Why should we focus on positive organizational behavior?

The concept of positive psychology is growing in the fields of psychology, management studies and organizational behavior. The focus of this trend is the movement away from the focus of psychology on "fixing" or "repairing" problems to building positive qualities and behaviors. In addition, a related focus is a cost-benefit view of how to enhance positive workplace cultures and improve productivity.

Researcher Fred Luthans completed a study in 2002 on the topic, and found over 375,000 articles on "negatives"--ie., mental illness, depression, anxiety, fear and anger--but only 1000 articles on various positive concepts and strengths of people. Although Abraham Maslow in 1954 outlined the first approach to positive psychology in his book, Motivation and Personality, it wasn't until the turn of the century that psychologists and researchers such as Martin Seligman, Ed Diener and others completed substantial research to promote the positive psychology concept.

Much of the research in management sciences and organizational behavior from the past has been criticized for lacking in relevance and meaning, and focusing too much on the technical aspects of organizations, akin to "rearranging deck chairs." Researchers Thomas and Vincent Wright, writing in the Academy of Management Journal argued that the reason for the apparent lack of relevance and negative focus on the workplace has been the failure of much organizational research to focus anything other than cost-benefit analysis or efficiency, epitomized by the committed-to-management (CMR) perspective. This perspective has emphasized the excessive focus on shareholder value as the only measure of organizational performance.

Thomas Wright in his article in the Journal of Organizational Behavior, argues that management and organizational studies should focus on cost-benefit analysis from a human asset perspective, on issues such as positive emotional states of employees, and on employee strengths rather than weaknesses. Psychologist Barbara Frederickson's "broaden-and-build" theory of positive emotions is relevant here. She states that a number of positive emotions, such as joy, contentment and happiness all share the ability to broaden individuals’ thinking and action. In addition, these positive emotions assist in building the individual’s enduring personal resources. This expanded capacity is central to an individual's ability to grow and prosper, and add value to an organization.

This positive psychology approach is more than a "feel good" perspective. It builds on the concept of employees being seen as an asset rather than a cost, and it establishes that employee betterment is an intrinsic value, not just a means to an financial end.

Ray B. Williams is Co-Founder of Success IQ University and President of Ray Williams Associates, companies located in Phoenix and Vancouver, providing leadership training, personal growth and executive coaching services. www.successiqu.com