Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 33: Establishing Positive Emotional Climates to Advance Organizational Transformation
Leslie E. Sekerka and Barbara L. Fredrickson* Introduction This chapter describes how positive emotional climates can help create and support transformation in organizations. With prominent contributions from positive psychology (Seligman & Csikszentmihalyi, 2000), academics and practitioners across scholarly disciplines have turned their attention toward the emotional dimensions of workplace enterprise. Emotions, as an integral part of human experience, are inextricably linked to social interaction. We are therefore drawn to examine the impact that positive emotions have on how people relate to others to create new and useful relationships in organizational environments. Our discussion explains how the broadening and building capacities of positive emotions can sustain organizations as they purposively evolve. We consider how strengthbased organizational development and change (ODC) processes can be used to evoke positive emotions in support of a particular form of transformation. Such eﬀorts, heretofore referred to as ‘transformative cooperation’, are believed to emerge through collectively beneﬁcial processes. We begin with a description and deﬁnition of this phenomenon and continue with an explication of the term. To do so, we use research that applies the broaden-and-build theory of positive emotions (Fredrickson, 2000a). Our summary concludes with implications for practice and questions for future research that will advance positive psychology and associated ﬁelds such as positive organizational scholarship and positive organizational behavior. Transformation and cooperation As people engage in ODC, they are a part of a unique experience, given the moment, context, circumstances, and individuals involved. We turn our attention toward a particular form of organizational...
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