The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work
Teresa Amabile, Steven Kramer
Language: English
Pages: 272
ISBN: 142219857X
Format: PDF / Kindle (mobi) / ePub
As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.
The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.
Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.
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Organizations (inner work life). Previously, he researched the perceptual and cognitive development of infants and young children. Kramer has published several articles in Harvard Business Review on topics including inner work life, managerial awareness of work motivators, and the influence of time pressure on creativity. He has also published in the Academy of Management Journal and The Leadership Quarterly. In 2005, he won The Leadership Quarterly Best Paper Award from the Center for.
Narratives and the notes from the four meetings with the team, meetings with individual team members, telephone conversations with or e-mails received from individual team members (including the team leader), and conversations or meetings with higher-level managers. The research cases were developed through an iterative process in which one author would draft a section that would be reviewed and edited by the other, then passed back to the original author, until both were satisfied as to its.
Although employees are dissatisfied by inadequate pay and benefits, they are not motivated to do excellent work by such factors. Rather, they are motivated by having interesting, challenging work that allows them to achieve. See F. Herzberg, “One More Time: How Do You Motivate Employees?,” Harvard Business Review, January–February 1968, 53–62. 15. What is an event? Recent psychological research has resulted in a fascinating theory about how people get a sense that something is a discrete.
On Causal Attributions,” Journal of Personality and Social Psychology 16 (1970): 311–315; S. Streufert and S. C. Streufert, “Effects of Conceptual Structure, Failure, and Success on Attribution of Causality and Interpersonal Attitudes,” Journal of Personality and Social Psychology 11 (1969): 138–147. 8. L. F. Lavallee and J. D. Campbell, “Impact of Personal Goals on Self-Regulation Processes Elicited by Daily Negative Events,” Journal of Personality and Social Psychology 69 (1995): 341–352.
To which the job has a substantial impact on the lives of other people, whether those people are in the immediate organization or in the world at large”); see J. R. Hackman and G. R. Oldham, Work Redesign (Reading, MA: Addison-Wesley, 1980), 78–79. 17. http://en.wikipedia.org/wiki/John_Sculley. 18. W. F. Cascio, “Changes in Workers, Work, and Organizations,” in Handbook of Psychology 12, Industrial and Organizational Psychology, eds. W. Borman, R. Klimoski, and D. Ilgen (New York: Wiley,.