To step down from purely conceptual arguments and see positive management (PM) as practical for daily use, this chapter deals with positive and negative situations and relates PM to decision-making structures.
Positive Management, Social Capital, and Bounded Rationality
Stuff is going to go wrong—we know that. Deadlines will be missed. People will misspeak. Sooner or later, sloppiness and imprecision will jump up and bite us. It is useful to think about these kinds of situations as if they require increased or additional organizational energy. Where does the energy for correcting problems come from? It comes from a reservoir of positive emotions, feelings, and relationships ...