Positive lab manifesto In February-March 2016, our research group used a tool called Appreciative Inquiry (AI*) to help us becoming a positive lab. AI is one of the tools of Positive Psychology, a research field in psychology aiming to study well-being (in particular at work) and to develop interventions to increase it (Seligman 2012). Positive institutions (such as companies, labs) set the well-being of the people working within them as the highest priority, higher than performance or profit (Lecomte, 2016). The result is much higher/better well-being at work, work relationships, job satisfaction, motivation, creativity and also, as a side-effect, performance. One of the outcomes of our AI experiment was to make a value book, listing the values underlying how our lab works. This value book is useful in several ways: there are occasions where we might want to reconnect to our values, people considering joining the lab can know how it works, other labs considering becoming positive labs can benefit from our experience. This value book is meant to be updated regularly. 1. Our passion for science is at the core of the lab. This passion should be harmonious and go hand and hand with experiencing physical and mental well-being at work. Publishing papers in high-profile journals at all costs is not defining the lab. This is a very important point that makes our lab a positive lab. This implies that a fraction of the activities of the group should be on improving well-being at work, for examples through experiments/innovations about work conditions, stimulating activities, organization/time management, relationships at work, valorisation of our work. Ultimately, the lab should help its members to flourish at work, not only through accomplishments but also through having fun at work and experiencing growth. 2. People have joined the lab willingly. Motivation for their research within the lab is essential and should be taken care of and even increased through trust and autonomy. A hierarchical way of interacting should be avoided. Trust and autonomy imply that people should get help with their project when needed but also feel free to have initiatives, in particular one should have the possibility to develop her/his own lines of research according to her/his interests. We recognize that there are different times at work: time to focus on our work, time to interact (informal discussions, lab meetings, 1-day meeting, seminars, and so on). Trust and autonomy also imply that people are those who know the best how to organise their time, and in particular working hours and holidays. We acknowledge that a balance between personal and professional is essential for well-being and time management tools in the lab includes teleworking. 3. Human relationships within the lab are essential. They should be based on respect and benevolence. Assertive communication should be our way of communicating where everyone can speak freely, expressing ideas, making suggestions but also expressing needs, while respecting and being benevolent to other people. Cooperation not competition should be promoted in the lab. A good team spirit is expected and should be promoted through day-to-day conviviality and social events. 4. Research is not only about producing data and publishing papers but also about learning skills and knowledge. Scientific animations are fun and should be promoted within the lab. Our lab has weekly meetings with either a round-table-like meeting where everyone can talk about her/his ongoing work or a journal club where we discuss papers. Also, we organise less regular events such as 1-day lab meeting (where everyone research is discussed at length) or retreats (in general with other labs, where research projects of both labs are presented and discussed). We should be able to enjoy the scientific events offered by our department/university. Other opportunities to interact, learn and also create her/his own network that are promoted are attending conferences, summer schools or other training events. We should be seeking collaborators sharing not only the same scientific interests but also similar values about work. 5. Our lab should offer equal opportunities and equal well-being to male and female scientists. It should offer an open, friendly, flourishing environment for everyone, in particular for non-French speaking people. English should be the day-to-day working language as soon as one person not completely fluent in French joins the lab. References J. Lecomte (2016) Les entreprises humanistes: comment elles vont changer le monde. M. Seligman (2012) Flourish: A Visionary New Understanding of Happiness and Well-being. *for example, see http://ifai-appreciativeinquiry.com/

Positive lab manifesto

In February-March 2016, our research group used a tool called Appreciative Inquiry (AI*) to help us becoming a positive lab. AI is one of the tools of Positive Psychology, a research field in psychology aiming to study well-being (in particular at work) and to develop interventions to increase it (Seligman 2012). Positive institutions (such as companies, labs) set the well-being of the people working within them as the highest priority, higher than performance or profit (Lecomte, 2016). The result is much higher/better well-being at work, work relationships, job satisfaction, motivation, creativity and also, as a side-effect, performance.

One of the outcomes of our AI experiment was to make a value book, listing the values underlying how our lab works. This value book is useful in several ways: there are occasions where we might want to reconnect to our values, people considering joining the lab can know how it works, other labs considering becoming positive labs can benefit from our experience. This value book is meant to be updated regularly.

1. Our passion for science is at the core of the lab. This passion should be harmonious and go hand and hand with experiencing physical and mental well-being at work. Publishing papers in high-profile journals at all costs is not defining the lab. This is a very important point that makes our lab a positive lab. This implies that a fraction of the activities of the group should be on improving well-being at work, for examples through experiments/innovations about work conditions, stimulating activities, organization/time management, relationships at work, valorisation of our work. Ultimately, the lab should help its members to flourish at work, not only through accomplishments but also through having fun at work and experiencing growth.

2. People have joined the lab willingly. Motivation for their research within the lab is essential and should be taken care of and even increased through trust and autonomy. A hierarchical way of interacting should be avoided. Trust and autonomy imply that people should get help with their project when needed but also feel free to have initiatives, in particular one should have the possibility to develop her/his own lines of research according to her/his interests. We recognize that there are different times at work: time to focus on our work, time to interact (informal discussions, lab meetings, 1-day meeting, seminars, and so on). Trust and autonomy also imply that people are those who know the best how to organise their time, and in particular working hours and holidays. We acknowledge that a balance between personal and professional is essential for well-being and time management tools in the lab includes teleworking.

3. Human relationships within the lab are essential. They should be based on respect and benevolence. Assertive communication should be our way of communicating where everyone can speak freely, expressing ideas, making suggestions but also expressing needs, while respecting and being benevolent to other people. Cooperation not competition should be promoted in the lab. A good team spirit is expected and should be promoted through day-to-day conviviality and social events.

4. Research is not only about producing data and publishing papers but also about learning skills and knowledge. Scientific animations are fun and should be promoted within the lab. Our lab has weekly meetings with either a round-table-like meeting where everyone can talk about her/his ongoing work or a journal club where we discuss papers. Also, we organise less regular events such as 1-day lab meeting (where everyone research is discussed at length) or retreats (in general with other labs, where research projects of both labs are presented and discussed). We should be able to enjoy the scientific events offered by our department/university. Other opportunities to interact, learn and also create her/his own network that are promoted are attending conferences, summer schools or other training events. We should be seeking collaborators sharing not only the same scientific interests but also similar values about work.

5. Our lab should offer equal opportunities and equal well-being to male and female scientists. It should offer an open, friendly, flourishing environment for everyone, in particular for non-French speaking people. English should be the day-to-day working language as soon as one person not completely fluent in French joins the lab.

References

J. Lecomte (2016) Les entreprises humanistes: comment elles vont changer le monde.

M. Seligman (2012) Flourish: A Visionary New Understanding of Happiness and Well-being.

*for example, see http://ifai-appreciativeinquiry.com/