Positive relationships at work

Reis and Gable (2003) consider that relationships may be the most important source of life satisfaction and wellbeing. The quality of our relationships at work matters not only for our ability to flourish personally, but is also likely to enhance our sense of achievement. Proactive interventions to promote high levels of social capital across all levels of an organization can add value to business outcomes and embed the economic success of enterprises. Our lives at work have changed dramatically, especially since the advent of digital communications. What people do, how they do it, the influence of technology, globalization, and female education have altered both our relationship with work and consequently relationships at work. The first section of this chapter sets the scene by addressing this changing nature of work: What does work now mean in the context of people’s lives? There are cultural differences but also many global similarities. The chapter then examines the multiple relationships people have at work – with colleagues, clients, and management – and how the changing relationship with work is influencing a new paradigm for relationships at work. The section concludes with a summary of wellbeing in the workplace and how positive psychology research is defining practices that enable people to flourish at work. The second section provides a rationale for the development of positive practices. Why is it valuable for both individuals and for the organization? What motivates people to give of their best, to work collaboratively with others? What is the place of positive relationships in the bigger picture of productivity? The third section describes the practices of positive relationships. How can we grow social capital in an organization and what is the place of relational values and emotional literacy? What enables people to feel they belong and their contributions are valued? How do people learn to work effectively together and deal constructively with difference and conflict? The chapter concludes by exploring what further research is needed to help better understand positive relationships at work