By Sarah Lewis
Positive Psychology and Change explores how components of optimistic psychology comparable to strengths, circulate, and mental capital may be utilized to the standard demanding situations of top a dynamic and adaptive paintings group, and the way collaborative crew techniques to transformational switch should be mixed with a good mind-set to keep up optimism and motivation in an unpredictable operating environment.
- Articulates a distinct imaginative and prescient for organizational management within the twenty first century that mixes optimistic psychology, Appreciative Inquiry (AI), and collaborative team technologies
- Focuses on 4 particular co-creative techniques (Appreciative Inquiry, Open area, global Café and SimuReal) and the ways that they surpass conventional equipment for organizational change
- Explains the most recent concept, learn, and perform, and interprets it into concrete, actionable principles for assembly the daily demanding situations of powerful and adaptive management and management
- Includes studying gains corresponding to boxed textual content, brief case experiences, tales, and cartoons
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Additional resources for Positive psychology and change : how leadership, collaboration and appreciative inquiry create transformational results
Adherence to this belief can cause considerable difficulties for organizations, and particularly for leaders. For example, recently I was with the Group IT board of an international organization. Recent activity would make it clear to any observant member of this division that changes are afoot. For a start one of the big four consultancies is visibly around and involved in a large, future‐oriented project. Sub‐projects have been set up to examine alternative possible futures. Visits have been made to India, renowned for cheap and skilled IT labour.
Psychological research in fact suggests that whatever we might declare to be the case, our choices in situations are rarely driven solely by logic; rather they are heavily influenced by emotion and values (Damasio, 2005). This suggests there isn’t a neutral logical argument that will ensure that all see the light of the need for the change; rather there are more and less powerful voices in organizational systems, the “logic” of the more powerful tending to hold sway. 4. There is no need to take account of what has gone before These change models are based on beliefs of the organization as a mechanical entity, and this sense of change as an engineering problem can be traced back to Taylor (1912) and is present in Lewin’s work.
He argued that the restraining forces offer comfort to people, being familiar and habitual. He argued that a measure of discomfort needs to be introduced to get people to move towards a new situation. ” The force field model is one of analysis, suggesting that the total situation can be modelled and that all the forces for and against change can be identified. Integral to these ideas is the notion of resistance to change (1947, p. 13). As French and Bell explain it, “Identification and specification of the force field should be thorough and exhaustive so that a picture of why things are as they are becomes clear” (1999, p.