Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
The Journal of Applied Behavioral Science
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Powley, E. H.
Right arrow Articles by Piderit, S. K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Tending Wounds

Elements of the Organizational Healing Process

Edward H. Powley

Naval Postgraduate School

Sandy Kristin Piderit

Case Western Reserve University

The authors extend the metaphor of wound healing in medicine to organizations and propose a model of organizational healing. Organizational healing differs from resilience, hardiness, and recovery and refers to the actual work of repairing and mending the collective social fabric of an organization after crisis. Using a qualitative research study based on interview data gathered after a shooting incident in a Midwestern university, the authors propose a model of organizational healing that includes three stages of healing and six key enablers: inflammation—prioritizing individual in need of urgent care and minimizing the potential for recriminations; proliferation—fostering high-quality connections and improvising on routines; and remodeling—strengthening a family organizational culture and initiating ceremonies and rituals. The authors offer implications for how organizations manage these enablers after crisis and suggest that organizations adopting these are more likely to experience healing.

Key Words: organizational healing • crisis • liminality • qualitative research

The Journal of Applied Behavioral Science, Vol. 44, No. 1, 134-149 (2008)
DOI: 10.1177/0021886308314842
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Human RelationsHome page
E. H. Powley
Reclaiming resilience and safety: Resilience activation in the critical period of crisis
Human Relations, September 1, 2009; 62(9): 1289 - 1326.
[Abstract] [PDF]