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Argues that a new approach needs to be adopted if organizations are truly to be transformed into ones which could be characterized as diverse.

Considers whether an authentic developmental approach could be undertaken as a means to ensure organizations are authentic, using case material from an authentic development program delivered in the context of a diverse higher-education institution.

Shows that, in order to create and cultivate an authentic organization, the individual life stories of all employees in addition to the organization life story would need to.

Considers that it is imperative, in order to demonstrate courage and commitment, that the program be commenced with the owners, board of directors (including non-executive members), the senior management team, human-resources team and new members to the organization as part of the induction or graduate training. Both direct and indirect resources would require long-term commitment (two-five years) alongside the recognition that employees of the organization may leave as they were either not suited to the corporate approach or there is a mismatch in values, which might necessitate additional cost. The program would be driven by external expertise as a safe environment needed to be created alongside a commitment to confidentiality. Finally, the results of the program would be aligned with the performance-management initiatives and other change initiatives adopted as a result of the outcomes identified.

Claims that today’s talent holds very different expectations of work and possesses a range of dissimilar values. In particular, the millennials – sometimes called generation Y, gen net, Google generation and technology generation – hold very different expectations about the concept of work. Furthermore, if successful organizations wish to remain attractive and retain their talent, they would need to cultivate an organizational-development approach that is best fit for today’s society. In order to achieve this aim, it is crucial that an authentic leadership approach is adopted.

Presents case material primarily based on evidence from a study of millennials/generation Y/gen net/Google generation/tech generation who have explored their values and how these relate to the organization.

Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between team members and team process norms affected the team's decision-making effectiveness.

Teams were placed in a survival simulation where they evaluated how best to maximize the team's survival prospects given scarce resources. We incorporated multisource and multirater (i.e., team, observer, and archival) data to ascertain the impacts of affect asymmetry and team process norms on decision-making effectiveness.

Results suggest that teams with low positive affect asymmetry and low process norms generate the most effective decisions. The least effective team decision performance occurred in teams characterized by high variance in team positive affectivity (high positive affect asymmetry) and low process norms. We found no similar effect for teams with high process norms and no effect for negative affect asymmetry, however, irrespective of team process norms.

These findings support the affect infusion model and extend cognitive resource theory, by highlighting how affect infusion processes and situational constraints influence team decision-making in extreme and disruptive contexts.

Volunteerism underpins the sustainability of communities and a wide range of organizations. A review of the academic literature on volunteerism yields few studies considering the role of emotions, but those that do exist clearly indicate that emotions are critical factors in the recruitment, retention, and wellbeing of volunteers. The contribution of this chapter is to provide a review of the existing published academic research on emotions in the context of volunteerism, and to put out a call for emotions research in this critical aspect of sustainable communities and organizations.

The chapters in this volume are drawn from the best contributions to the 2010 International Conference on Emotion in Organizational Life held in Montreal, Canada in August of that year, complemented with invited chapters consonant with the theme of this volume. This highly successful conference, founded by the editors of this volume, and first held in 1998, is fondly referred to by many as the “Emonet” conference, after the email discussion listserv set up to support the conference and all those interested in advancing knowledge in emotions in organizational settings. We are especially grateful to the conference paper reviewers and acknowledge their service in the appendix of the book.

In this introductory chapter, we establish the basis for the theme of this volume, “Emotions and Disruption.” We discuss how the initial idea for the theme arose during the height of COVID-19. At this time, and as widely reported in the press (e.g., see Grensing-Pophal, 2020), a myriad of workplace disruptions occurred impacting employees' moods and emotions and their subsequent well-being and performance. We open by discussing some key work on emotions research during change and disturbance, followed by a synopsis of each of the chapters in this volume, including discussion of their key contributions. This includes an overview of how some of these chapters were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (EMONET XII), an event that took place for the first time online in response to the turbulence and travel disruptions created by the pandemic.

In this chapter we give an outline of the organization of this book and discuss its four major parts. We then relate each chapter to the relevant part and consider its key contributions in terms of what we have learnt about emotions when applying the lens of disruption.

We conclude that the chapters provide a range of insights and practical solutions for dealing with emotions during different types of disruption that should be helpful to practitioners and academics.

The chapters investigate underresearched topics and thus make new and important contributions. While many topics addressed in the chapters are still in their initial stages, they clearly have the potential to make a significant impact on people's work lives.

Facility design standardization strategy has considerable advantages, highlighted by its widespread and consistent use in the shipbuilding and manufacturing industries. However, capital projects have failed to realize these benefits. The primary rationale behind this problem is the lack of proper understanding of design standardization, more specifically the benefits and equally importantly, the trade-offs of design standardization in capital projects. Therefore, this study highlights 13 benefits and six trade-offs of standardization in connection to design standardization, along with specific examples.

To achieve the study objectives, the researchers identified the most impactful benefits and trade-offs in terms of economic impact by surveying prominent players in the industry. Furthermore, the researchers examined 43 actual case projects (a case study) executed with the standardization strategy to evaluate the industry's status in terms of the levels of advantage achievement and disadvantage incurrence.

The results of this survey show that design once, reuse multiple times and design and procurement in advance are the most impactful benefits. Similarly, susceptible to changes in the market conditions is one of the top trade-offs that can be incurred in capital projects when implementing standardization. The results also highlight that design once, reuse multiple times is one of the most achieved benefits in standardized capital projects today, while cost of establishing the design standard is the most incurred trade-off.

This study provides important insight into how standardization strategy can be advantageous while also enriching the literature about pitfalls expected from standardization. Moreover, this study's results will help the industrial sector achieve higher levels of design standardization by providing a better understanding of the benefits and trade-offs of design standardization.

High suicide rates among men presents a global challenge for commissioners and clinicians. Innovative approaches towards suicide prevention interventions designed for men are needed. The James’ Place (JP) service opened in 2018, and its model of practice is a clinical, community-based intervention for men experiencing suicidal crisis. This paper aims to describe the implementation framework within which the JP model is applied.

Fostering a public health case study approach, this paper provides a description of how the JP service operates, including the referral pathways, key components of this innovative model and its impact upon the men who receive the intervention. Illustrative case studies derived from semi-structured interviews from men and therapists are reported.

The JP model is dynamic and flexible, allowing the tailoring of a suicidal crisis intervention to suit the needs and priorities of the individual and the wider local community. Clinical and practical implications, such as reduction in suicidality, are discussed.

Rapidly accessible, effective community-based interventions for men experiencing suicidal crisis are required. Yet, while widely advocated in policy, there remains a dearth of evidence illustrating the real-world application and value of such services within a community-setting. To the best of the authors’ knowledge, the JP model is the first of its kind in the UK and an example of an innovative clinical, community-based suicide prevention intervention offering support for men experiencing suicidal crisis.