Accommodating approach, 123–124
Adams, Douglas, 71
Adaptability, 80
Anxiety, 15
Appreciative inquiry (AI) model, 154
Attachment theory, 14
Attraction–Selection–Attrition (ASA) model, 98–99
Attribution, 78
optimistic versus pessimistic, 78–79
Autonomy, 42
Avoidant conflict behavior, 122–123
Bass, Bernard, 149
Behavior, 6
Behavioral mimicry, 105
Bias–perception conflict spiral, 133
Bingham, Liz, 54
Bluhm, Dustin, 49
Bradley-Geist, Jill, 93
“Broaden and build” approach, goal of, 20
Buffer (social media marketing company), 62–63
Build–Measure–Learn feedback loop, 174, 175
Burns, James MacGregor, 149
CallWest company, 120–121, 123–124
CEO and top-level leaders roles, in building positive organization, 144, 145
Change process, designing and managing, 151–156
Character strengths, virtues and, 7–9, 20
Citizenship behaviors, of organizations, 83
Clinical psychology, 4
Cognitive consistency, 32
Cognitive dissonance, 32
Collaboration, defined, 172
Collaborative behavior, in conflict, 127
Collaborative Learning Design (CLD)
identifying problems, 176
identifying SME and designing programs, 176
launching training program, 177–178
obtaining employee feedback, 177
for positive organization, 164, 171–182
research MVP with employees, 176–177
revise/pivot, 177
training (case studies)
in financial industry, 181–182
in nonprofit organization, 179–180
Collins, Jim, 49
Commitment
from CEO and top-level leaders, 144, 145
organizational, 34
Competitive style in conflict, 124–125
Confidence/self-efficacy, 6, 73–75
positive and negative, 121
positive conflict and communication, 128–136
language choice and conflict spirals, 130–133
positive communication and positive affect, 133–134
procedural justice and voice, 134–136
collaborating, 127
Cooperrider, David, 154
Coproduction of services, 73
Core self-evaluations, 36
Corporate citizenship, 83
Csikszentmihalyi, Mihaly, 4
Culture and well-being, 82
Czaplewski, Andrew, 71
Damasio, Antonio, 21
Decision-making process, model of, 167
Deming, W. Edwards, 2
Depression, 10
Deviancy, in workplace, 5
Disagreement, 134
Downton, J.V., 149
D’s (four) approach, 4
Duening, Thomas, 1
Elliot, Jane, 75
Emotional contagion, 96, 102, 104
Emotional intelligence (EI), 6, 80–81
Emotional labor, 102
Emotional/motivational (E/M) systems, 3, 10–11
summary, 16
Emotions, 135
Empathy, 80
Employee(s)
behaviors, 6
building individual talent, 17
deviancy typology, 5
OBSE and quality of job performance, 32–33
in positive organizations, 27, 35, 43
trust, 40
See also Organization-based self-esteem (OBSE)
Employee assistance programs (EAP), 166
Enactive mastery experience, 77
Evolution, 11
Feedback, 42
Financial organization, training in, 169–170
Flow, 13
Folk psychology, 10
Foote, Nelson, 14
Fortune Magazine, 147
Four D’s approach, 4
Four P’s of Marketing, 72
Gardner, Donald G., 27
Germ theory, 96
Glanz, Barbara, 74
Global self-esteem, 29
Goal creation, 78
Good to Great to Gone (book), 81
Google, 100
Grant, Adam, 108
Gratitude, expressing, 110–111
Groupthink, 123
Happiness. See Subjective well-being (SWB)
Heffernan, Margaret, 121
Holocaust, 106
Hucksterism, 5
Human emotions/motivations, evolutionary basis of, 10–16
Identity
and conflict, 135
theory, 14
Imposter syndrome, 55
Inspirational motivation, 150
Integration, between personal and professional life, 80
Intellectual capital, 49
Intellectual stimulation, 150
Interests statements, 131
Job characteristics, 42
Job satisfaction, 34
Joy, 10
Key, Thomas Martin, 71
Leaders
in building positive organization, 144, 145
creating high OBSE workforce, 45
organizational, 44
Leadership (book), 149
Lean manufacturing technique, 173
Lean Startup methodology, 164, 172–175, 179
Lewin, Kurt, 154
Lust, 12
Management behaviors
building employee trust, 40
classic model for, 154
principles for, 153
Maslow’s hierarchy of needs, 9, 165, 166
Minimal viable products (MVPs), 164, 173, 175
research conducted with employees, 176–177
revise/pivot, 177
Mirror neurons, 105
Modeling, 75
Moods, 7
Needs, Maslow’s hierarchy of, 9, 165, 166
Neocortex, 11
Office of Professional & Executive Development (OPED), 178
Organization-based self-esteem (OBSE)
adequate resources, 43
defined, 29
and organizational citizenship behaviors (OCBs), 34
organizational structure, 39
organizational support and respect, 40–41
reasons for affecting performance, 32–33
scale, 31
withdrawal behaviors, 34
Organization development, 152
Organizational behavior, negative versus positive, 5–7
Organizational citizenship behaviors (OCBs), 34, 83
Organizational climate, 95–105
Attraction–Selection–Attrition (ASA) model, 98–99
automatic subconscious contagion processes, 103–105
contagious nature of climate, 101–102
controlled conscious contagion processes, 102–103
positive organizational climate, 96–98
representation of, 95
Organizational commitment, 34
Organizational homogeneity, process model of, 99
Organizational structure, 39
Organizational support and respect, 40–41
Performance-driven curriculum, 179
Phony conflict, 121
Pierce, Jon L., 27
Political deviance, 5
Positive emotions, 163
Positive leadership
skills, 148
and transformational leadership, 151
Positive Leadership (book), 147
Positive organizational behavior (POB), 2, 43
CHOSE (five core constructs), 72
emotional intelligence (EI), 80–81
coproduction of services, 73
role in building world-class service organization, 71–86
services marketing and management, 72–81
Positive organizational climate, 96–98
Positive organizational conflict and communication, 119–138
Positive organizations
appointing high-impact team, 146–147
Collaborative Learning Design (CLD), 164, 171–182
commitment, importance of, 144
organization-wide learning, 164–167
positive leadership and, 147–148, 151
resources on, 147
traditional learning design, 167–171
transforming organizations, 156–157
Positive psychology (PP), 4
Maslow’s hierarchy of needs, 9
negative versus positive organizational behavior, 5–7
traditional psychology and, 4
virtues and character strengths, 7–9
Positive thinking, 4
Positivity, 50
Poverty eradication, microloan solution to, 52–53
Power of Positive Thinking, The (book), 50
Practice mindfulness, 109
Practicing Positive Leadership (book), 147
Product, 72
Production deviance, 5
Property deviance, 5
Prosocial aggression, 5
Prosocial culture, 166
Prospect theory, 107
P’s (four), of marketing, 72
Psychological and affective states, 76
Psychological capital (PsyCap)
defined, 50
in leadership development, 62
questionnaire sample items, 61
training and development of, 63–64
Psychological ingredients, of virtues, 8
Psychological traits, 7
Real conflict, 121
Responsiveness, 80
Ries, Eric, 164
Rights statements, 131
Rogers, Shawna, 163
Sandberg, Sheryl, 54
Schneider, Benjamin, 98
Schutz, Will, 46
Scotter II, James Van, 71
Sculley, John, 56
Self-actualization, 9, 165, 166
Self-awareness, 80
Self-efficacy, 6
Self-esteem
defined, 28
See also Organization-based self-esteem (OBSE)
Self-evaluations, 36
Self-handicapping, 33
Self-monitoring, 80
Self-protection motive, 33
Seligman, Martin, 4
Services
coproduction of, 73
defined, 72
marketing, 71
Shoestack, Lynn, 71
Skill variety, 42
Social capital, 49
Social contagion, 101
Srivastva, Suresh, 154
Stress, 129
Subject matter experts (SMEs), 176
Subjective well-being (SWB), 6, 35, 79–80
Sutton, Bob, 100
Task identity, 42
Task mastery, 77
Task significance, 42
Thomas, Dan, 71
Tomlin, Kathleen, 119
Total quality management, 2
Toyota Production System (TPS), 173
Traditional learning design, 167–171
Training design, 172
Transactional leadership, 149
Transformational change models, 156–157
Transformational leadership
four dimensions of, 150
positive leadership and, 151
Transforming organizations, 156–157
Unstable attribution, 79
Values in Action (VIA) classification of strengths, 8
Verbal persuasion, 75
Vicarious experience, 75
Virgin Galactic, 58
Virtues and character strengths, 7–9, 20
Walton, Sam, 38
Warrick, Don, 143
Well-being
culture and, 82
See also Subjective well-being (SWB)
What Went Well (WWW) reflection journal, 110
Withdrawal behaviors, 34
Work
forms of, 13
Work–life integration, 80
Workplace efficacy, 54
Workplace safety, 108
Wozniak, Steve, 56
Wurtzel, Alan, 81
Zero-sum mindset, 120