Inner work life
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The Progress Principle Bret L. Simmons, Ph.D. www.bretlsimmons.com Presentation for Arvato Digital Services November 3, 2011
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Presentation on The Progress Principle to Arvato Digital Services, November 3, 2011
Transcript of Inner work life
The Progress Principle
Bret L. Simmons, Ph.D.www.bretlsimmons.com
Presentation for Arvato Digital Services
November 3, 2011
Evidence-BasedManagement
Person +
Environment (system) =
Behavior
Behavior at Work
Person
PersonalityAttitudesValues
PerceptionsEmotionsMotivation
System
PoliciesProceduresEquipment
HiringTrainingStaffingRewards
Performance EvaluationSupervisionDaily Events
Behavior
HelpingCivility
TardinessAbsenteeism
TurnoverParticipationPreparationPerformance
Inner Work Life Effect:
“People do better work when they are happy, have positive views of the organization and its people, and are motivated primarily by the work itself.” (p, 47)
WorkdayEvents
Perceptions/thoughts(Sensemaking aboutworkday events)• The organization• Managers, self, team• The work• Sense of
accomplishment
Emotions/feelings(Reactions to workday events)• Positive emotions• Negative emotions• Overall mood
Motivation/drive(Desire to do the work)• What do to• How to do it• When to do it• Whether to do it
IndividualPerformance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle
Key Points
• Even seemingly mundane events – such as small wins and minor setbacks – can exert potent influence on inner work life
• Negative events are more powerful than positive events, all else being equal
The Progress PrincipleEvents signifying progress• Small wins• Breakthroughs• Forward movement• Goal completion
The Catalyst FactorEvents supporting the work• Setting clear goals• Allowing autonomy• Providing resources• Providing sufficient time• Helping with the work• Learning from problems and successes• Allowing ideas to flow
The Nourishment FactorEvents supporting the person• Respect• Encouragement• Emotional support• Affiliation
Positive Inner
Work Life
Amiable, T & Kramer, S. (2011). The Progress Principle
1
2 3
Daily Events
Progress Principle
• Any manager’s job description should start with facilitating subordinates progress every day (p. 89)
• Self-efficacy• Meaningful work
The power of setbacks to diminish happiness is more than twice as strong as the power of progress to boost happiness. The power of
setbacks to increase frustration is more than three times as strong as the power of
progress to decrease frustration. (p. 92)
Meaning Killers
• Dismiss someone’s ideas• Make employees doubt the
work they do is important• Assign people to work for
which they are overqualified• Keep people from assuming
full ownership of their work
Catalysts
Events supportingthe work
Positive innerwork life
Progress
Amiable, T & Kramer, S. (2011). The Progress Principle
Culture of Catalysts
• Consideration for people and their ideas. Do managers at all levels honor the dignity of employees, value their ideas, and serve as examples of civil discourse?
• Coordination. Are systems and procedures (e.g. performance evaluation) designed to facilitate coordination or competition between individuals and groups?
• Communication. Open, honest, and respectful communication is perhaps the most powerful force for sustaining progress, coordinating work, establishing trust, and helping people understand that what they think and do matters.
Inhibitors
• Unclear goals• Micro-management• Lack of resources (e.g. information,
equipment, funding, personnel, training)• Time pressure• Punishment (vs. learning) from problems or
mistakes• Shut down open discussion• Increased workload + decreased control
Nourishers/Toxins
• Respect / disrespect • Encouragement /
discouragement• Emotional support / emotional
neglect• Affiliation / antagonism
Team Leaders / Immediate Supervisors
Whatever your level in the organization … you bear some responsibility for the inner work
lives of the people around you (p. 181)
Recommendations
• Systematic awareness• Stay tuned everyday• Target support• Check in – don’t check-up• Events change the culture• Tend to your own inner work life
Focus on daily progress in meaningful work
Use a Checklist!
WorkdayEvents
Perceptions/thoughts(Sensemaking aboutworkday events)• The organization• Managers, self, team• The work• Sense of
accomplishment
Emotions/feelings(Reactions to workday events)• Positive emotions• Negative emotions• Overall mood
Motivation/drive(Desire to do the work)• What do to• How to do it• When to do it• Whether to do it
IndividualPerformance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle
How do we change how people behave at work?
Your Questions
