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The rapidity and intensity of changes spurred by demographics, technology, COVID-19, supply chain practices, and war, among many others, require organizations around the globe to adapt and survive. Importantly, however, change does not have to be limited to fixing the wrongs and passively adjusting to the inevitable. In this symposium, we explore how change can be a positive force for a better future, and how organizations can leverage change management practices to bring out the best of the new normal using a positive organizational lens. The Positive Organizational Scholarship (POS) movement that started in the early 2000s seeks to understand organizational strengths rather than weaknesses as it focuses on positive characteristics, processes, and outcomes (Cameron et al., 2003). Rather than focusing solely on resolving problems, POS looks at change through an optimistic lens and sees it as a positive development that can advance organizations further, helping reach peak performance through strengths rather than just correcting failures. One such example of using a positive approach to change is the appreciative inquiry (AI) method. This unique method was conceived to help generate new ideas on optimal organizing (Cooperrider & Srivastva, 1987; Cooperrider & Whitney, 2005), allowing organizational stakeholders to identify their path forward by taking a strengths-based approach and highlighting capabilities to manage change. Consistent with this perspective, our symposium aims to understand the role of positive change in organizations. This collection of papers explores change processes on different levels of analysis and in different contexts, examining how change can contribute to well-being of organizations and their members, helping them to not only overcome challenges but create a better, brighter future. Making Impact Personal: The Mind and Heart of Business Leaders Doing Good in the World Author: Jane Day; PhD student at Weatherhead School of Management, Case Western Reserve U. Author: Ronald Fry; Case Western Reserve U. Author: David L Cooperrider; Case Western Reserve U. Author: Dave Ulrich; U. of Michigan Let's Get Aboard: Positive Collective Engagement as a Dynamic Capability in Transformations Author: Mette Storvestre; NHH Norwegian School of Economics Appreciative Inquiry Summit in a Suburban Church Author: Eric Sanders; Elmhurst U. Author: Traci Smith; Elmhurst Presbyterian Church Formalized Curiosity: Researching the AI Research Method Author: Mirit K. Grabarski; Lakehead U. Author: Megha Yadav; U. of Wisconsin, Milwaukee Author: Maria Mouratidou; U. of Cumbria, UK Author: Hina Kalyal; U. of Western Ontario Stories of Positive Change: Teachers' Journeys towards Fulfilling their Callings Author: Hayuta Yinon; Oranim College of Education [ABSTRACT FROM AUTHOR]

The aim of this panel symposium is to explore how organizations, collaborating across organizational boundaries, can create a more just, resilient, and thriving society. We believe that there are examples that have come from the responses to the COVID-19 pandemic and that management sciences can inform what role inter-organizational collaboration can play to help bring forth a more sustainable future. Five panelists consisting of Barbara Gray, Chris Worley, Ron Fry, Matt Mayer, and Francisco Valenzuela will address historical theories of collaboration, challenge organizational scholars to go beyond corporation-centric models to models of collaboration that join multiple corporations with other diverse societal actors to tackle complex problems, and provide a current example of social innovation labs that cross sectors to provide for "energy futures" in a Canadian province. We will also explore the concept of resilience in collaborating in a crisis. The COVID-19 pandemic has given us a unique opportunity to experience what Emery & Trist (1965) labeled a "turbulent field" and learn more about inter-organizational collaboration and how it can reshape organizing--as well as organizations themselves--to create a new and better normal. Where the "new normal" is in itself an empty concept, it can be filled by higher aspirations when socially constructed as an opportunity to create a more flourishing world (Cooperrider & Fry, 2020). How to do so collaboratively, is an important question that will be explored during the symposium. There will be time for participation and discussion from attendees. [ABSTRACT FROM AUTHOR]

Organizations that seek to 'do well by doing good' depend on innovations that cater to the triple bottom line (TBL) - that is, innovations that simultaneously prioritize economic, social, and environmental objectives. This study investigates the organizational factors that are involved in affecting such innovations. We drew upon a database of case studies that were developed as part of a global Appreciative Inquiry (AI) initiative. Our analysis of TBL innovations in 36 medium-sized, for-profit companies in the United States showed that when leaders and organizations are socially and ecologically embedded, and take a long-term view of the business, it inspires innovations that prioritize positive impact. These innovative ideas are successfully implemented through incorporating elements of collaborative boundary spanning, awareness building, and circular value chains; and ultimately have the potential to be transformational in their TBL performance. We also find evidence that the institutional context affects the potential for such innovations. Our analysis points to the idea of reframing corporate responsibility and sustainability as 'flourishing' by placing social and ecological value creation at the core of the purpose of business. [ABSTRACT FROM AUTHOR]

In 1971, the Administrative Science Quarterly provided a book series review of the landmark OD series by Addison Wesley. This book series, edited by Edgar Schein, Warren Bennis and Dick Beckhard, was a series of six slim books, priced at $3.50 each; or "$17.80 for an entire boxed set." The publisher gradually added books, and by the 1990s more than 27 titles in the series were authored by OD and MCD scholars such as Warner Burke, Susan Mohrman, Thomas Cummings, Larry Greiner, John Kotter, Richard Hackman, and Ed Lawler and Jay Galbraith. Now 45 years later, this OD series will be unpacked by AOM scholars. This session is consistent with AOM's 2015 Governance theme, in that it presents how the creation of the Addison-Wesley OD Series (as an organization) 'would be compelled to confront the interest of stakeholders and their most important information assets and, at the same time, be able to develop and use these assets through collaboration and partnerships.' This OD series undertaking was clearly the use of knowledge assets through collaboration and partnership by Editors Schein, Bennis and Beckhard. A presentation of each book and respective author by an AOM expert will be delivered -- Tom Cummings (Bennis' book), Ronald Fry (Beckhard's book), Peter Sorensen (Blake & Mouton's book), Ed Schein (Process Consultation); Jay Lorsch (Lawrence & Lorsch book), and Dean Tjosvold (Walton's book). Driving questions involve governance, OD and consulting history, and its impact on management and change. Time then will be allowed for discussion and dialogue. [ABSTRACT FROM AUTHOR]