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CH 14 for People and Work in Canada 1st Ed. Online course.

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Psychology 2060
Sarah Ross

Ch 14Positive Organizational Psychology Latest development in organizational studies Focus is positive aspects of human experience Study of optimismBrief History of Positive Organizational Scholarship Formally began in 1998 by Martin SeligmanFirst president of APA Premise exclusive focus on pathology fixing human problems caused us to ignore positivegood aspects of lifePositive organizational behaviour the study and application of positivelyoriented human resource strengths and psychological capacities that can be measured developed and effectively managed for performance improvement in todays workplaceApplying human strengthspositivity to improve performance in the workplaceFocus on strengthscapacities that could be developed Not personal characteristics that cant be changed but on identifying things that could be altered to improve individual and organizational wellbeingPositive organizational scholarship study of positive outcomes processes and attributes of organizations and their membersGallup studies employee engagement positively associated with profitFlow Psychology of Peak Experience Flow Csikszentmihalyi 1975 Sensation of optimal experience holistic ppl feel when they act with total involvementLimit of personal ability w intense engagementResult of balance in skills and challengesEx Neurosurgeons performing delicate brain surgeryExperiences enjoyableNine dimensions that characterize the state of FLOW 1 Challengeskill balance match btwn skills required to perf the task and the challenges facing the individual Ex Learning how to drive skills not up to challenge thus requires all of our attn and effort to keep car on the road Eventually task is mastered and we tune out from boredom 2 Merging of action and awareness being in the zoneBhvr spontaneousyou are not rly thinking abt what you are doing Ex High performance athletes often report this exp and conversely exp lowered performance when they become awareoverthinking actions ALSO KNOWN AS 3 Paradox of control those in flow feel control but as soon as their attn shifts to trying to maintain control they lose the sense of flow 4 Loss of selfconsciousness 5 Clarity of goals Flow more likely when theres a strong sense of what has to be done
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