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Positive Organizational Scholarship and Proactive Work Design

Positive Organizational Scholarship (POS), developed and popularized at the University of Michigan’s Ross School of Business, is rooted in rigorous, interdisciplinary research that draws on psychology, organizational behavior, and management studies. It offers a robust framework for understanding and enhancing positive aspects of organizational life, focusing on factors that lead to exceptional performance and human flourishing at work. POS has gained traction due to its evidence-backed focus on strengths, well-being, and relational dynamics in organizations. Here’s an overview of the research basis, with additional insights into proactive and relational work design.

1. Research Quality and Rigor of Positive Organizational Scholarship

  • Foundational Research and Validity: POS research builds on established studies in positive psychology (such as those by Martin Seligman and Mihaly Csikszentmihalyi) and extends these concepts to organizational settings. The empirical quality of POS studies is strengthened by methodological diversity, including longitudinal studies, meta-analyses, and cross-sectional surveys that validate findings on the impact of positive practices on well-being, productivity, and engagement.
  • Quantitative and Qualitative Validation: Much of POS research employs both quantitative data (e.g., employee engagement and productivity metrics) and qualitative insights (e.g., interviews and case studies) to capture the nuanced ways positive interventions impact organizational culture. Studies have documented statistically significant relationships between positive organizational practices (like resilience training and strengths-based leadership) and outcomes like job satisfaction and reduced turnover.
  • Peer-Reviewed Evidence Base: POS principles and frameworks are supported by an extensive body of peer-reviewed research published in reputable journals like Academy of Management Journal, Journal of Applied Psychology, and Organizational Behavior and Human Decision Processes. POS researchers, including Kim Cameron, Jane Dutton, and Gretchen Spreitzer, have been influential in both academic and applied fields, reinforcing POS’s credibility and practical relevance.

2. Core Components of POS Supported by Research

  • Positive Deviance: The concept of positive deviance is rooted in empirical studies showing that certain individuals or teams consistently exceed performance expectations through unique or virtuous behaviors. For example, research indicates that teams exhibiting high trust and collaboration tend to outperform others, particularly in knowledge-based industries. Studies reveal how positive deviance often correlates with stronger innovation capabilities and higher adaptability during organizational changes.
  • Virtuousness and Well-Being: POS research has shown that virtuousness in organizations—exemplified by compassion, forgiveness, and integrity—significantly improves employee morale and resilience. Studies by Cameron and others indicate that virtuous practices create “contagion effects,” leading to a cycle of positive reinforcement that strengthens organizational commitment and lowers stress.
  • Positive Emotions and High-Quality Connections (HQCs): POS emphasizes the importance of positive emotions and interpersonal relationships, validated by findings on the “broaden-and-build” theory, which suggests that positive emotions expand cognitive flexibility and foster resource-building behavior. High-quality connections (HQCs) research, largely pioneered by Jane Dutton, demonstrates that supportive and trusting relationships at work lead to higher engagement, psychological safety, and performance.

3. Research on Proactive Work Design and Relational Work Design

POS principles strongly intersect with research on proactive work design and relational work design, which explore how employees can take initiative to shape their roles and foster positive relationships.

  • Proactive Work Design: Proactive work design emphasizes employees’ active role in adapting and optimizing their tasks, roles, and responsibilities to create a more satisfying work experience. This approach, studied extensively in occupational psychology, suggests that proactive behavior in job design—such as seeking feedback, setting personal goals, and building new skills—leads to higher job satisfaction and organizational commitment. Research demonstrates that when employees proactively shape their jobs, they often experience greater job control, which enhances motivation and reduces burnout.
    • Application in POS: POS promotes proactive work design through job crafting and appreciative inquiry practices. Job crafting allows employees to align their tasks with personal strengths and interests, leading to greater fulfillment and resilience. Additionally, appreciative inquiry encourages employees to seek out and replicate successful practices, reinforcing a culture of initiative-taking and strength utilization.
  • Relational Work Design: Relational work design focuses on structuring roles and tasks to enhance interpersonal connections and foster cooperation. Research by scholars like Amy Wrzesniewski and Adam Grant indicates that relational work design—emphasizing collaboration, mutual respect, and collective goals—leads to higher levels of engagement, trust, and psychological safety.
    • Application in POS: POS integrates relational work design by advocating for High-Quality Connections (HQCs) and creating spaces for collective meaning-making. POS practices, such as team-based reflective sessions or shared purpose-building exercises, help employees develop stronger relational bonds, which are shown to improve team cohesion, idea-sharing, and resilience.

4. Applying POS and Proactive/Relational Work Design in Organizations

POS provides actionable frameworks for integrating proactive and relational work design into organizational practices. Here’s how to apply these concepts effectively:

  • Promote Job Crafting as Part of Proactive Work Design: Encourage employees to modify their roles to better fit their strengths and career goals. This can be done by allowing flexibility in task selection, fostering skill development, and aligning project assignments with personal interests. For example, in project-based teams, allow members to select tasks that leverage their unique strengths or preferences, promoting ownership and engagement.
  • Implement High-Quality Connection Programs: Design initiatives like mentorship programs, cross-functional projects, or peer feedback circles to help employees form meaningful relationships. POS research underscores that these practices build psychological safety, enhance job satisfaction, and reduce stress, especially in high-pressure environments.
  • Encourage Appreciative Inquiry Sessions: Host workshops or team meetings focused on identifying and expanding what works well within the team or organization. Appreciative Inquiry, a cornerstone of POS, shifts attention from problem-solving to amplifying strengths, promoting a forward-looking and possibility-focused culture.
  • Create Shared Purpose Initiatives to Strengthen Relational Work Design: Encourage departments or teams to collaboratively define their purpose and shared goals, which increases relational alignment and enhances commitment to common objectives. Purpose-building activities, such as workshops or vision-boarding sessions, help clarify the “why” behind team tasks, fostering a sense of belonging and collective motivation.
  • Develop Training for Positive Leadership: Provide leadership training that teaches managers to foster positive emotions, compassion, and empathy in their teams. Leaders who adopt a POS-informed approach tend to create environments where employees feel supported, which research links to enhanced creativity and resilience during challenges.

5. Implications and Challenges of Implementing POS with Proactive and Relational Work Design

  • Sustained Engagement: While POS and proactive/relational work design interventions are effective, they require ongoing reinforcement. Leaders should revisit and sustain these practices to maintain their positive effects. Otherwise, interventions may be perceived as temporary and lose their impact.
  • Customizing to Organizational Culture: POS principles may need to be adapted to align with an organization’s unique culture and industry. For instance, proactive work design may be easier to implement in creative industries than in highly regulated environments, where roles are more rigidly defined.
  • Overcoming Skepticism: Some employees may be skeptical of POS or proactive design practices if they view them as overly idealistic. Clear communication about the purpose and benefits of POS practices and consistency in their application can help overcome such resistance and build trust.

Conclusion

The University of Michigan’s Positive Organizational Scholarship provides a well-researched and effective framework for improving organizational well-being and performance. Its principles align well with proactive and relational work design, offering organizations a comprehensive approach to building resilience, engagement, and meaningful connections. Through intentional, strengths-based practices, POS enables organizations to foster a flourishing environment where both individuals and teams can thrive.