Positive Social Identity as a Strategic Outcome

S.O.E. approaches the evaluation of organisations and interventions directed at organisational behaviour through a detailed understanding of what enhances the positivity of the organisation' s social identity. The social identity is consequence of the ethics of the organisation, which in turn establishes moral norms and evaluations both to members and those outside the organisation.

This social identity captures how members and stakeholders perceive themselves as part of the organisation which in turn sits in a broader context. 
The profile of positivity within the organisation tells much of who the organisation serves and how that is reflected in its social structure and in everyday experience. The profile of Positivity is a strategic reality both for individual members and for the organisation itself. A clear understanding of what this profile is can facilitate adaptation that is strategically beneficial.
Positive Social Identity is cannot be asserted in charters and mission statement, it is the day to day reality of the organisation.

Leaders and Cultivating a Positive Social Identity 
Changing behaviour can be achieved through simple incentives and penalties, these however do not capture an underlying motivation to behave in a manner that aligns personal interest with that of an organisation. 
The ethics of an organisation are an output, in which social identity is the outcome. In the positivity of social identity is the transformation on which pro-social individual and collective behaviour depends, and an umbrella for selecting indicators for both monitoring and evaluation.

Costs and benefits are well understood, but their relationship to Social Identity is not, and it is on the union of these concerns that S.O.E. focuses.

Leaders have a privileged position on shaping the identity of their organisation. This identity though, reflects not just the will of managers, and a conscientiously applied regulatory system.  It reflects a recognition of the complex interdependence between leaders and members in the organisation and the organisation and its external setting. Leaders are not everything, they cannot do everything even if they wanted to, but they are vital. Without leadership the norms that deliver positive social identity within a strategic reality cannot be realised.

The organisation and the broader community 
Behaving according to norms that are built around and sustain positive identity provides the logic for the motivations and behaviour of the organisation in the community. A positive identity cannot exist without a recognition of interdependence, this is as true within the organisation as it is between it and the outside. That recognition provides the bridge for practice that cultivates the value of types of ethical outcomes inside and outside the organisation.