Connectivity, the control parameter in a nonlinear dynamics model of team performance is mathematically linked to the ratio of positivity to negativity (P/N) in team interaction. By knowing the P/N ratio it is possible to run the nonlinear dynamics model that will portray what types of dynamics are possible for a team. These dynamics are of three types: point attractor, limit cycle, and complexor (complex order, or "chaotic" in the mathematical sense). Low performance teams end up in point attractor dynamics, medium perfomance teams in limit cycle dynamics, and high performance teams in complexor dynamics.Positive organizational scholars have made an explicit call for the use of nonlinear models stating that their field "is especially interested in the nonlinear positive dynamics . . . that are frequently associated with positive organizational phenomena" (Cameron, Dutton, & Quinn, 2003, pp. 4-5). This article answers this call by showing how a nonlinear dynamics model, the meta learning (ML) model, developed and validated against empirical time series data of business teams by , can be used to link the positivity/negativity ratio (P/N) of a team with its connectivity, the control parameter in the ML model. P/N was obtained by coding the verbal communication of the team in terms of approving versus disapproving statements. In the ML model, positivity and negativity operate as powerful feedback systems: negativity dampens deviations from some standard, while positivity acts as amplifying or reinforcing feedback that expands behavior. We will demonstrate how these P/N ratios determine the 740 Authors' Note: We thank Kim Cameron, Arran Caza, Barbara Fredrickson, Giovanna Morchio, Ryan Quinn, and two anonymous reviewers for valuable comments on an earlier draft. Downloaded from types of dynamics possible for a team. By running the ML model, one can observe that different levels of connectivity create different nonlinear dynamics that, in turn, are associated with different levels of performance in business teams. Hence, by making explicit the relationship between P/N and connectivity, we will show that P/N can also be associated with the performance of these teams. This finding has important implications for the emerging field of positive organizational scholarship. In addition, the advantage of using P/N as a proxy for connectivity is that measures of P/N are much easier to generate than the measures of connectivity used in the ML model. We will define these measures later in the article, after providing the necessary context.What is it that nonlinear dynamics models can contribute to our understanding of teams in organizations? Furthermore, what do they contribute to our understanding of the impact of P/N in the performance of teams? Drawing on a substantial literature in organizational and management theory, Stacey (1996) established that teams in particular and organizations in general are nonlinear feedback networks that are continuously involved in ongoing processes of positive and negative feedback. These net...

Human physiological systems are highly responsive to positive social interactions, but the organizational importance of this finding largely has been unexplored. After reviewing extant research, we illustrate how consideration of the physiology of positive social interactions at work opens new research questions about how positive social interactions affect human capacity and how organizational contexts affect employee health and physiological resourcefulness. We also address the practical implications of integrating physiological data into organizational research. Our paper invites a fuller consideration of how employees' bodies are affected by everyday work interactions and, in so doing, encourages a stronger tie between human physiology and organizational research.

We present a theory of how individuals compose their reflected best-self portrait, which we define as a changing self-knowledge structure about who one is at one's best. We posit that people compose their reflected best-self portrait through social experiences that draw on intrapsychic and interpersonal resources. By weaving together microlevel theories of personal change and macrolevel theories of human resource development, our theory reveals an important means by which work organizations affect people's capacity to realize their potential.Being extraordinary does not necessarily mean obtaining a position of honor or glory or even of becoming successful in other people's eyes. It means being true to self. It means pursuing our full potential (Quinn & Quinn, 2002: 35).Being extraordinary. All of us can recall our own extraordinary moments-those moments when we felt that our best-self was brought to light, affirmed by others, and put into practice in the world. These memories are seared into our minds as moments or situations in which we felt alive, true to our deepest selves, and pursuing our full potential as human beings. Over time, we collect these experiences into a portrait of who we are when we are at our personal best. Sometimes this portrait is composed gradually and without much conscious attention or selfawareness. Other times, work organizations play an active role in providing us feedback, furnishing goals, and enabling relationships with others in ways that make this portrait explicit and consciously changing over time. Whether implicit or explicit, stable or changing, this portrait serves as both an anchor and a beacon, a personal touchstone of who we are and a guide for who we can become. We call this portrait the "reflected best-self" (hereafter referred to as the RBS).We choose the word "reflected" to emphasize that this self-portrait is based on our perceptions of how others view us. Family members, friends and acquaintances, and organizations provide us with feedback about who we are, and this information is integrated into our selfconcept (Cooley, 1902;Tice & Wallace, 2003). We choose the word "best" to refer to the strengths, contributions, and enduring talents that each person brings to a situation. Taken together, this means that through interpretations of experiences and interactions in the social world, each person composes a self-portrait of his or her own strengths and contributions. We posit that the process of composing the RBS portrait creates a pathway to becoming extraordinary, in that it involves envisioning the self at one's best, and then acting on this vision to translate possibilities for the extraordinary into reality.Our purpose here is to define the RBS, describe how and when it changes, and articulate the ways in which it influences individual funcWe thank Art Brief, two anonymous reviewers, the faculty and staff at the University of Michigan Business School, Brianna Barker, Robin Ely, Monica Higgins, Joshua Margolis, Leslie Perlow, Jeffrey Polzer, Ryan Quinn, Lloyd Sand...

As the COVID-19 global health disaster continues to unfold across the world, calls have been made to address the associated mental illness public crisis. The current paper seeks to broaden these calls by considering the role that positive psychology factors can play in buffering against mental illness, bolstering mental health during COVID-19 and building positive processes and capacities that may help to strengthen future mental health. The paper explores evidence and applications from nine topics in positive psychology that support people through a pandemic: meaning, coping, selfcompassion, courage, gratitude, character strengths, positive emotions, positive interpersonal processes and high-quality connections. In times of intense crisis, such as COVID-19, it is understandable that research is heavily directed towards addressing the ways in which people are wounded and weakened. However, this need not come at the expense of also investigating the ways in which people are sustained and strengthened.

This study reveals the institutional work required to maintain taken-for-granted beliefs about roles in the face of everyday breaches of role expectations. Through a comparative qualitative study of hospital-employed patient advocates in teaching and Veterans Health Administration hospitals, I demonstrate that patient advocates repair breaches in the taken-for-granted beliefs about the patient, family, and staff roles in hospitals. My research shows that patient advocates skillfully used rules—or formal policies and procedures—to restore, clarify, or initiate organizational changes in rules, all to maintain institutionalized role expectations. This analysis expands our understanding of the work of maintaining institutions by specifying how constellations of roles are maintained in the face of breaches of role expectations and across different institutional contexts. It highlights the roles of pressure specialists and furthers theorizing on individual agency by specifying how rules can be source of individual agency.