Faculty from the Center share their excitement about the transformative ability of Positive Organizational Scholarship to elevate individuals and organizations.
April 21, 2015
Spring has sprung and with spring comes graduation. This time of year always makes me think of blossoming flowers, warm weather, proud parents, and joyful, relieved students. It is a time all about new beginnings, exciting adventures, and, oftentimes, reflection. What have we done that has made a difference? How did we thrive and grow? Being a rising senior, I’m not facing graduation in the immediate future, but this time of year has definitely made me reflect on my own U-M experience so far.
April 16, 2015
The symbol of a tree is often used when describing Positive Organizational Scholarship. Rooted in research, its strong foundation allows it to stand in the face of skepticism, negativity, and languishing. As it grows, the tree has the ability to venture into a flourishing state, but it needs proper nutrients and care. As the tree gets stronger, its branches, full of rich nourished leaves, spread up and outward, forming thriving connections and occupying new, uncharted space.
The Task-Enabling™ Exercise (TEE) is a reflective process that makes task-enabling, or helping, more visible, intentional, and impactful for you and others. After you reflect on a specific experience of task-enabling and how it was effective or ineffective, the TEE guides you through the process of identifying task-enabling patterns and devising an action plan to make […]
Positive Leadership™ The Game is an interactive card game designed for leaders of all levels that helps you generate innovative solutions to business problems through structured brainstorming. Played in groups of 3-10 people, this game uses the underlying principles of positive organizations to spark multiple strategies for leading positive change and development. To request a […]
Jerry Davis & Chris White with an excerpt from their new book, Changing Your Company from the Inside Out, in Harvard Business Review:
“In the course of our research, we have found that some human capital-intensive industries are more inherently receptive to social innovation than others. Accounting and consulting firms are often highly responsive to the social demands of their employees. For example, interns at PricewaterhouseCoopers championed a social audit practice. We also found that the professionals we spoke with at Accenture, in offices on three continents, consistently lauded the firm for its willingness to support innovations, from Accenture Development Partnerships to professional programs for First Peoples in Canada and support for call centers in native communities. This fits with the idea that much innovation is driven by a war for talent. Businesses that require professionals with skills in high demand are virtually required to embrace the preferences of the next generation.”
Gretchen Spreitzer’s research quoted in MIT Sloan Management Review:
“In ‘Why Sleep Is a Strategic Resource,’ in the Winter 2015 issue of MIT Sloan Management Review, Christopher M. Barnes (University of Washington’s Foster School of Business) and Gretchen Spreitzer (University of Michigan’s Ross School of Business) say that executives who brag about only needing a handful of hours of sleep ‘are not setting a good example, especially when it comes to getting the best performance out of the talent in an organization.’ “