Hope Cultures in Organizations: Tackling the Grand Challenge of Commercial Sex Exploitation

Abstract

Many organizations struggle with tackling grand challenges. Research has shown that coordinating and collaborating are central to these endeavors, but the emotions inherent in doing so have been overlooked. From a two-year narrative ethnographic study of an organization tackling the grand challenge of commercial sex exploitation, we build a key theoretical insight about the role of hope culture in the pursuit of grand challenges. We define hope culture as a set of assumptions, beliefs, norms, and practices that propagate hopeful thoughts and behaviors in pursuit of an organization’s goals. We show that when a hope culture is stronger, organizations more vibrantly engage with the grand challenge—the well-being of organizational members flourishes, and organizations ambitiously pursue their goals. When the strength of a hope culture flags, the opposite occurs. Two core mechanisms appear to drive the strength of a hope culture in these contexts: (1) narrative sensemaking of “triggering” organizational events and (2) emotional contagion. Our results demonstrate how hope cultures wax and wane in strength over time, operating as double-edged swords in organizations seeking to tackle grand challenges, with both positive and negative downstream implications. We offer rich, much-needed theory about the emotional realities of tackling grand challenges, as well as necessary guidance on how organizations might hope for a brighter future in the face of adversity.