Recovering from a crisis: designing and implementing a positive change intervention

This qualitative study examines the nuances of a positive organisational change initiative at a Middle Eastern financial services firm after the global financial crisis of 2008. This study employs a single-case study design. Data was collected through semi-structured interviews, stories, audiovisuals, and secondary sources and analysed using the thematic analysis approach. We identify specific positive practices and enablers of successful positive organisational change. The findings suggest that four positive practices - opportunity to connect, display of hidden talents, building personal skills, moments of playfulness, and four enablers of change - formation of high-quality connections, individual capacity building, enhanced job engagement, experience and display of positive emotions lead to high performance. Our study contributes by developing a theoretical and actionable framework for designing and implementing positive change interventions, especially as organisations recover from major crises.