The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work
Harvard Business Press, Jul 19, 2011 - Business & Economics - 256 pages
What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.
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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2 The Dynamics of Inner Work Life
3 The Inner Work Life Effect How Inner Work Life Drives Performance
4 Discovering the Progress Principle
5 The Progress Principle The Power of Meaningful Accomplishment
6 The Catalyst Factor The Power of Project Support
7 The Nourishment Factor The Power of Interpersonal Support
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analyses aspect of inner autonomy Barbara Big Deal project catalyst factor challenging chapter checklist climate coding cognitive collaboration colleagues company’s created creative thinking daily diary daily questionnaire day’s diary form diary narratives Domain team DreamSuite effect emotional intelligence employees engineer environment Equip team experience extrinsic feel Focus team frustration goals Graham Harvard Business Review Harvard Business School Helen HotelData ideas important influences on inner Infosuite team inhibitors inner work lives innovative interpersonal intrinsic motivation Isen Jack Higgins Journal Karpenter Karpenter’s Leadership Marsha meaningful meeting ment negative events NewPoly nourishment factor O’Reilly organization organizational Organizational Behavior overall mood participants people’s perceptions performance person positive emotions positive inner pressure problems progress and setbacks progress loop progress principle reported Ruth Ruth’s self-efficacy sensemaking Social Psychology T. M. Amabile team leader behaviors team members team’s teammates tion top managers Vision team workday