Faculty from the Center share their excitement about the transformative ability of Positive Organizational Scholarship to elevate individuals and organizations.
August 1, 2014
One of the things that I value most about the Center is the people. As I wrote in my initial blog about first impressions, right away what caught my attention about the Center were the bright-colored walls and the collaborative set up of each room. However, I quickly realized it’s the interesting people and conversation that make this place so unique. It has only been eight weeks since the Summer Fellows started at the Center, but I have built high quality connections with my fellows much faster than I have in any of my other jobs. I think this is due to the focus on recognizing and sharing positive identities with one another, and our weekly celebrations at the beginning at every Lunch and Learn.
July 31, 2014
Today’s career environment is very different than it was two decades ago. The pace of change is ever increasing. Globalization is inevitably requiring most of us to work effectively and learn from individuals who are from different countries and ethnic backgrounds, requiring well-honed communication skills. And, technology has significantly changed the way we work and the way we create and sustain relationships with others. These trends make us all novices over and over again, as we necessarily move to a new job, new organization, or new country. It is almost impossible to be an expert for very long.
So what does mentoring look like in this new context? Our review of three decades of research and our own observation and experiences clearly indicate that rather than seek out one mentor who can provide all of the guidance that is needed at a particular point in time, we all need to build a network of developers that can help us to continuously learn, innovate, work with others, and realize our goals.
Positive Leadership, The Game ™ encourages structured brainstorming and engagement to help leaders discover possible paths to flourishing and high performance that exceeds expectations. Created by Robert Quinn and Gretchen 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 […]
The Job Crafting Exercise™ helps you make your job more engaging and fulfilling. The idea is to view your job in a new way — as a flexible set of building blocks rather than a fixed list of duties. Using this perspective, you create a visual plan for redesigning your job to better suit your values, strengths, and passions.
David Mayer is an Assistant Professor of Management and Organizations at the University of Michigan’s Stephen M. Ross School of Business. He conducts research, teaches, and consults in the areas of leadership and ethics. His research focuses on how leaders help create an environment that can discourage unethical behavior and promote helpful behavior. Drawing on this research, Dave works with individuals and organizations to improve their ability to lead ethically and to help improve the interpersonal dynamics of their employees. His research has been published in the top scholarly journals focusing on leadership and ethics such as the Academy of Management Journal, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Personnel Psychology, and he is currently an associate editor of the Academy of Management Journal. He has worked with a variety of companies on these issues such as the Ethics Resource Center, Giant Eagle, Humana, Lockheed Martin, Personnel Decisions Research Institute, P.H.I. Consulting Group, Schwan’s, and SunTrust.
Oana Branzei is Associate Professor of Strategy at the Richard Ivey School of Business, Western University and Visiting Professor with the Center for Positive Organization Scholarship and the Erb Institute for Global Sustainable Enterprise at the Ross School of Business, University of Michigan. Oana holds a doctorate from the Sauder School of Business, University of British Columbia and an MBA from the University of Nebraska. Her academic projects explore the pro-social functions and positive impact of business, from social enterprises and social change initiatives to cross-sector innovation and community eco-systems. Her first edited book was published by Emerald in 2011.
Neil Hetherington, Chief Executive Officer of Habitat for Humanity New York City, began his career in project management at Tridel Construction, Canada’s largest condominium developer. In September 2000, he made a radical career change by joining Habitat for Humanity Toronto; at the time as the youngest CEO of a Habitat affiliate in the world. During his time at the helm, Habitat for Humanity Toronto accelerated its building program from an average of 1 home every two years to 45 annually. The Habitat Toronto ReStore operations increased revenue by over twelve times. Neil joined Habitat NYC as its Chief Executive Officer in 2013. He can be seen regularly building with Habitat for Humanity both locally and internationally.
Dr. Laura Morgan Roberts is an author, professor, researcher, leadership development coach and organizational consultant. She is the Professor of Psychology, Culture and Organization Studies in Antioch University’s Ph.D. Program in Leadership and Change. She is also a core faculty affiliate of the Center for Positive Organizational Scholarship. A thought leader in the areas of authenticity, identity, diversity, strengths, and value creation, Laura co-edited Exploring Positive Identities and Organizations (with Jane Dutton). Laura earned her MA and Ph.D. (Organizational Psychology) from the University of Michigan and BA (Psychology) from University of Virginia.
Writing for Fortune, Anne Fisher quotes CPO Faculty Co-Director Dave Mayer on the difficulty of achieving true workplace diversity:
“People have all kinds of assumptions about what ‘affirmative action’ or ‘diversity programs’ mean,” notes David Mayer, one of the study’s authors, who teaches management at the University of Michigan’s Ross School of Business. “Unfortunately, plenty of employees think it’s about hiring people who are less qualified, just because they’re a member of a minority group.”
In her leadership column for Forbes, Ruth Blatt mentions Oana Branzei’s chapter in Jane Dutton and Gretchen Spreitzer’s new book, How to Be a Positive Leader:
“Leaders who are able to truly have a long-lasting influence are those who give us hope. In a chapter in the recent book How To Be A Positive Leader, professor Oana Branzei of the Richard Ivey School of Business at Western University defines hope as the belief that people and situations can and will change for the better. Political leaders such as Mahatma Gandhi and Nelson Mandela or religious leaders like Mother Theresa and Archbishop Ddesmond Tutu had their powerful impact because they convinced others that a better future was possible and doable.”