Organizational Shifts
Asynchronous Session
Understanding the Cost of Workplace Environment Influences on Worker Engagement as Mediated by the Autonomic Nervous System View Digital Media
Paper Presentation in a Themed Session Doreen Loska
Annual financial implications due to productivity losses and stress related health issues range in the hundreds of billions of dollars, in the US. Workers rely on leaders to create productive workplace environments. Great leaders establish effective work environments by incorporating positive psychology into the culture. Fundamentally, impacting organizational sustainability remains imperative for thriving organizations. Utilizing neuroscience and neuroleadership to develop strong and viable cultures cultivates and empowers: innovation, inclusion, emotional intelligence, productivity, continual improvement, project management, incredible communication, and diversity. Accomplishing these key attributes better than the competition in the most cost effective manner is vital. Amplifying competitive advantage enhancements – i.e., emotional intelligence, Sirota’s Three Factor Theory, and related easily implementable and successful strategies – builds strong and viable workplace environments and worker engagement. Learning about research regarding Workplace Environment (WPE) Influences on Worker Engagement (WEG) as mediated by the Autonomic Nervous System (ANS) provides the insight for impeccable growth and sustainability for organizations. Workplace environments (WPE) and workers’ engagement (WEG) are indicators of an organization’s triple-bottom-line, including (a) social/people, (b) culture, environment, planet, and (c) benefits, financials, profit (tangible, intangible, monetary, or influence) impacts or cost (American Psychological Association, 2015; American Psychological Association, 2018; Barreiro & Treglown, 2020; Foster, 2016; Nguyen, 2017; Northouse, 2016; Nowack, 2016).
Change Making Making Change - Frameworks for the Makers: An Emerging Taxonomy of Non-top-down Organizational Change Making
Paper Presentation in a Themed Session Michael Moon
Theoretical frameworks addressing organizational change agency not managed by way of traditional executive-driven, top-down methods have proliferated in numerous forms. The variety of these frameworks will be explored for the purpose of yielding common principles and differentiating dimensions. This work is intended to help clarify opportunities and considerations for those who wish to advance change from alternative vantage points and who are typically not included in the organizational development literature audience. From this alternative perspective, organizational change harnesses an ethos of refitting what exists in a workspace as a bricoleur, tinkering with what is available. Thus, such change making emerges by discovery and making change within given constraints by force of ingenuity and resourcefulness.
