Article

Organizational Healing

Edward H. Powley

in The Oxford Handbook of Positive Organizational Scholarship

Published in print August 2011 | ISBN: 9780199734610
Published online November 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199734610.013.0065

Series: Oxford Library of Psychology

Organizational Healing

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Disruptions to operational and organizational processes represent an important area of study for organizational scholars. Although scholars and practitioners have written much about prevention and post-crisis communication and management, this chapter focuses on how organizations heal. Organizational healing is a process that focuses on compassionate interpersonal relationships that enable action and which cumulatively restructure an organization after major harm and disruption. Both endogenous and exogenous factors facilitate organizational healing. Endogenous resources act as antibodies to strengthen organizational bonds, enable new connections, and promote protective measures against future threat; external resources include community support and institutional support from parent organizations that provide resources for organizations on the path of recovery. A key aspect for healing is an organization’s capacity for discovering, developing, and cultivating positive connections. The chapter concludes with questions for future research.

Keywords: Organizational healing; interpersonal connection; compassion; structuration theory; disruption

Article.  8312 words. 

Subjects: Psychology ; Organizational Psychology ; Social Psychology

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