Forgiveness from the Perspectives of Three Response Modes: Begrudgement, Pragmatism, and Transcendence

This article explores constructions of forgiveness by studying responses to perceived offensive experiences in which one's own negativity toward the event is increased, displaced or dissolved. Forgiveness is rarely considered in management research, yet it has particular relevance to the health and function of interpersonal connections that allow organizations to thrive. There are two schools of thought about the meaning of forgiveness. The dominant school accepts that forgiveness occurs when one's negativity toward perceived offenders is neutralized. The second school considers that forgiveness must include a transformation of negativity to positivity. Forgiveness is closely identified with Positive Psychology and Positive Organizational Scholarship, which focus on the dimensions of human strength and resilience. Yet, because the neutralization school is dominant, research has not developed an understanding of forgiveness as an especially positive influence or practice. The article presents a grounded theoretical framework for considering forgiveness, not only as reparation, but also as strength. Data from interviews conducted in a unionized trucking company suggest three responses to offense: the begrudging mode, in which forgiveness is an illusion; the pragmatic mode, where forgiveness is a necessity; and the transcendent mode, in which forgiveness is a life choice. The transcendent mode especially adds a substantive set of ideas that extend an understanding of forgiveness as an elevating, positive dynamic in organizations.