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Cultivating Organizations as Healing Spaces: A Typology for Responding to Suffering and Advancing Social Justice

Author

Listed:
  • Reut Livne-Tarandach

    (Manhattan College)

  • Erica Steckler

    (University of Massachusetts Lowell)

  • Jennifer Leigh

    (Nazareth College)

  • Sara Wheeler-Smith

    (Manhattan College)

Abstract

Historic inequities exacerbated by COVID-19 and spotlighted by social justice movements like Black Lives Matter have reinforced the necessity and urgency for societies and organizations to bring healing into focus. However, few integrated models exist within management and organization scholarship to guide practice. In response, our focus aims to unpack how organizations can become healing spaces. This paper offers a holistic definition of healing as the foundation for a new conceptual model of organizations as healing spaces. Drawing upon literature from clinical psychology, social psychology, and political science, we identify four perspectives that address healing in organizational contexts: (1) restorative justice, (2) posttraumatic growth, (3) relational cultural theory, and (4) dignity. These healing modalities represent prominent views of how healing can be achieved at the individual, dyadic, organizational, and societal levels. Synthesizing and building on these perspectives, we develop a typology that illustrates three ways organizations can function as healing spaces — Emergent, Endeavoring, and Exemplifying — representing a range of opportunities for how organizations can better respond to suffering. These spaces of healing are differentiated across seven dimensions, including source of harm, recipients of healing, facilitators of healing, focus of healing, length and strength of organizational attention, process of healing, and activators or enablers of healing. This research contributes to organizational healing research and to nascent social justice discussions in the management literature by exploring a range of opportunities for how organizations can better respond to suffering and substantively contribute to remedying harm from systematic bias against marginalized groups via healing.

Suggested Citation

  • Reut Livne-Tarandach & Erica Steckler & Jennifer Leigh & Sara Wheeler-Smith, 2021. "Cultivating Organizations as Healing Spaces: A Typology for Responding to Suffering and Advancing Social Justice," Humanistic Management Journal, Springer, vol. 6(3), pages 373-404, December.
    • Handle: RePEc:spr:humman:v:6:y:2021:i:3:d:10.1007_s41463-021-00112-2
    DOI: 10.1007/s41463-021-00112-2
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    References listed on IDEAS

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    1. Maria, William De, 2010. "After the scandal – Recovery options for damaged organizations," Journal of Management & Organization, Cambridge University Press, vol. 16(1), pages 66-82, March.
    2. Samar, Vincent J., 1999. "Positive Rights and the Problems of Social Justice," Business Ethics Quarterly, Cambridge University Press, vol. 9(2), pages 361-375, April.
    3. Sertan Kabadayi & Linda Alkire (née Nasr) & Garrett M. Broad & Reut Livne-Tarandach & David Wasieleski & Ann Marie Puente, 2019. "Humanistic Management of Social Innovation in Service (SIS): an Interdisciplinary Framework," Humanistic Management Journal, Springer, vol. 4(2), pages 159-185, December.
    4. Tung, Rosalie L. & Aycan, Zeynep, 2008. "Key success factors and indigenous management practices in SMEs in emerging economies," Journal of World Business, Elsevier, vol. 43(4), pages 381-384, October.
    5. Matthew Cartabuke & James W. Westerman & Jacqueline Z. Bergman & Brian G. Whitaker & Jennifer Westerman & Rafik I. Beekun, 2019. "Empathy as an Antecedent of Social Justice Attitudes and Perceptions," Journal of Business Ethics, Springer, vol. 157(3), pages 605-615, July.
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    Cited by:

    1. Aditya Agrawal & Ashish Pandey & Payal Kumar, 2024. "A Case Study of a Post-Acquisition Organizational Healing Intervention: Enablers and Outcomes," South Asian Journal of Business and Management Cases, , vol. 13(1), pages 98-116, April.

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