Effect of Early Exposure to Photic Stimulation on Brightness Discrimination and Exploratory Behavior

D’Amato, M. R.; Jagoda, H.

doi:10.1080/00221325.1962.10533630

Cited by 15 publications

(8 citation statements)

References 3 publications

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“…Explanations for why positive practices improve organizational effectiveness rely on three factors-the amplifying effects of positive practices, the buffering effects of positive practices, and the heliotropic effects unleashed by positive practices. Positivity becomes self-reinforcing (amplifying), it fosters resiliency against negative and challenging obstacles (buffering), and it possesses attributes consistent with heliotropism (Cooperrider & Srivastva, 1987)-the inherent tendency toward positive energy and away from negative energy (e.g., D'Amato & Jagoda, 1962;Mrosovsky & Kingsmill, 1985;Smith & Baker, 1960). Fredrickson's (2001) "broaden and build theory" has confirmed that, on the individual level, thought-action repertoires are expanded and broadened, and resources and capabilities are elevated and enlarged (built) in the presence of positivity.…”

Section: Discussionmentioning

confidence: 99%

“…Positive practices also possess attributes consistent with heliotropism (Drexelius, 1627(Drexelius, /2009. The heliotropic effect is the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life giving and away from that which is life depleting (D'Amato & Jagoda, 1962;Mrosovsky & Kingsmill, 1985;Smith & Baker, 1960). Organizations characterized by positive practices foster positive energy among members, and positive energy produces elevated performance (Cameron, 2008b;Dutton, 2003;von Erhardt-Siebold, 1937).…”

Section: Explanations For Positive Effectsmentioning

confidence: 99%

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Effects of Positive Practices on Organizational Effectiveness

Cameron

Mora²,

Leutscher³

et al. 2011

The Journal of Applied Behavioral Science

236

246

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Emphasis on positivity in organizations in increasing, but the importance and credibility of a positive approach to change-exemplified by positive organizational scholarshipremains controversial. More empirical evidence is needed showing that positive practices in organizations produce desirable changes in organizational effectiveness. Two studies-one in financial services and one in the health care industry-are reported, which investigate the link between positive practices and indicators of organizational effectiveness. A positive practices instrument is developed, and evidence is found that positive practices do, in fact, predict organizational performance. More important, improvement in positive practices predicts improvements in certain indicators of effectiveness over time. The results are explained by the inherent amplifying, buffering, and heliotropic effects of positivity in human systems.

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Section: Discussionmentioning

confidence: 99%

Section: Explanations For Positive Effectsmentioning

confidence: 99%

Effects of Positive Practices on Organizational Effectiveness

Cameron

Mora²,

Leutscher³

et al. 2011

The Journal of Applied Behavioral Science

236

246

View full text Add to dashboard Cite

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“…The basis of evolution is heliotropic, that organisms persist to the extent that they acquire life-giving resources, processes, and attributes (Smith, 1993). Experiments with a range of life forms, from bacteria to mammals, find that living organisms possess an inclination toward heliotropism (e.g., Smith and Baker, 1960;D'Amato and Jagoda, 1962;Mrosovsky and Kingsmill, 1985). Photosynthesis -the molecular process of using the sun's energy to create oxygen and biological energy -also illustrates the relationship between positive energy, in the form of light, and lifegiving processes (Blankenship, 2002).…”

Section: Assumptions Inherent In Positive Organizational Scholarshipmentioning

confidence: 99%

Positive Organizational Scholarship: What does it Achieve?

Caza¹,

Cameron²

2009

The SAGE Handbook of Organizational Behavior: Volume II - Macro Approaches

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Positive Organizational Scholarship (POS) is a relatively new development in organization studies, having formally begun with a 2003 edited collection of the same name (Cameron, et al., 2003b). Since that time, it has attracted considerable attention (e.g., George, 2004; Caza and Roberts, 2006;Fineman, 2006;Caza, 2008). The theoretical basis and scope of POS have been addressed quite recently (Dutton and Glynn, 2007;Dutton and Sonenshein, 2007), so this chapter only summarizes these issues, in favor of concentrating on the research and practice of POS. After discussing the domain and precursors of POS, primary attention is given to what POS has accomplished to date. These accomplishments have two facets, as POS involves a research perspective and an approach to managing organizations. This chapter considers the accomplishments of POS in both areas.

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“…The heliotropic effect is the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life-giving and away from that which is lifedepleting (Smith and Baker 1960;D'Amato and Jagoda 1962;Mrosovsky and Kingsmill 1985). In nature, this is exemplified by light from the sun.…”

Section: Amplification Assumptionmentioning

confidence: 99%