Positive Organizational Interventions (POIs) have emerged as popular mechanisms to facilitate thepersonal/professional development and well-being of individuals as well as optimizing the growthpotential of organizations (van Zyl and Rothmann, 2019a). These interventions draw from positivepsychological principles, processes, and practices in order to produce positive outcomes for theindividual (e.g., work engagement), the team (e.g., collaboration, team flow) and ultimately, theorganization (e.g., innovative work behaviors) (Costantini et al., 2019). Through the optimization,utilization and application of an entity’s strengths, POIs are not aimed at fixing what is proverbially“wrong,” or correcting deviant behaviors, but rather focus on enhancing what is already workingwell (van Zyl and Rothmann, 2019b). This positive approach toward individual and organizationaldevelopment has gained mass-appeal within the popular psychological press circuit (“Pop Psych”)and is readily implemented within organizational contexts (Haberlin, 2019; van Zyl et al.).
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机译：积极的组织干预（POI）被出现为流行的机制，以促进个人/专业发展和福祉，以及优化组织的增长势（Van Zyl和Rothmann，2019a）。这些干预措施从造型的心理原则，流程和实践中抽出，以便为“人体（例如，工作参与”，团队（例如，协作，团队流动）和最终，理论（例如，创新的工作行为）产生积极成果（Costantini et al。，2019）。通过实体的优化，利用和应用，POI旨在解决众所周知的“错误”，或纠正异常行为，而是专注于加强已经运作的事情（Van Zyl和Rothmann，2019b）。这种积极的个人和组织发展方法在流行的心理新闻电路（“流行音乐”）中获得了大规模上诉，并且在组织背景下容易实施（Haberlin，2019; Van Zyl等人）。
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