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June 3, 2014
The Guardian | Amy Westervelt
Westervelt’s article describes how companies are searching for ways to generate purpose and passion in their employees to stop the increasing turnover rate in many jobs. Jane Dutton, professor of business administration and psychology at University of Michigan, focuses on the importance of relationships in positive organization. Dutton comments that, “If you have positive connections between employees, that means it’s also probably easier to cultivate meaning in the work they’re doing.” On the same note, “if employees feel they have a purpose, it’s easier for them to cultivate positive connections with each other.”
June 1, 2014
Crain’s Detroit Business | Kirk Pinho
Crain’s Detroit Business shares Fred Keller’s, the Center’s first executive-in-residence, thoughts on his new position. “’There are a great deal of business leaders who are positive thinkers and just need a little encouragement to take those steps.'”
June 1, 2014
Detroit Free Press | Frank Witsil
Witsil shares his interview with Shirli Kopelman, Univeristy of Michigan management professor who studies negotiations. Shirli offers her views on negotiation, and gives a few words of advice, as well. She also gives a few comments about her book, Negotiating Genuinely: Being Yourself in Business: “It’s framed for being yourself in business, but it applies just as well outside business. It’s a quick, fun, playful read.”
May 28, 2014
Ever feel invigorated after an interaction with a co-worker — energized and confident to take on a challenge?
That feeling is real, the benefits are real, and companies need to do more to create these high-quality connections, says Michigan Ross Professor Jane Dutton.
Her research shows that interacting with others in ways that foster high quality connections at work does more than improve morale. It improves creativity, commitment, learning, and engagement. Organizations that figure out how to foster these interactions bring out the best in their teams and achieve better results.
“These short, momentary interactions with people at work are like vitamins — they strengthen and fortify you throughout your day,” says Dutton, the Robert L. Kahn Distinguished University Professor of Business Administration and Psychology. “The good news is that these connections don’t take a lot of time to build. They happen quickly, and small gestures pay big dividends.”
May 22, 2014
www.AuthenticOrganizations.com | C.V. Harquail
In a post on her blog AuthenticOrganizations.com, consultant and scholar C.V. Harquail describes a three-step process–Acknowledge, Affirm, and Amplify–for “contributing ideas to a community while boosting someone else’s business at the same time.” Harquail suggests that this strategy “might create opportunities for the people you’re telling and the businesses you’re talking about.” To illustrate the process, she describes her use of it regarding Shirli Kopelman’s post on HBR Blog regarding her recent book, Negotiating Genuinely.
May 22, 2014
Writing for Corp!, Sue Voyles covers the inaugural Positive Business Conference, focusing specifically on the power of Visioning:
“Dressed in jeans and a Camp Bacon t-shirt, Ari Weinzweig somberly reads from a couple of sheets of paper what sounds like a news account of his presentation at the inaugural Positive Business Conference at University of Michigan’s Ross School of Business May 16, 2014. His presentation, “Creating a Vision of Greatness,” was part of the Positive Leader Briefings presented on the second day of the event, held May 15-17, 2014 on campus.”
May 21, 2014
businessnewsdaily.com | May 21, 2014
Nicole Fallon quotes Gretchen Spreitzer on the importance of building good working relationships with team members. Spreitzer cautions against focusing on too much productivity and not enough on building rapport with the team.
May 16, 2014
In an article for Fast Company, Chris White discusses the importance of a positive business model:
“In both life and work, purpose is the secret ingredient to success.
“Countless studies prove the positive effect of having a sense of meaningful contribution to others in our lives, and it’s no different for work.
“When we feel that our day-to-day work is aligned with our values, our strengths, and our passions, we perform better: We are happier and more engaged in the workplace. We form deeper, more significant relationships with those around us. And when we have purpose, we live longer, healthier lives.”
May 16, 2014
In a blog post for the Harvard Business Review, Shirli Kopelman outlines a five-step approach “to make the best use of your emotions during a negotiation.”
May 16, 2014
Writing for DBusiness, Izzi Bendall takes a close look at some of Jane Dutton’s newest research:
“Even just a short conversation with a colleague can have a positive impact on a person’s cardiovascular, immune, and neuroendocrine systems, providing energy and motivation during the workday, says new research from the University of Michigan.
“‘These short, momentary interactions with people at work are like vitamins — they strengthen and fortify you throughout your day,’ says Jane Dutton, a professor of business administration and psychology at the university. ‘The good news is that these connections don’t take a lot of time to build. They happen quickly, and small gestures pay big dividends.'”
May 16, 2014
Frank Witsil, writing for the Detroit Free Press, covers the inaugural Positive Business Conference. In the article, he quotes the Center’s Chris White and Shirli Kopelman.
“About 350 students, academics and business leaders gathered this week at the University of Michigan for the first Positive Business Conference.
“‘Our mission is to develop leaders and make a difference in the world,” Chris White, the managing director for the Center for Positive Organizations, said Friday. ‘Positive businesses create economic value, create great workplaces and are good neighbors.'”
May 15, 2014
In a piece for Bloomberg Businessweek, Shirli Kopelman writes about the importance of teaching business students how to negotiate:
“If business schools are to graduate leaders who “do no evil,” to paraphrase one of Google’s principles, then we must teach them how to negotiate.
“This may seem like an unorthodox approach to minting a new generation of ethically minded managers. The fact is negotiating can be a useful vehicle for doing good deeds. All sorts of negotiations happen on a daily basis, whether we’re aware of it or not. It’s a negotiation when we want our idea selected in a staff meeting, when we want to move a project deadline, divvy up team responsibilities, and even decide where to go for lunch.”