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January 8, 2013
Professor Kim Cameron, from the Center for Positive Organizational Scholarship, has spent much of his career studying organizational virtuousness. How do attributes such as compassion, generosity, forgiveness and so forth get institutionalized into the processes, systems, strategies, culture of organizations?
January 2, 2013
Our late colleague Peter Frost used this proverb as a reminder that we all suffer and that we all have the capacity to meet suffering with compassion. We offer it in memory of Peter, and as an invitation to feed the wolf of compassion in your life.
January 2, 2013
Compassion is the heart’s response to suffering. Compassion — from the roots passio (suffering) and com (with) — means to suffer with another. Compassion is an innate part of human response to suffering, which is comprised of a three-part experience of noticing another’s pain, feeling with another, and responding in some way.
January 1, 2013
Pain and suffering, though often unspoken, are ubiquitous in work organizations. Sometimes the work of the organization itself becomes painful, while at other times pain comes from tragic and unexpected events in employees’ lives
December 27, 2012
In Flourish, Penn Professor Marty Seligman lays out a five-component framework for maximizing well-being in your own life. It got me thinking: in what ways can this be applied to organizations?
December 23, 2012
In our culture, we often place a premium on agency – the role of the individual actor. In reality, the individual works within a system. That system places a key role in determining whether a person grows and is successful – or does not.
December 21, 2012
I was recently teaching a class on how to be a transformative teacher of positive organizational scholarship. To make a lasting difference with these fellow educators, I realized I needed to carefully plan our lesson, and then be prepared let go of the plan and let the students take the teacher where they most need to go—to co-create with them.
December 20, 2012
Most senior authority figures tend to be smart. But not all of them are wise. Wisdom often comes with experience, and experiences often change a person’s natural assumptions.
December 20, 2012
In Part I of this series, I suggested that POS’s central message is that an organization can have a more positive culture. In yesterday’s entry, Part II, I explained how “Normal Blindness” caused people to ignore such opportunities. I went on to state that POS’s message is actually threatening to those with the normal mindset.What responsibility does this fact put on POS teachers and practitioners?
December 19, 2012
My colleague and friend Jerry Davis and I are doing a bit of blogging through Forbes and Ashoka.
December 18, 2012
In Part I of this series, I suggested that one of the most basic messages of POS is that embracing its principles allows an organization to engender a more positive culture. You would think this is a safe and widely acceptable message. It is not.
December 18, 2012
If you have moved in Positive Organizational Scholarship circles for a while, you may have come across the term “The Positive Lens”. Those who use the term seem to know what it is, and feel it is important – profound even. Those who do not know what is means seem confused and sometimes even a little skeptical.