEDPOWER DEFINED

The exercise of power varies not only across contexts, but also across time. Within a particular setting or relationship, people may occupy different roles at different times, making the exercise of power a very dynamic process.

VALUES FOR VALUES FOR

THREE TYPES OF WELLNESSTHREE TYPES OF WELLNESS

PERSONAL WELLNESS

RELATIONAL WELLNESS

COLLECTIVE WELLNESS

Health Respect for diversity

Social justice

Self determination

Collaboration and democratic participation

Support for social structures

Meaning and Spirituality Liberation from intrapsychic oppressive forces

Caring and compassion Liberation from interpersonal oppression

Support for the environment Liberation from societal oppressive forces

A Matter of BalanceA Matter of Balance

Foreground and background

Personal well-beingPersonal well-being

Collective well-beingCollective well-being

Relational well-beingRelational well-being

Values out of balanceValues out of balanceToo much Domain of

well-beingToo little

Individualism

Personal

Self –determination Oppression

Romantic social capital

Relational

Social support

Isolation, alienation

Personal sacrifice

Collective

Support for the community

Competition, injustice

AND NOW WHAT? AND NOW WHAT? WE APPLY THESE TOOLS TO DIVERSE WE APPLY THESE TOOLS TO DIVERSE

SETTINGSSETTINGS

CLINICAL AND COUNSELLING SETTINGS

HEALTH SETTINGS

EDUCATIONAL SETTINGS

WORK SETTINGS

COMMUNITY SETTINGS

Cycle of PraxisCycle of Praxis

How Do We Address Power How Do We Address Power Imbalance in the Helping Imbalance in the Helping

Professions?Professions?

Values do not exist outside powerRealization of well-being depends on powerRealization of values depends on power Psychopolitical validity

– Epistemic– Transformational

Psychopolitical ValidityPsychopolitical Validity

Psychopolitical validity derives from the consideration of power dynamics in psychological and political domains of health.

The main objective of psychopolitical validity is to infuse in helping professions an awareness of the role of power in justice and well-being.

Psychopolitical ValidityPsychopolitical Validity

In order to attain psychopolitical validity, investigations and interventions would have to meet certain criteria. These criteria have to do with the extent to which research and action incorporate lessons about psychological and political power.

Psychopolitical Validity I: Epistemic Psychopolitical Validity I: Epistemic

This type of validity is achieved by the systematic account of the role of power in political and psychological dynamics affecting phenomena of interest.

Such account needs to consider the role of power in the psychology and politics of well-being, oppression and liberation, at the personal, relational, and collective domains.

Psychopolitical Validity II: Psychopolitical Validity II: TransformationalTransformational

Transformational validity derives from the potential of our actions to promote personal, relational, and collective wellness by reducing power inequalities and increasing political action

Table 1Guidelines for Epistemic Psychopolitical Validity in Critical Community Psychology

Concerns Domains

Collective Relational Personal

Wellness Accounts for role of political and economic power in economic prosperity and in creation of institutions that promote equality and public health

Studies the role of power in creating and sustaining egalitarian relationships, social cohesion, social support, respect for diversity and democratic participation in communities, groups, and families

Studies role of psychological and political power in achieving self-determination, empowerment, health, personal growth, meaning and spirituality

Oppression Explores role of globalization, colonization and exploitation in illness and suffering of nations and communities

Examines the role of political and psychological power in exclusion and discrimination based on class, gender, age, race, education and ability.Studies conditions leading to lack of support, horizontal violence and fragmentation within oppressed groups

Studies role of powerlessness in learned helplessness, hopelessness, self-deprecation, internalized oppression, shame, physical and mental health problems and addictions

Liberation Deconstructs ideological norms that lead to acquiescence and studies effective psychopolitical factors in resistance to norms that cause illness

Studies acts of solidarity and compassion with others who suffer from oppression and illness

Examines sources of health, strength, resilience, solidarity and development of activism and leadership

Table 2Guidelines for Transformational Psychopolitical Validity

Concerns Domains

Collective Relational Personal

Well-being Contributes to institutions that support health, emancipation, human development, peace, protection of environment, and social justice

Contributes to power equalization in relationships and communities. Enriches awareness of subjective and psychological forces preventing solidarity. Builds trust, connection and participation in groups that support social cohesion, health and social justice

Supports personal empowerment, health, sociopolitical development, leadership training and solidarity. Contributes to personal and social responsibility and awareness of subjective forces preventing commitment to justice and personal depowerment when in position of privilege

Oppression Opposes economic colonialism and denial of cultural rights. Decries and resists role of own reference group or nation in oppression of others and deterioration of health in other groups

Contributes to struggle against in-group and out-group domination and discrimination, sexism and norms of violence. Builds awareness of own prejudice and participation in horizontal violence

Helps to prevent acting out of own oppression on others. Builds awareness of internalized oppression and role of dominant ideology in victim-blaming. Contributes to personal depowerment of people in position of privilege

Liberation Supports networks of resistance and social change movements that pursue health and wellness. Contributes to structural depowerment of privileged people

Supports resistance against objectification of others. Develops processes of mutual accountability

Helps to resists complacency and collusion with exploitative and illness producing system. Contributes to struggle to recover personal health and political identity

Example 1: Miami SPEC projectExample 1: Miami SPEC projectOrganizational conditions leading to transformative Organizational conditions leading to transformative

practice: Findings from a multi-case study, action research practice: Findings from a multi-case study, action research investigationinvestigation

University of Miami SPEC Team– Isaac Prilleltensky– Ora Prilleltensky– Scot Evans– Adrine McKenzie– Debbie Nogueras– Randy Penfield– Corinne Huggins– Nick Mescia

What is transformative practice?What is transformative practice?

In the context of community, educational, health, and human service organizations, we define transformative practice as consisting of four principles– Strengths– Prevention– Empowerment– Community change

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DRAIN VS. SPEC APPROACHESDRAIN VS. SPEC APPROACHES

Drain Approach Deficits-based Reactive Alienating Individualistic Problems Too little Too late Too costly Too unrealistic

SPEC Approach Strengths-based Primary Prevention Empowerment Community change

Opportunity Built to last Starts early and saves $$$ Creates civic engagement Builds social movement

Quadrant IIIExamples:Crisis work, therapy, medications, symptom containment, case management

Quadrant IExamples:Community development, affordable housing policy, recreational opportunities, high quality schools and accessible health services

Quadrant IIExamples:Skill building, emotional literacy, fitness programs, personal improvement plans, resistance to peer pressure in drug and alcohol use

Quadrant IVExamples:Food banks, shelters for homeless people, charities, prison industrial complex

Collective

Proactive

Individual

Reactive

Time and place of interventions

THIS IS WHERE WE ARE

THIS IS WHERE WE NEED TO BE

Quadrant IExamples:Voice and choice in celebrating and building competencies, recognition of personal and collective resilience

Quadrant IIExamples:Voice and choice in deficit reduction approaches, participation in decisions how to treat affective disorders or physical disorders

Strength

Empowerment

Deficit

Detachment

Focus and engagement in interventions

Quadrant IIIExamples:Labeling and diagnosis, “patienthood” and clienthood,” citizens in passive role

Quadrant IVExamples:Just say no! You can do it! Cheerleading approaches, Make nice approaches

THIS IS WHERE WE ARE

THIS IS WHERE WE NEED TO BE

Context of InvestigationContext of Investigation

Action research with 5 community based organizations (CBOs) to promote Strengths, Prevention, Empowerment, Community Change

Three year study consisting of 1. Training2. Team work3. Consultation 4. Professional development5. Action research

Context of InvestigationContext of Investigation

Organizations selected on basis of “readiness” Organizations consist of

– Major local funder (MF)– Major provider of health services for poor (HS)– Organization that promotes early interventions (EI)– Local civic coalition (LC)– Local human service (HS)

Budgets range from $ 1 million to over $ 100 million Personnel ranges from 15 to 700

Context of InvestigationContext of Investigation

Intervention components 1. Training

Each organization sends reps to 18 person class 3 hours biweekly Lecture, discussion, application

2. Team work Transformation teams meet biweekly

3. Consultation A researcher assigned to each organization Weekly or biweekly consultations

4. Professional development5. Action research

Research DesignResearch Design Action Goal of overall project: Promote SPEC practices in

organizations to improve community well-being Research Goals of overall project:

– Assess whether organizations become more aligned with SPEC principles as a result of interventions

– If so, how Data collection

– Quantitative and qualitative methods at baseline, year one, and end of project

Goal of present study: Examine organizational conditions leading to SPEC based on qualitative data gathered through interviews, focus groups, and field notes with about 80 different participants in the five organizations

OUTCOME: SPEC IN THE COMMUNITY

Strength based approaches

Preventive approaches

Empowering approaches

Community change approaches

ORGANIZATIONAL CONDITIONSClimate Resources Support Consciousness

INTERVENTIONS TO PROMOTE SPEC

Training T Team Consultation Action Research

Professional Development

Findings: Organizational Conditions Findings: Organizational Conditions for Transformative Practicefor Transformative Practice

Organizational Conditions for Organizational Conditions for Transformative PracticeTransformative Practice

ClimateClimate Effective

– Enabling structures; good communication; timely completion of tasks; efficiency; accountability and follow-through, etc.

– Most of the organizations noted at least some deficiency in this domain, including duplication of efforts; inconsistent policies; and bureaucracy

Reflective– Learning opportunities; organizational learning; asking “big questions”; challenging old

notions; evaluating practice, etc.– Organizations vary on this dimension, with some presenting as highly reflective and others

describing an environment where there is insufficient trust to challenge old notions and practices. (“you ain’t gonna rock the boat.”)

Affirmative– Climate of acceptance and appreciation; employee strengths are highlighted and utilized;

voice and choice; sense of control; team work and conviviality– Distinction made between voice and choice in a number of organizations where

empowerment is espoused as an organizational value, but not always practiced well.– In other organizations, staff empowerment is not even part of the organizational radar.

ResourcesResources Human

– Adequate number of workers to meet demands; high skill level; capacity; dedication; motivation; initiative

– Largely described workers as caring, conscientious and committed to meeting the needs of their constituents

– Variable level of skill across organizations– Concern in some organizations that people are spread too thin due to a broad, overly ambitious mission

Financial– Adequate financial resources to support positions; programs; etc.– A major barrier for most organizations in the current economic climate– Cuts in positions and lack of job security are a source of strain – For funding organizations, ongoing concern to make sure investments provide good return

Organizational– Appropriate organizational structures to meet vision and mission; adequate time, space, etc.– Most organizations described as committed to vision and mission– Some noted that rapid and poorly communicated policy changes lead to inconsistent practices and poor

PR with other agencies– In one case, solicitation of input from “boots on the ground” was seen as a necessary condition for

improved buy-in to vision and mission

Support and LegitimacySupport and Legitimacy Leadership for SPEC

– Leadership provides legitimacy and support to SPEC principles and practices; leader(s)“walk the talk” in their support of the vision and mission of the organization

– Organizations whose leaders are involved in all aspects of the SPEC training (class, T-Team, etc.) experience greater legitimacy and support for SPEC practices and principles

– Lower level of leaders involvement is associated with fewer SPEC practices Board support and legitimacy for SPEC

– Board of Directors provides legitimacy and support to SPEC principles and practices ; board members“ walk the talk” in their support of the vision and mission of the organization

– Some describe difficulties in dealing with board members who come from a corporate background and unfamiliar with nonprofit

– Some board members advocate for special interest groups Funder support for SPEC

– Funders provide legitimacy and support to SPEC principles and practices; funders “walk the talk” in their support of the vision and mission of the organization

– Some indication that funders may not always walk the talk, despite the theoretical support of SPEC; some feel micromanaged by funders

ConsciousnessConsciousness Justice

– Organization espouses a justice orientation; considers issues of fairness and justice in understanding community problems and devising solutions

– Large variation between organizations. For some, themes of “economic justice” and “social justice” are espoused and central to the organizational mission. For others, justice is described as enabling access to services, regardless of client background, legal status, etc.

Power– Organization is highly aware of power issues in the community; sensitive to how differences in

power affect voice, choice and wellbeing; considers power issues when understanding problems and devising solutions

– Awareness and sensitivity to power issues in the community are at times inconsistent with internal practices with employees.

Ecology– Organization espouses an ecological orientation; considers personal, organization, and systemic

factors in understanding problems and devising solutions– A shared understanding that social and economic conditions are at the root of people’s struggles

does not always translate to more systemic organizational practices

     

In every act, in every interaction, in every social action,we hold each other accountable to promote

 People’s dignity, safety, hope and growth

Relationships based on caring, compassion and respectSocieties based on justice, communion and equality

 We are all better when these values are in balance

 To put these values into action, we will:Share our power

Be proactive and not just reactiveTransform the conditions that create problems for youth

Encourage youth and families to promote a caring communityNurture visions that make the impossible, possible

We commit to uphold these values withYouth and their Families

Our EmployeesOur OrganizationOur Community

This is a living document. We invite you to discuss it, to critique it, to live it