Inner work life

The Progress PrincipleBret L. Simmons, Ph.D.www.bretlsimmons.com Presentation forArvato Digital Services November 3, 2011

Evidence-Based Management

Person +Environment (system) = Behavior

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

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)

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

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

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

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 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)

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

CatalystsProgress Events supporting Positive inner the work work life 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!

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

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

by Bret Simmons on Nov 03, 2011

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Inner work life — Presentation Transcript