Positive Psychology at Work:

Key Processes of Flourishing and Inspiring Workplaces

1) Social capital and relational reserves

Throughout this book we have made reference to the value to organizations of social capital and relational reserves. Cameron and his colleagues’ (2004) work demonstrates that the affirmative bias and virtuous practices found in the most exceptional of organizations build up reserves of social capital that help the organization produce exceptional performance and to recover more quickly from setbacks. Similarly Baker and colleagues (2003) have demonstrated the value added to the organization by positive energy networks where people will freely offer discretionary effort to achieve tasks and work with others. Gittell (2003) has researched how the quality of the relationships that people have, even the most fleeting, affects the quality of many aspects of organizational life, particularly the flow of information, the generation of new knowledge and ideas and the quick and timely solving of problems. The pattern and quality of organizational relationships, an organization's social capital, are key to creating flourishing and inspiring places to work.

2) Positive emotions

Another recurrent theme of this book has been the beneficial influence of positive emotions. Losada and Heaphy's (2004) research makes clear that the emotional bias of discussion directly affects the degree of connection and so the quality of innovation. Fredrickson and Cameron both refer to the contagion effects of positive ...