Effects of positive practices on organizational effectiveness

Emphasis on positivity in organizations in increasing, but the importance and credibility of a positive approach to change—exemplified by positive organizational scholarship— remains controversial. More empirical evidence is needed showing that positive practices in organizations produce desirable changes in organizational effectiveness. Two studies—one in financial services and one in the health care industry—are reported, which investigate the link between positive practices and indicators of organizational effectiveness. A positive practices instrument is developed, and evidence is found that positive practices do, in fact, predict organizational performance. More important, improvement in positive practices predicts improvements in certain indicators of effectiveness over time. The results are explained by the inherent amplifying, buffering, and heliotropic effects of positivity in human systems. Keywords positive organizational scholarship, organizational effectiveness, positivity, perfor-mance improvement, virtuousness Increasing attention is being given to the term positive in organizational studies, and positivity has become a popular topic with consultants, self-help advocates, and change agents. This term, however, has created controversy among organizationa