In supply networks, we ask and answer tough questions.
What do we, those of us who are here today, want to do and what are we able to do?
- We work far better when we work with what we know and understand
- We relax and become more creative when our contributions are respected
- Managers can spend more time backing us up
HOW DO WE ‘DO’ POSITIVE PSYCHOLOGY?
Positive psychology dazzles with its simplicity.
- Each person in the team does what they want to do
- And we put all the ideas into one public work plan
You might think we would argue like crazy. Remarkably, we don’t. The plan itself comes together quickly.
But people ‘storm’ when they realise that we are going to do what they want. That’s scary and tests leaders who don’t believe that they have the right people in the team.
I write about the efforts of positive organizational scholars (management geeks) to support groups and organizations working in supply networks and the research of positive psychologists who work on understanding how and when we stay engaged when the world gets tough. Positive organizational scholarship has also led me to poetic approaches to management. Feel free to explore my blog, flowing motion.