Faculty from the Center share their excitement about the transformative ability of Positive Organizational Scholarship to elevate individuals and organizations.
November 20, 2014
“What is your vision for extraordinary leadership impact? I could get up and talk to you for forty-five minutes about what I think leadership should be, but at the end of the day, in order to make a connection between positive identities and positive leadership, the leadership vision itself has to be personal. [It has to] connect in some way to your source of inspiration. And your source of inspiration for leadership and action comes from who you are, how you see yourself, and the results you wish to create or contribute.”
With this message, Laura Morgan Roberts began her Positive Links Speaker Series session.
November 10, 2014
Business leaders support individuals and help them perform their best. But providing guidance and feedback to others can be challenging. People have shifting interests, concerns, and worries. So as a leader, you cannot support people unless you know what they think and how they feel. And this can only be done by asking meaningful questions and listening deeply.
The Task-Enabling™ Exercise (TEE™) improves how you task-enable, or help, others, and how others task-enable you. By focusing on a specific task, project, or goal, you reflect on all the people who assist you, as well as what they do that is effective and ineffective. The TEE™ then guides you step-by-step through the process of […]
Positive Leadership The Game ™ is designed to help leaders discover paths to flourishing and high performance through structured brainstorming and problem-solving. Created by Robert E. Quinn and Gretchen M. Spreitzer, renowned professors at the Michigan Ross School of Business, the game organizes leaders into groups to share business problems and offer sustainable solutions that […]
Amy Wrzesniewski is an Associate Professor of Organizational Behavior at Yale University’s School of Management. Professor Wrzesniewski earned a B.A. in Psychology from the University of Pennsylvania and an M.A. and Ph.D. in Organizational Psychology from the University of Michigan. She has won the IBM Faculty Award for her research, and has won awards for her undergraduate, graduate, and executive teaching. Her research focuses on how people make meaning of their work in challenging contexts (e.g., stigmatized occupations, virtual contexts, absence of work), and the experience of work as a job, career, or calling.
Scott Sonenshein (www.ScottSonenshein.com) is an Associate Professor of Management at the Jones Graduate School of Business at Rice University, where he teaches course in change and leadership. His studies examine the resourceful actions of employees to advance organizational and social/ethical change. He has conducted research in settings ranging from fashion to food trucks, banks to booksellers, and entrepreneurs to environmentalists. This work illuminates the skill, agency, and motivation of individuals to contribute to change and the corresponding organizational practices that foster these outcomes. He currently serves as an Associate Editor at the Academy of Management Journal.
Shirli Kopelman is a leading researcher, expert, and educator in the field of negotiations at the University of Michigan’s Ross School of Business. Kopelman is also Faculty Director of Business Practice at the Center for Positive Organizations and Executive Director of the International Association for Conflict Management. Her research focuses on a positive process of mindful and strategic alignment of emotions, and its power to transform social exchange beyond an instrumental negotiation task to co-creation and generation of extraordinary success and wellbeing. Kopelman received awards for her cutting edge negotiation research and for her outstanding achievements in the classroom.
Michael Pearn in the Huffington Post:
“The Center for Positive Organizations at the University of Michigan Ann Arbor is accumulating strong evidence that we perform at our best in positive rather than stressful or threatening environments. We do not have to risk burning out or being physically and psychologically unhealthy in order to succeed.”
Chris White in Talent Management Magazine:
“We at the Center for Positive Organizations at the University of Michigan teach MBA students the skills to lead change without formally having the title of ‘leader.’ Many of the examples we use in teaching are of initiatives that represent ‘positive change,’ such as building a more humane workplace, developing products that are beneficial for less advantaged populations, advancing practices and processes that are better for the environment or creating a healthy relationship with the communities in which we work.”