Positive emotion in workplace impact: the case of a work-based learning project utilising appreciative inquiry
AffiliationUniversity of Chester
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AbstractThe purpose of this paper is to highlight the role of positive emotions in generating workplace impacts and examine it through the application of an adapted appreciative inquiry process in the context of a work-based project aimed at promoting integrated working under challenging organisational circumstances. The paper adopts a case study methodology which highlights how an organisation facing difficult circumstances (such as austerity measures, siloed cultures, constant threats of reorganisation, and requirement to work across occupational boundaries) adapted an appreciative inquiry intervention/method. This paper found (1) that the utilisation of appreciative inquiry in the context of an adapted work-based project in difficult organisational circumstances generated positive emotions manifest through a compelling vision and action plans, (2) that the impacts (such as a vision) can become entangled and therefore part of the wider ecological context which promotes pathways to such impact, but that (3) there are a various cultural and climate features which may limit the implementation of actions or the continuation of psychological states beyond the time-bound nature of the work-based project. The paper illustrates how an organisation adapted a form of appreciative inquiry to facilitate organisational change and generated outcomes which were meaningful to the various occupational groupings involved. This paper offers new evidence and insight into the adaptation of appreciative inquiry under challenging circumstances in the context of a work-based learning project. It also provides a richer picture of how positive emotion can manifest in ways which are meaningful to a localised context.
CitationWall, T., Russell, J., & Moore, N. (2017 - in press). Positive emotion in workplace impact: the case of a work-based learning project utilising appreciative inquiry. Journal of Work-Applied Management, 9(2), 129-149. https://doi.org/10.1108/JWAM-07-2017-0017
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