Making progressmotivates workers?        www.create-learning.com
Progress lives everyday, not       just in quarterly reports or       milestone checkpoints.       And building a great   ...
Leaders need to beaware of how they robmeaning frompeoples’ work.      www.create-learning.com
1.   Dismiss someone’s ideas2.   Make employees doubt the work     they do is important3.   Assign people to work for whic...
Most people have strong intrinsic motivationto do their work, at least early in theircareers. That motivation exists andco...
Inner Work Life System                              Perceptions /                      Emotions /                         ...
The power of setbacks to diminishhappiness is more than twice as strong   as the power of progress to boost               ...
If the setback resulted simply from thedifficult nature of the work itself, negativeinner work life turned positive as peo...
Catalysts on Inner                       Work Life                      Catalysts                                         ...
Setting cl ear goals.                                                    now                                     whe  n th...
Setting clear                          goals can                          backfire if it                          amounts ...
Providing ResourcesLavish resources aren’t required, but access to necessaryequipment, funding, data, materials, and perso...
Giving enough time – but not too muchIf managers regularly set impossibly short time-frames or impossibly high workloads, ...
Help with the workIn modern organizations, peopleneed each other; almosteveryone worksinterdependently.        www.create-...
Learning from problems and successes.No matter how skilled people are, or how well designed and well executed their projec...
Allowing ideas to flowPeople have some of their best days at work when ideasabout projects flowed freely within the team a...
Daily Progress Checklist                           Progress                                                     SetbacksWh...
Progress                             Setbacks           www.create-learning.com
Progress lives everyday, not just in        quarterly reports or milestone        checkpoints.        And building a great...
Mm ak ot i n   iv g     at p       es ro         w gre          or s            ke s              rs                .www.c...
Images in order of appearancehttp://www.flickr.com/photos/glenirah/3423920296/http://www.flickr.com/photos/pasukaru76/5296...
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Making Progress Motivates Workers

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Making Progress motivates workers?
How you can create a system of small wins and progress to increase motivation and creativity.

Of these five workplace factors which do you think has the greatest impact on motivation of employees?
Recognition;
Incentives;
Interpersonal Support;
Support for Making Progress;
Clear Goals

The results of a multi-year study of hundreds of knowledge workers show that what most managers believe, they ranked Recognition as the greatest factor, is wrong.

The greatest factor for motivation and innovation of employees is Support for Making Progress (The Progress Principle; Amabile 2011).

People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.
You will leave this workshop with:

· Seven Catalysts managers can use to support progress in work.

· Steps for ‘small wins’ to increase the creativity and motivation of employees.

· Two specific things individuals can do to improve their inner work lives and increase their chances of making progress on meaningful work.

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Making Progress Motivates Workers

  1. 1. Making progressmotivates workers? www.create-learning.com
  2. 2. Progress lives everyday, not just in quarterly reports or milestone checkpoints. And building a great organizational climate happens through everyday words and actions, not through a series of major one-time initiatives. Page 182www.create-learning.com
  3. 3. Leaders need to beaware of how they robmeaning frompeoples’ work. www.create-learning.com
  4. 4. 1. Dismiss someone’s ideas2. Make employees doubt the work they do is important3. Assign people to work for which they are overqualified4. Keep people from assuming full ownership of their work Page 96 www.create-learning.com
  5. 5. Most people have strong intrinsic motivationto do their work, at least early in theircareers. That motivation exists andcontinues, until something gets in the way.This has a startling implication:as long as the work is meaningful, managersdo not have to spend time coming up withways to motivate people to do that work. www.create-learning.com
  6. 6. Inner Work Life System Perceptions / Emotions / thoughts feelings Workday (Sensemaking about (Reaction to workday Individual events workday events) events) Performance The Organization Positive emotions Managers, team, self Negative emotions The work Overall mood Sense of accomplishment Motivation / drive (Desire to do the work) What to do How to do it When to do itAmabile & Kramer 2011 . Whether to do itThe Progress Principle www.create-learning.com
  7. 7. The power of setbacks to diminishhappiness is more than twice as strong as the power of progress to boost happiness. The power of setbacks to increasefrustration is more than three times as strong as the power of progress to decrease frustration. Page 92. www.create-learning.com
  8. 8. If the setback resulted simply from thedifficult nature of the work itself, negativeinner work life turned positive as peoplebegan to overcome the challenge, either ontheir own or with help.Page 75 www.create-learning.com
  9. 9. Catalysts on Inner Work Life Catalysts Positive innerProgress Events supporting work life the work Because the progress loop continues unless interrupted by some negative event, catalysts have continuing positive effects on inner work life. Page 103 www.create-learning.com
  10. 10. Setting cl ear goals. now whe n they k work lives ters. better inner nd wh y it matPeople have k is heading a worwhere their www.create-learning.com
  11. 11. Setting clear goals can backfire if it amounts to nothing more than telling people what to do and how to do it.www.create-learning.com
  12. 12. Providing ResourcesLavish resources aren’t required, but access to necessaryequipment, funding, data, materials, and personnel is.Providing resources: 1. allows employees to envisionsuccess on a project; 2. Signifies the organization valueswhat they are doing. www.create-learning.com
  13. 13. Giving enough time – but not too muchIf managers regularly set impossibly short time-frames or impossibly high workloads, employeesbecome stressed, unhappy, and unmotivated – burned out. www.create-learning.com
  14. 14. Help with the workIn modern organizations, peopleneed each other; almosteveryone worksinterdependently. www.create-learning.com
  15. 15. Learning from problems and successes.No matter how skilled people are, or how well designed and well executed their project,problems and failures are inevitable in complex, creative work. Work improves whenpeople can determine ways to overcome and learn from them.Successes matter, even small ones; People lose motivation when success is ignored,or when its true value is questioned. www.create-learning.com
  16. 16. Allowing ideas to flowPeople have some of their best days at work when ideasabout projects flowed freely within the team and acrossthe organization.Ideas flowed best when managers listened to workers,encouraged vigorous debate of diverse perspectives,and respected constructive critiques – even ofthemselves. www.create-learning.com
  17. 17. Daily Progress Checklist Progress SetbacksWhich 1 or 2 events today indicated a small win and / or Which 1 or events indicated either a small setback or aa breakthrough? (Describe briefly) possible crisis? (Describe briefly)Did the team have clear short and long team goals for Was there any confusion regarding long or short termmeaningful work? goals for meaningful work?Did the team members have sufficient autonomy to solve Were team members overly constrained in their abilityproblems and take ownership or project? to solve problems and feel ownership of the project?Did they have all the resources they needed to move Did they lack any resources they needed to moveforward effectively? forward effectively?Did they have sufficient time to focus on meaningful Did they lack sufficient time to focus on meaningfulwork? work?Did I give or get them help when needed or requested? Did I fail to provide needed or requested help?Did I encourage team members to help one another?Did I discuss lessons from today’s successes and Did I “punish” failure, or neglect to find lessons andproblems with my team? opportunities in problems and successes?Did I help ideas flow freely within the group? Did I or others cut off the presentation or debate of ideas prematurely?Amabile & Kramer 2011 . The Progress Principle www.create-learning.com
  18. 18. Progress Setbacks www.create-learning.com
  19. 19. Progress lives everyday, not just in quarterly reports or milestone checkpoints. And building a great organizational climate happens through everyday words and actions, not through a series of major one-time initiatives. Managers can’t help but influence subordinates’ inner work lives; the only question is how. That’s why, if you are a manager, a review of your people’s progress should become a daily discipline. This is how you sweat the small stuff that can have magnified effects on inner work life. Page 182www.create-learning.com
  20. 20. Mm ak ot i n iv g at p es ro w gre or s ke s rs .www.create-learning.com
  21. 21. Images in order of appearancehttp://www.flickr.com/photos/glenirah/3423920296/http://www.flickr.com/photos/pasukaru76/5296559285/http://www.flickr.com/photos/alyssafilmmaker/3600372591/http://www.flickr.com/photos/daquellamanera/355061741/http://www.flickr.com/photos/31878512@N06/3904638720/http://www.flickr.com/photos/usefulguy/226362564/http://www.flickr.com/photos/cuttlefish/3845733822/http://www.flickr.com/photos/jdhancock/3572350703/http://www.flickr.com/photos/bramus/3249196137/http://www.flickr.com/photos/krikit/2657180934/http://www.flickr.com/photos/sfajane/5112023570/ www.create-learning.com

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