The Progress  PrincipleBret L. Simmons, Ph.D.www.bretlsimmons.com   Presentation forArvato Digital Services  November 3, 2...
Evidence-Based Management
Person         +Environment (system)         =      Behavior
Behavior at Work Person         System        BehaviorPersonality     Policies       Helping Attitudes    Procedures      ...
Inner Work Life Effect:“People do better work when they are happy, havepositive views of the organization and its people, ...
Inner Work Life System          Perceptions/thoughts            Emotions/feelings          (Sensemaking about             ...
Key Points• Even seemingly mundane events –  such as small wins and minor  setbacks – can exert potent  influence on inner...
1     The Progress Principle   Daily                      Events signifying progress                              • Small ...
Progress Principle• Any manager’s job description  should start with facilitating  subordinates progress every day  (p. 89...
The power of setbacks to diminish happiness ismore than twice as strong as the power of progress  to boost happiness. The ...
Meaning Killers• Dismiss someone’s ideas• Make employees doubt the work  they do is important• Assign people to work for w...
CatalystsProgress        Events supporting              Positive inner                   the work                      wor...
Culture of Catalysts• Consideration for people and their ideas. Do  managers at all levels honor the dignity of employees,...
Inhibitors• Unclear goals• Micro-management• Lack of resources (e.g. information, equipment,  funding, personnel, training...
Nourishers/Toxins• Respect / disrespect• Encouragement / discouragement• Emotional support / emotional  neglect• Affiliati...
Team Leaders /Immediate Supervisors
Whatever your level in the organization … you bear some responsibility for the inner work lives of the           people ar...
Recommendations•   Systematic awareness•   Stay tuned everyday•   Target support•   Check in – don’t check-up•   Events ch...
Focus on daily progress in    meaningful work
Use a Checklist!
Inner Work Life System          Perceptions/thoughts            Emotions/feelings          (Sensemaking about             ...
How do we change how people      behave at work?
Your Questions
The Progress   PrincipleBret L. Simmons, Ph.D.www.bretlsimmons.com simmonsb@unr.edu    (775) 336-9576
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Inner work life

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Inner work life

  1. 1. The Progress PrincipleBret L. Simmons, Ph.D.www.bretlsimmons.com Presentation forArvato Digital Services November 3, 2011
  2. 2. Evidence-Based Management
  3. 3. Person +Environment (system) = Behavior
  4. 4. Behavior at Work Person System BehaviorPersonality Policies Helping Attitudes Procedures Civility Values Equipment TardinessPerceptions Hiring Absenteeism Emotions Training Turnover Motivation Staffing Participation Rewards Preparation Performance Performance Evaluation Supervision Daily Events
  5. 5. Inner Work Life Effect:“People do better work when they are happy, havepositive views of the organization and its people, andare motivated primarily by the work itself.” (p, 47)
  6. 6. Inner Work Life System Perceptions/thoughts Emotions/feelings (Sensemaking about (Reactions to workday events) workday events) • The organization • Positive emotions • Managers, self, team • Negative emotions • The work • Overall mood • Sense ofWorkday accomplishment IndividualEvents Performance Motivation/drive (Desire to do the work) • What do to • How to do it • When to do it • Whether to do it Amiable, T & Kramer, S. (2011). The Progress Principle
  7. 7. 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
  8. 8. 1 The Progress Principle Daily Events signifying progress • Small wins Events • Breakthroughs • Forward movement • Goal completion 2 3The Catalyst Factor The Nourishment FactorEvents supporting the work Events supporting the person• Setting clear goals Positive • Respect• Allowing autonomy Inner • Encouragement• Providing resources Work Life • Emotional support• Providing sufficient time • Affiliation• Helping with the work• Learning from problemsand successes• Allowing ideas to flow Amiable, T & Kramer, S. (2011). The Progress Principle
  9. 9. Progress Principle• Any manager’s job description should start with facilitating subordinates progress every day (p. 89)• Self-efficacy• Meaningful work
  10. 10. The power of setbacks to diminish happiness ismore 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)
  11. 11. 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
  12. 12. CatalystsProgress Events supporting Positive inner the work work life Amiable, T & Kramer, S. (2011). The Progress Principle
  13. 13. 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.
  14. 14. 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
  15. 15. Nourishers/Toxins• Respect / disrespect• Encouragement / discouragement• Emotional support / emotional neglect• Affiliation / antagonism
  16. 16. Team Leaders /Immediate Supervisors
  17. 17. Whatever your level in the organization … you bear some responsibility for the inner work lives of the people around you (p. 181)
  18. 18. 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
  19. 19. Focus on daily progress in meaningful work
  20. 20. Use a Checklist!
  21. 21. Inner Work Life System Perceptions/thoughts Emotions/feelings (Sensemaking about (Reactions to workday events) workday events) • The organization • Positive emotions • Managers, self, team • Negative emotions • The work • Overall mood • Sense ofWorkday accomplishment IndividualEvents Performance Motivation/drive (Desire to do the work) • What do to • How to do it • When to do it • Whether to do it Amiable, T & Kramer, S. (2011). The Progress Principle
  22. 22. How do we change how people behave at work?
  23. 23. Your Questions
  24. 24. The Progress PrincipleBret L. Simmons, Ph.D.www.bretlsimmons.com simmonsb@unr.edu (775) 336-9576

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