"Results indicate that the primary characteristics of partnership success are:
• Partnership attributes of commitment, coordination, and trust;
• Communication quality and participation; and
• The conflict resolution technique of joint problem solving.
The findings offer insight into how to better manage these relationships to ensure success."
Mohr, J. and Spekman, R. (1994), Characteristics of partnership success: Partnership attributes, communication behavior, and conflict resolution techniques. Strategic Management Journal, 15: 135–152.
Tuesday, November 9, 2010
What Makes Individuals, Relationships and Work Teams Flourish?
"Extending Fredrickson’s broaden-and-build theory of positive emotions and Losada’s model of team performance, the authors predict that a ratio of positive to negative affect at or above 3 to 1 will characterize individuals in flourishing mental health.
Participants completed an initial survey to identify flourishing mental health and then provided daily reports of experienced positive and negative emotions over 28 days. Results showed that the mean ratio of positive to negative affect was above 2.9 for individuals classified as flourishing and below that threshold for those not flourishing.
Past research has shown that for individuals, this ratio predicts subjective well-being. Pushing further, we hypothesize that—for individuals, relationships, and teams—positivity ratios that meet or exceed a certain threshold characterize human flourishing.
Although both negative and positive affect can produce adaptive and maladaptive outcomes, a review of the benefits of positive affect provides a particularly useful backdrop for our theorizing.
Despite the momentary unpredictability of affect and behavior, over time, people who regularly experience positive affect exhibit greater resilience to adversity.
Within married couples, greater marital happiness is associated with less predictability from moment to moment as spouses interact, and yet, over time, these marriages are the ones most likely to last.
Within business teams, higher levels of expressed positivity among group members have been linked to greater behavioral variability within moment-to-moment interactions as well as to long-range indicators of business success.
And within organizations, positive experiences have been linked to broader information processing strategies and greater variability in perspectives across organizational members as well as to organizational resilience in the face of threat.
Several recent research reviews have concurred that “bad is stronger than good.” The implication is that to overcome the toxicity of negative affect and to promote flourishing, experiences of positivity may need to outnumber experiences of negativity, optimal mental health is associated with high ratios of positive to negative affect.
According to this model, normal functioning is characterized by ratios near 3 to 1 whereas optimal functioning is characterized by ratios near 4 to 1.
Summarizing two decades of observational research on marriages, Gottman (1994) concluded that unless a couple is able to maintain a high ratio of positive to negative affect (5 to 1), it is highly likely that their marriage will end."
Barbara Fredrickson, 2004
Participants completed an initial survey to identify flourishing mental health and then provided daily reports of experienced positive and negative emotions over 28 days. Results showed that the mean ratio of positive to negative affect was above 2.9 for individuals classified as flourishing and below that threshold for those not flourishing.
Past research has shown that for individuals, this ratio predicts subjective well-being. Pushing further, we hypothesize that—for individuals, relationships, and teams—positivity ratios that meet or exceed a certain threshold characterize human flourishing.
Although both negative and positive affect can produce adaptive and maladaptive outcomes, a review of the benefits of positive affect provides a particularly useful backdrop for our theorizing.
Despite the momentary unpredictability of affect and behavior, over time, people who regularly experience positive affect exhibit greater resilience to adversity.
Within married couples, greater marital happiness is associated with less predictability from moment to moment as spouses interact, and yet, over time, these marriages are the ones most likely to last.
Within business teams, higher levels of expressed positivity among group members have been linked to greater behavioral variability within moment-to-moment interactions as well as to long-range indicators of business success.
And within organizations, positive experiences have been linked to broader information processing strategies and greater variability in perspectives across organizational members as well as to organizational resilience in the face of threat.
Several recent research reviews have concurred that “bad is stronger than good.” The implication is that to overcome the toxicity of negative affect and to promote flourishing, experiences of positivity may need to outnumber experiences of negativity, optimal mental health is associated with high ratios of positive to negative affect.
According to this model, normal functioning is characterized by ratios near 3 to 1 whereas optimal functioning is characterized by ratios near 4 to 1.
Summarizing two decades of observational research on marriages, Gottman (1994) concluded that unless a couple is able to maintain a high ratio of positive to negative affect (5 to 1), it is highly likely that their marriage will end."
Barbara Fredrickson, 2004
The Emotional Intelligence of Leaders
"Feelings (moods and emotions) play a central role in the leadership process.
More specifically, it is proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organizations.
There are four major aspects of emotional intelligence:
(1) the appraisal and expression of emotion,
(2) the use of emotion to enhance cognitive processes and decision-making,
(3) knowledge about emotions, and
(4) management of emotions.
I propose how emotional intelligence contributes to effective leadership by focusing on five essential elements of leader effectiveness:
• Development of collective goals and objectives;
• Instilling in others an appreciation of the importance of work activities;
• Generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust;
• Encouraging flexibility in decision making and change; and
• Establishing and maintaining a meaningful identity for an organization."
Uggh, I'll get back to you on the reference for this excerpt. I seem to have misplaced it.
More specifically, it is proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organizations.
There are four major aspects of emotional intelligence:
(1) the appraisal and expression of emotion,
(2) the use of emotion to enhance cognitive processes and decision-making,
(3) knowledge about emotions, and
(4) management of emotions.
I propose how emotional intelligence contributes to effective leadership by focusing on five essential elements of leader effectiveness:
• Development of collective goals and objectives;
• Instilling in others an appreciation of the importance of work activities;
• Generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust;
• Encouraging flexibility in decision making and change; and
• Establishing and maintaining a meaningful identity for an organization."
Uggh, I'll get back to you on the reference for this excerpt. I seem to have misplaced it.
Relational Resilience by June Jordan
"Given that life subjects all of us to tensions and suffering and that relationships as well as individuals are buffeted by forces that create pain, disconnection, and the threat of dissolution, the capacity for relational resilience, or transformation is essential.
Movement toward empathic mutuality is at the core of relational resilience. When individuals move from mutually empowering and mutually empathic relationships into disconnection, they are often beset by a damaging sense of immobilization and isolation. They lose the sense of a life-giving empathic bridge.
When people are unable to move from disconnection to connection, the resulting combination of immobilization and isolation may become a prison (“condemned isolation”) and may contribute to psychological anguish, physical deterioration, and sometimes even death.
Thus, we can no longer look only at factors within the individual that facilitate adjustment; we must examine the relational dynamics that encourage the capacity for connection.
Reframing our understanding of resilience in terms of a relational model has implications for both psychotherapy and social change. Therapy, then, can be understood as largely an effort to explore and enhance the capacity for relational resilience.
And in moving beyond personal resilience to personal transformation and social change, the relational context is central.
What makes for relational resilience and mutuality and ultimately encourages the transformation from isolation and pain to relatedness and growth? In exploring this, I suggest we need new models. I believe we must make the following moves:
1. From individual ‘control over’ dynamics to a model of supported vulnerability
2. From a one-directional need for support from others to mutual empathic involvement in the well-being of each person and of the relationship itself
3. From separate self-esteem to relational confidence
4. From the exercise of ‘power over’ dynamics to empowerment, by encouraging mutual growth and constructive conflict
5. From finding meaning in self-centered self-consciousness to creating meaning in a more expansive relational awareness"
Movement toward empathic mutuality is at the core of relational resilience. When individuals move from mutually empowering and mutually empathic relationships into disconnection, they are often beset by a damaging sense of immobilization and isolation. They lose the sense of a life-giving empathic bridge.
When people are unable to move from disconnection to connection, the resulting combination of immobilization and isolation may become a prison (“condemned isolation”) and may contribute to psychological anguish, physical deterioration, and sometimes even death.
Thus, we can no longer look only at factors within the individual that facilitate adjustment; we must examine the relational dynamics that encourage the capacity for connection.
Reframing our understanding of resilience in terms of a relational model has implications for both psychotherapy and social change. Therapy, then, can be understood as largely an effort to explore and enhance the capacity for relational resilience.
And in moving beyond personal resilience to personal transformation and social change, the relational context is central.
What makes for relational resilience and mutuality and ultimately encourages the transformation from isolation and pain to relatedness and growth? In exploring this, I suggest we need new models. I believe we must make the following moves:
1. From individual ‘control over’ dynamics to a model of supported vulnerability
2. From a one-directional need for support from others to mutual empathic involvement in the well-being of each person and of the relationship itself
3. From separate self-esteem to relational confidence
4. From the exercise of ‘power over’ dynamics to empowerment, by encouraging mutual growth and constructive conflict
5. From finding meaning in self-centered self-consciousness to creating meaning in a more expansive relational awareness"
An Element RTI (Response to Intervention) May Be Missing...
"Both academic and community members can fall into a conceptual trap: focusing exclusively on weaknesses and problems. For both groups, the trap exists because community needs can be very apparent. Academic members may see a problem and view themselves as purveyors of the solution.
A successful community-academic partnership completely rejects and overturns deficit-based thinking and instead relies on its opposite: asset-based thinking and problem solving.
In a mature partnership, while members see community problems realistically, they are equally realistic about seeing community strengths. They recognize that both academic and community members bring assets that, when united, can not only resolve a specific issue, but can lay the groundwork for resolving future issues, and build resiliency and capacity."
From: Begin Your Partnership: The Process of Engagement, Jones et al, 2009, Ethnicity & Disease
A successful community-academic partnership completely rejects and overturns deficit-based thinking and instead relies on its opposite: asset-based thinking and problem solving.
In a mature partnership, while members see community problems realistically, they are equally realistic about seeing community strengths. They recognize that both academic and community members bring assets that, when united, can not only resolve a specific issue, but can lay the groundwork for resolving future issues, and build resiliency and capacity."
From: Begin Your Partnership: The Process of Engagement, Jones et al, 2009, Ethnicity & Disease
Community Partnered-Participatory Research and Community Efficacy
"The ultimate goal of the partnership is to solve not only the problem at hand, but to allow the community itself to solve a wide range of issues."
The community can handle challenges (community efficacy).
From: Begin Your Partnership: The Process of Engagement, Loretta Jones, et al. Ethnicity and Disease, 2009.
The community can handle challenges (community efficacy).
From: Begin Your Partnership: The Process of Engagement, Loretta Jones, et al. Ethnicity and Disease, 2009.
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