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SOARing towards positive transformation and change
Abstract and Figures
This article presents the SOAR framework’s evolution from the fields of strategy, organization development and change, and Appreciative Inquiry (AI) to the discipline of positive organizational scholarship (POS). The ‘positive’ in POS asks scholars and practitioners to view the world through a lens where weaknesses and threats are reframed as strengths and opportunities, and ‘organizational’ refers to positive states of organizing. The premise of POS was both necessary and essential for creating the SOAR framework so that positivity could elevate and extend the capabilities of individuals to perform, change, and transform their teams and organizations....
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... Observasi tersebut kemudian dibahas dalam wawancara untuk mengeksplorasi kemungkinan-kemungkinan apa yang muncul di tempat kerja. SOAR merupakan proses perencanaan strategis bisnis berdasarkan hal-hal positif yang dilakukan dalam organisasi bisnis yang dikembangkan dengan baik (Stavros J. C., 2013). Menurut Stravos dan Hinrichs (2008) SOAR merupakan proses perencanaan strategis bisnis berdasarkan hal-hal positif yang dilakukan dalam organisasi bisnis yang dikembangkan dengan baik. ...
... Strategi SOAR merupakan evolusi dari strategi SWOT yang mengurangi faktor kelemahan internal organisasi dan ancaman eksternal yang dihadapi terhadap faktor aspirasi perusahaan dan hasil terukur yang ingin dicapai. Dalam model strategi SWOT, beberapa faktor kelemahan dan ancaman dapat menimbulkan emosi negatif di kalangan anggota organisasi, sehingga menurunkan motivasi mereka untuk melakukan yang terbaik (Stavros J. C., 2013). Kerangka SOAR harus mencakup sebanyak mungkin pemangku kepentingan berdasarkan integritas anggota. ...
... Gambar 1. Matrik SOAR Sumber: (Stavros J. C., 2013) Matrik SOAR berfungsi untuk menyusun faktor-faktor strategis perusahaan yang menggambarkan bagimana kekuatan dan peluang eksternal yang dihadapi perusahaan dapat disesuaikan dengan aspirasi dan hasil terukur yang dimilikinya. Adapun penjelasan dari hasil matriks diatas dapat dijabarkan sebagai berikut: Strategi SA (Strengths -Aspirations), Strategi ini dibuat dengan memanfaatkan seluruh kekuatan (S) untuk mencapai aspirasi (A) yang diharapkan. ...
PT. XYZ is a company that operates in the field of gravure printing and flexible packaging. The development of digital-based warehouse management is based on the SOAR (Strengths, Opportunities, Aspirations, and Results) methodology, which in the long term can be used in the field of inventory and also as a strategic planning tool used by organizations to analyze strengths and opportunities and formulate strategic goals with focus. on future goals for appropriate outcomes. The method used is qualitative research observation by analyzing the development of digital system management in the warehouse sector using the SOAR diagram, showing that maximum results can be achieved by analyzing the warehouse management system by considering the SOAR method. The results of the analysis of the development of digital system management in the warehouse department using the SOAR matrix, it can be seen that this was realized because the system has many positive things which are strengths and various opportunities both from an internal and external perspective. One of the strengths of this system is a good system facility with structured goals, both short and long term and based on several strategies that can be taken.
... The elaboration of Pancasila student profiles begins with one analyzing the context of the educational unit, two formulating the vision, mission and goals, three determining the organization of learning, four preparing the organization of short, medium or long term learning plans and five designing operational evaluation and development assistance [10]. In a development it is expected to be able to realize transformation and change [24]. Various change processes can be carried out in five ways, namely starting, asking, imagining, innovating, inspiring and implementing [25]. ...
... In accordance with BAGJA tools so that they are motivated to contribute to services produced by stakeholders. The rewards from the program are not only in the form of finance but also knowing the jobs served by other people in a positive way in providing interesting learning for students with special needs [24], [25]. ...
... Every school has an important role in PSBA with various assets owned, SOAR is an approach that has begun to be applied to several communities in special education schools that are able to bring new forms of innovation in the education of children with special needs [24]. The PSBA process is implemented by initiating, asking, imagining, innovating, inspiring and implementing through dialogue with school members to develop program goals by utilizing BAGJA tools by asking questions, taking lessons, exploring dreams, describing plans, and managing execution through various dialogue activities that can be bring up various new concepts of thought either by trying it yourself or learning from case studies that exist in our community [19]. ...
... SOAR is guided by 'achieving the good' rather than 'avoiding an error'. SOAR is also driven by action, plan, and results [20]. Literature search shows lacunae in SOAR analysis specific to the Indian context that takes into account knowledge, attitude, and practice of e-learning among undergraduate medical students [14,15]. ...
... While the focus is on students' knowledge, attitude, and practice in regard to e-learning, faculty as individuals and teams collectively contribute to the success of any educational organization [20,36,37]. Hence, in addition to investing in digital infrastructure, the faculty has to be empowered to deliver blended learning (BL) through faculty development programs (FDP) [37]. ...
... As a dialogue-based system, SOAR leverages generative dialogue, declarative statements, and opinions generated from the KAP and FBQ questionnaires to create a strategic plan for elearning in the research setting. Strengths in the context of this study refer to optimal use of elearning and e-modules in medical education as well as capacities and assets that allow optimal performance [18,20]; opportunities refer to situations and factors that may drive gains in elearning for students such as cross-disciplinary collaborations [20,40]; aspirations are visions and a long-term strategy that emerge from organizational strengths and capabilities, and results are outcomes from the execution of the strategy on e-learning and e-module [40]. An action plan for the use of e-module at the research setting emerged from the SOAR analysis. ...
Background
Application of e-learning and e-modules in medical education has been shown to have a positive impact on learning outcomes among all types of learners, across diverse educational settings. Despite its benefits, e-learning and e-modules has not yet reached its full potential in medical education in India. Objective of this study is to evaluate the perception of undergraduate students regarding e-learning and e-modules using an appreciative inquiry tool SOAR (Strengths, Opportunities, Aspirations, Results) analysis, and to identify the barriers and challenges for the same.
Methods
This longitudinal study was conducted among participants from three consecutive batches (n = 250 x 3) of first-year medical students and two consecutive batches (n = 100 x 2) of first-year dental students. The sample was selected using a purposive sampling method. Two structured and validated questionnaires were developed for this study based on the modified Zhou’s Mixed Methods Model; the ‘Knowledge, Attitude and Practice’ Questionnaire (KAPQ) on e-learning and the feedback questionnaire (FBQ) on e-modules. The questionnaires were administered via MOODLE / hard copy, before and after the implementation of e-modules, respectively. Identified strengths, potential opportunities, probable aspirations and likely results for e-learning and e-modules were tabulated based on the qualitative analysis of perceptions of large number students sampled across three years.
Results
Six hundred and ninety students returned both questionnaires representing a response rate of 76.6%. Nine themes were identified in the “Strengths” domain as follows: Regular Update of Knowledge, Innovative Learning, Availability, Knowledge Sharing, Abundance of Information, Accessibility, Source of Knowledge, Creativity, and Increased Engagement. Eleven themes were identified in the “Opportunities” domain as follows: Clinical Skills training, Timesaving, Flexibility, Creativity, Increased engagement, Standardized content, Capacity building for students, Capacity building for faculty, Skills training, and Self-assessment. Thirteen themes were identified under the “Aspirations” domain with the three key themes being “maintaining and building on current strengths”, “increasing potential opportunities”, and “addressing the barriers and challenges identified in the responses to the KAPQ and FBQ questionnaire”. Four themes identified for ‘Barriers’ were eye strain, distractions, preference for conventional methodologies, and internet connectivity.
Conclusions
The findings of this qualitative study are based on the responses received from first-year medical and dental students of a Private University in Chennai, India. In this population of students, implementation of e-learning as blended learning using structured and interactive e-modules may provide more engagement during learning as well as support self-directed learning (SDL) directly or indirectly. Adoption of blended learning with e-modules as an integral part of curriculum planning may be beneficial for the achievement of Competency-Based Medical Education (CBME) goals in India.
... SOAR is a power-based framework with a system-wide (interest-based) approach to strategic thinking, planning, and leadership (J. M. Stavros & Cole, 2014). The SOAR Framework enhances strategic thought, planning and leadership through a positive guide approach to digging strengths, opportunities, aspirations, and measured results; imagines the most desirable future; creates innovative strategies, plans, systems, designs, and structures to build a sustainable culture; and inspires organizational stakeholders to slide towards conditions involving high performance, strategy implementation, and profitable outcomes (see Figure 1) (J. ...
... 2. Strategic questions in the SOAR approach Source: (J. M.Stavros & Cole, 2014) ...
This study uses the SOAR (Strengths, Opportunities, Aspirations, Results) approach to analyze the factors that influence local tax revenue in Boyolali Regency, Central Java. Although regional autonomy provides opportunities, dependence on central transfers is still high. The last five years of data show good target achievement, but the contribution of local own-source revenue (PAD) to the total revenue of the Regional Budget (APBD) is relatively small. Qualitative methods with a post-positivism paradigm were used, and triangulation was carried out based on the results of interviews, observations, and documentation. The results of the study found that Boyolali Regency has not fully met the criteria or standards in the formulation of strategies to increase tax revenue according to the SOAR framework. The strengths of Boyolali Regency lie in the size of its government area, which is the basis of the PBB object, as well as the diversity of local culture. Opportunities are the large number of PBB objects that are still not registered as tax objects and the large amount of uncollected tax receivables. Aspirations are not taken seriously, and the measurement of results has not fully considered the real potential of local tax revenue. In facing this challenge, further efforts are needed to formulate a more comprehensive strategy involving various parties. Suggestions for BKD Boyolali are to consider the utilization of local culture, expansion of the PBB base, increased cooperation that provides added value, increased community participation, and setting targets in accordance with existing regional potential. And the suggestion to the next researcher is to do a comparison with other objects or methods. With the implementation of the right strategy, it is expected to reduce dependence on the transfer of funds from the central government and achieve an increase in local tax revenue and a positive contribution to regional development.
... It draws from and is frequently contrasted to the well-known SWOT (Strengths, Weaknesses, Opportunities, and Threats) approach, but notably removes Weaknesses and Threats, and replaces them with Aspirations and Results. Both frameworks are used to guide strategic conversations with groups, however, there are differences in how the conversations are governed and who can be involved (see Stavros and Cole [36]). Specifically, SOAR conversations that utilize an appreciative inquiry approach are open to all stakeholders, rather than top-level executives or a leadership team. ...
External program review is often considered the “gold standard” approach to evaluating academic programs in higher education. Despite the importance of program review, skepticism persists regarding its ability to meaningfully engage faculty and have sustaining impact on program improvement. This paper builds on the academic Program Review Learning Community conceptual model and presents a process for applying a project management facilitation technique that leverages a course structure. The Program Review Course allows for multiple programs to be reviewed concurrently as part of an interdisciplinary cohort. Within the cohort, faculty teams gain access to templates, information sessions, workshops, and discussion forums, with opportunities for engagement both within and across multiple disciplines. Using learning modules, this approach is designed to create efficiency and collaboration in delivering program review tools and customized supports. Utilizing a course structure for program review fits well with a new way to think about program review because successful learning communities are often embedded within institutional structures. Use of this approach is expected to increase clarity and consistency, improve administrative feasibility, provide guidance for those new to program review, promote collegiality within and across programs, and involve team members in the creation of action planning. The authors propose that a course-based approach for conducting program review, with teams of disciplinary faculty joining an interdisciplinary cohort and supported by quality assurance practitioners and educational developers is a novel way to provide structure and academic development while meeting legislative requirements.
... SOAR is a strategic approach that focuses on identifying and developing strengths, which includes unique resources, skills, and characteristics that provide a competitive advantage. The analysis also emphasizes the identification of opportunities, which are external factors offering perspectives for the development [64]. Aspirations, representing the ambitions and goals of the project, play a crucial role in this type of analysis, serving as motivation for achieving success and excellence. ...
The potential for recovering heat from wastewater exists at various stages, including generation, transport, and treatment. As a result, various technologies for thermal energy recovery from wastewater are now successfully employed in many countries. In order to synthetically present the current state of knowledge on heat recovery from wastewater, a bibliometric analysis of previously published studies indexed in the Web of Science database was performed. The review was further extended with strategic SWOT and SOAR analyses to identify internal and external factors determining the competitive advantage and weaknesses related to the use of wastewater heat exchangers and heat pumps. These analyses indicated the need for further research on the possibilities of heat recovery from wastewater as the use of this technology, both at the building level and on a larger scale, contributes to the implementation of sustainable development goals, especially in terms of improving energy efficiency and reducing CO2 emissions. Particular emphasis should be placed on research into the use of warm wastewater together with other, better known and accepted, renewable energy sources. It is also important to continuously educate the public and promote heat recovery technologies at various levels, as well as to increase the involvement of legislators and other stakeholders.
The paper aims to present the concept of empowerment as a means to modernise the teacher’s organisational activity. As a result of literature review, the article provides an interpretation of empowerment, emphasising its potential to drive transformative changes in various educational contexts. Additionally, the text elucidates the benefits that can arise from restructuring the current school system, teaching methods, and collaborative practices. The research conducted by the McKinsey group was used to highlight the personal qualities essential for the effective implementation of empowerment across different organisational forms. Furthermore, attention is directed towards the drawbacks of empowerment, including the potential for teacher abuse of power and coercion, resulting in the suppression of student subjectivity and independent action. To sum up all the considerations, it is underscored that the teacher and students, with their unique strengths and weaknesses, play pivotal roles in organising the teaching process, fostering a school team dynamic through the application of empowerment principles.
Complex business ecosystems and customer-based industries aiming to pursue technological developments with the expansion of more market uncertainty have been surrounded by external & internal challenges during the agile product innovation progress. This study aims to scrutinize effective methods of manufacturing innovative products that resulted in long-term benefits through the total innovation management (TIM) cycle being used by the X Company (part of the global bus & coach manufacturers located in the USA, Europe, and Turkey) under the competitive market environment. This study was conducted through a case study perspective supported by the "Methodological Triangulation Method," which enables researchers and business executives to observe existing issues utilizing qualitative, quantitative, and interpretive approaches for enhancing the TIM cycle with agility. X Company has expanded its product portfolio with an innovative product family called the "XBUS," which integrated both the digitalization and electricity driveline technology by practicing the TIM cycle. The XBUS product increased company sales by 6.39% in the total amount of sales. X Company increased its market share between 2018 and 2019 in the USA and Europe region by 13.2% and 11.4% respectively, whereas the Turkish market share was decreased by 4.8% due to financial obstacles, including deficiency of commercial credits. Additionally, total production lead time was reduced by 7.4% at X Company by conducting agile innovation processes. Case studies regarding the TIM cycle practices in the global bus & coach industry are limited. These studies can be expanded by observing the main innovation challenges during the COVID-19 outbreak.
Pengembangan potensi pariwisata yang dilakukan oleh pemerintah memerlukan dukungan masyarakat dalam mempromosikan dan terlibat secara aktif. Potensi besar pariwisata yang ada di Kabupaten Pelalawan terdapat di Kecamatan Teluk Meranti yaitu Ombak Bono yang berlokasi di Sungai Kampar. Tujuan penelitian ini adalah untuk mengetahui karaktersitik objek wisata Bono, karakteristik partisipasi masyarakat dalam pengembangan objek wisata Bono serta rumusan prioritas pengembangan objek wisata Bono berbasis partisipasi masyarakat dengan pendekatan analisis SOAR. Penelitian ini menggunakan metode analisis deskriptif kualitatif pada sasaran 1 dan 2 serta analisis SOAR pada sasaran 3. Hasil dari penelitian ini menunjukkan karakteristik objek wisata Bono terdiri dari daya tarik wisata alami berupa Ombak Bono, fasilitas tempat penginapan berupa hotel dan homestay serta tempat peristirahatan berupa warung, sudah tersedia listrik dan jaringan telekomunikasi. Namun, disisi lain belum terdapat daya tarik wisata buatan, instalasi air bersih, tempat parkir, toilet umum dan sistem persampahan, kondisi jalan menuju objek wisata Bono sebagian masih berupa semenisasi. Karakteristik partisipasi masyarakat dalam pengembangan objek wisata Bono diidentifikasi bahwa masyarakat bersedia terlibat sebagai tenaga kerja, mempromosikan objek wisata Bono di media sosial dan melakukan gotong royong. Masyarakat tidak memberikan sumbangan dalam bentuk uang namun dengan cara menghibahkan tanah untuk pembangunan turap, membangun mushalla, menyediakan homestay, dan motor sebagai jasa ojek untuk mengantarkan wisatawan menuju lokasi objek wisata. Namun, disisi lain masyarakat kurang memberikan sumbangsih pendapat dan ide kepada pengelola wisata karena kurangnya forum pertemuan langsung maupun tidak langsung dalam membahas pengembangan objek wisata dan masyarakat belum berpartisipasi dalam keterampilan untuk pengembangan objek wisata Bono. Hasil dari prioritas pengembangan objek wisata Bono berbasis partisipasi masyarakat dengan menggunakan pendekatan analisis SOAR di dapatkan 8 prioritas yang dirumuskan diantaranya : (1) Menetapkan tarif layanan retribusi masuk wisata yang jelas untuk pendapatan wisata, (2) Mengadakan pelatihan manajemen dalam pengelolaan homestay untuk meningkatkan hospitality service, (3) Memperbaiki pembangunan akses jalan dan menyediakan papan penunjuk arah, (4) Mengadakan pelatihan terkait pariwisata untuk meningkatkan skill pelayanan wisata dan kepedulian masyarakat di bidang kepariwisataan, (5) Mengadakan pelatihan tentang penggunaan social media sebagai sarana promosi objek wisata, (6) Menciptakan daya tarik wisata baru, (7) Membangun warung, menyediakan layanan internet wifi, membuat instalasi air bersih, menyediakan tempat parkir dan membangun toilet, (8) Menambah jumlah tempat sampah dan menyediakan Tempat Pembuangan Akhir (TPA).
Strategy has been defined as “the match an ovganization makes between its internal resources and skills … and the opportunities and risks created by its external environment.” 1 During the 1980s, the principal developments in strategy analysis focussed upon the link between strategy and the external environment. Prominent examples of this focus are Michael Porter's analysis of industry structure and competitive positioning and the empirical studies undertaken by the PIMS project. 2 By contrast, the link between strategy and the firm's resources and skills has suffered comparative neglect. Most research into the strategic implications of the firm's internal environment has been concerned with issues of strategy implementation and analysis of the organizational processes through which strategies emerge. 3
Business schools and others interested in management education and development have vigorously debated how best to teach strategy to future leaders. Some experts have questioned whether the topic should be taught at all - or at least whether it should be taught to managers. Often missing from the debate, however, has been any in-depth discussion of how individuals learn to think strategically in the first place. What specific experiences are important and how do they contribute? Moreover, what are the different ways in which people absorb those experiences to develop the ability to think strategically? To answer these and other questions, the author conducted a study that identified executives who were considered the top strategic thinkers in their industry. The study then investigated the totality of experiences (educational, job related or other) that contributed to the high ability of those individuals. In addition, the research investigated the different ways in which the executives acquired their expertise in strategic thinking - a process that typically took more than a decade The data showed that strategic thinking arises from 10 specific types of experiences -for instance, spearheading a major growth initiative or dealing with a threat to organizational survival. Moreover, executives appear to gain their expertise in strategic thinking through one of three developmental patterns. These findings help demystify the process by which strategic thinking is learned, offering important implications for management development and the practice of strategy. Copyright © Massachusetts Institute of Technology, 2007. All rights reserved.
Strategic Management Concepts & Cases
Fineman raises concerns regarding the implications of positive scholarship for organizational theory and managerial practice. I suggest that illuminating positive states, dynamics, and outcomes enriches theoretical perspectives and invites new directions for empirical research. Gaining a deep understanding of generative mechanisms may ultimately enhance the quality of life for individuals who work within and are affected by work organizations.
The Oxford Handbook of Positive Organizational Scholarship synthesizes much of the knowledge that has been generated after approximately ten years of research in the area of study called Positive Organizational Scholarship (POS). The Handbook identifies what is known, what is not known, and what is in need of further investigation going forward. The Handbook clarifies the definition and domain of POS, takes special care to define what is and is not meant by the term "positive," describes the history and development of this area of scientific inquiry, and explains why research in POS is so important as a scientific endeavor. Positive organizational scholarship rigorously seeks to understand what represents the best of the human condition based on scholarly research and theory. Just as positive psychology focuses on exploring optimal individual psychological states rather than pathological ones, organizational scholarship focuses attention on the generative dynamics in organizations that lead to the development of human strength, foster resiliency in employees, enable healing and restoration, and cultivate extraordinary individual and organizational performance. POS emphasizes what elevates individuals and organizations (in addition to what challenges them), what goes right in organizations (in addition to what goes wrong), what is life-giving (in addition to what is problematic or life-depleting), what is experienced as good (in addition to what is objectionable), and what is inspiring (in addition to what is difficult or arduous). While note ignoring dysfunctional or typical patterns of behavior, examines the enablers, motivations, and effects associated with remarkably positive phenomena-how they are facilitated, why they work, how they can be identified, and how organizations can capitalize on them. The Handbook is intended to be the "go-to" place for scholars and others interested in learning about POS.