Abstract
The purpose of this study was to examine ways of building and maintaining a positive organizational climate by
describing an actual situation. We focused on a ward that had a positive organizational climate in the 1970s. The
study’s participants included a chief nurse and two staff nurses who had worked on the same ward. Narratives
were gathered through a group interview. The data were analyzed based on four frameworks based on the results
of quantitative studies. The results suggest that the chief nurse's sense of control was built on the ideal of a deep
consideration for patients, the activities that led to achieving this ideal, and the positive feedback it created. The
chief nurse’s sense of control was increased by fostering these characteristics in others. The staff nurses’ sense of
control was enhanced by modeling the chief nurse’s behavior. Intimacy among the staff developed through “enough
information exchange” and “emotional exchange without reservation.” The sense of control and intimacy among
the staff nurses increased morale and improved the atmosphere of the ward.
