David S. Bright

Exploring the Relationships between Organizational Virtuousness and Performance

The importance of virtuousness in organizations has recently been acknowledged in the organizational sciences, but research remains scarce. This article defines virtuousness and connects it to scholarly literature in organizational science. An empirical study is described in which the relationships between virtuousness and performance in 18 organizations are empirically examined. Significant relationships between virtuousness and both perceived and objective measures of organizational performance were found. The findings are explained in terms of the two major functions played by virtuousness in organizations: an amplifying function that creates self-reinforcing positive spirals, and a buffering function that strengthens and protects organizations from traumas such as downsizing.

Spiritual and religious struggles in the workplace

Recent research on spirituality in the workplace has documented its potential benefits. This article complements these prior writings by providing a brief overview of spiritual and religious struggles in work settings. Struggles could occur at the organizational level, as leaders wrestle with decisions about whether and how to encourage expressions of spirituality or religion in the workplace. Other conflicts could surround interpersonal disagreements in religious beliefs or values. Some employees may also experience more private spiritual struggles at work involving the pursuit of virtue, doubts and shifts in belief, crises of meaning, and anger or other negative feelings toward God or a Higher Power. Although any of these spiritual or religious challenges could create stress in work settings, they could also serve as catalysts for growth and positive change. We propose that the time is ripe for increased research on spiritual and religious struggles within the workplace.

FORGIVENESS FROM THE PERSPECTIVES OF THREE RESPONSE MODES: BEGRUDGEMENT, PRAGMATISM, AND TRANSCENDENCE

This article explores constructions of forgiveness by studying responses to perceived offensive experiences in which ones own negativity toward the event is increased, displaced or dissolved. Forgiveness is rarely considered in management research, yet it has particular relevance to the health and function of interpersonal connections that allow organizations to thrive. There are two schools of thought about the meaning of forgiveness. The dominant school accepts that forgiveness occurs when ones negativity toward perceived offenders is neutralized. The second school considers that forgiveness must include a transformation of negativity to positivity. Forgiveness is closely identified with Positive Psychology and Positive Organizational Scholarship, which focus on the dimensions of human strength and resilience. Yet, because the neutralization school is dominant, research has not developed an understanding of forgiveness as an especially positive influence or practice. The article presents a grounded theoretical framework for considering forgiveness, not only as reparation, but also as strength. Data from interviews conducted in a unionized trucking company suggest three responses to offense: the begrudging mode, in which forgiveness is an illusion; the pragmatic mode, where forgiveness is a necessity; and the transcendent mode, in which forgiveness is a life choice. The transcendent mode especially adds a substantive set of ideas that extend an understanding of forgiveness as an elevating, positive dynamic in organizations.

APPRECIATIVE INQUIRY IN THE OFFICE OF RESEARCH AND DEVELOPMENT: Improving the Collaborative Capacity of Organization

This paper highlights the use of appreciative inquiry (AI), a growing practice in organization development, in the Office of Research and Development (ORD) of the Environment Protection Agency. AI is a strength-based approach to change that induces innovation and collaboration through participatory methods. It is distinct from other methods that focus on resolving problems in organizations. An AI summit is a large-scale inquiry designed with four phases: discover, dream, design, and destiny. The history and effects of a summit are described in a case analysis of the ORD. The article concludes by describing how managers might use AI to improve their leadership effectiveness.

Open-Mindedness and Defensiveness in Multisource Feedback Processes: A Conceptual Framework

Multisource Feedback Assessment (MSF or 360-degree feedback) used for employee development has become ubiquitous in many organizations. From an organization development (OD) perspective, this article presents a conceptual model to explain reactions to MSF in feedback recipients. In the ideal mode, MSF recipients react to MSF data with open-mindedness, a strong willingness to evaluate self-perceptions by learning from others’ perspectives. In the converse mode of defensiveness, MSF recipients are likely to be closed to and dismissive of others’ perspectives. The usefulness of the model for testing alternative MSF approaches is illustrated through a discussion of two MSF techniques: the Self–Other Comparison (SOC) approach and the Predicted–Other Comparison (POC) approach. Approaches that foster a mode of open-mindedness over defensiveness are more likely to produce the intended learning benefits.

Encouraging Social Innovation in Global Organizations: Integrating Planned and Emergent Approaches

The idea of social innovation suggests that entrepreneurial, developmental activities are done with virtuous intent. This intent can be translated into action through two approaches: (1) the planned approach fosters hierarchically driven innovation and (2) the emergent approach fosters bottom-up, self-organizing innovation. Both approaches have a role to play in the translation of virtuous intent to social innovation. Each relates to different forms of emergence. Artificial emergence is consistent with the planned approach, whereas natural emergence is consistent with the emergent approach. The integrated approach incorporates both forms, as illustrated by a case example of activities at World Vision.

Introduction: Building Ethical, Virtuous Organizations

Since its inception nearly 50 years ago, the Journal of Applied Behavioral Science has consistently sought contributions that address questions of organizational effectiveness and humane organizing. Indeed, the Journal of Applied Behavioral Science has always maintained a general interest in expanding our theory-in-use about how to enact or lead socially responsible, effective organizations. The recent decade has sharpened the importance of such issues, particularly as society considers how to respond to the emergence of the Great Recession and the excesses that preceded it. Thus, this special issue seeks to explore research that builds social theory and informs application of theory to support the creation of positive, sustained ethical action in and by human systems.

Exploring the generative potential between positive organizational scholarship and management, spirituality, and religion research

Though conceptually distinct, the fields of positive organizational scholarship (POS) and management, spirituality, and religion (MSR) consider various phenomena in common. In this paper, we address a range of topics that both disciplines explore, as well as topics that are exclusive to one domain but that may inform and enrich the other. We identify shared criticisms that both domains have faced and highlight different paths each field has taken toward establishing legitimacy. Our aim is to identify mutually relevant terrain where MSR research and POS can inform and enrich each other.

THE GENERATIVE POTENTIAL OF CYNICAL CONVERSATIONS

Abstract A common concern raised in opposition to Appreciative Inquiry (AI) is that a focus on life-giving images in organizations tends to suppress negative voices. It is supposed that AI sees little value in skeptical, cynical, or negative perspectives. However, when AI is properly understood, all voices – both positive and negative – are seen as essential to the life of organization. The challenge is to create an atmosphere in which the cynical voice, rather than perpetuating dysfunction, can be tapped to build generativity. This chapter describes how to accomplish this objective through the use of analogic inquiry, thus exploring the focus on generativity that is central to AI.

Constructivist Meta-Practices: When Students Design Activities, Lead Others, and Assess Peers.

New educators may feel overwhelmed by the options available for engaging students through classroom participation. However, it may be helpful to recognize that participatory pedagogical systems often have constructivist roots. Adopting a constructivist perspective, our paper considers three meta-practices that encourage student participation: designing activities, leading others, and assessing peers. We explored the consequences of these meta-practices for important student outcomes, including content knowledge, engagement, self-efficacy, sense of community, and self-awareness. We found that different meta-practices were associated with different combinations of outcomes. This discovery demonstrates the benefit of studying metapractices so as to reveal the nuanced effects that may arise from pedagogical choices. In addition, an understanding of meta-practices can help leadership educators to be more discerning and intentional in their course designs. Journal of Leadership Education DOI: 10.12806/V15/I4/R6 Volume 15 Issue 4 Research