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Inner work life
1) The document summarizes the key points of "The Progress Principle" by Bret L. Simmons which argues that small, daily events like minor wins or setbacks can significantly influence employee motivation and performance. 2) It explains that positive inner work life is created when employees perceive that their work supports progress, their goals are clear, and they feel respected. Negative inner work life stems from lack of progress, unclear goals, and feeling disrespected. 3) The author provides recommendations for managers to focus on facilitating daily progress for employees through clear goals, resources, learning from mistakes, and considering employees' well-being and ideas. Regular check-ins and focusing on progress over tasks can boost positive inner
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Inner work life
- 1. The Progress Principle Bret L. Simmons, Ph.D. www.bretlsimmons.com Presentation for Arvato Digital Services November 3, 2011
- 2.
- 3. Person + Environment (system) = Behavior
- 4. Behavior at Work Person System Behavior Personality Policies Helping Attitudes Procedures Civility Values Equipment Tardiness Perceptions Hiring Absenteeism Emotions Training Turnover Motivation Staffing Participation Rewards Preparation Performance Performance Evaluation Supervision Daily Events
- 5. Inner Work LifeEffect: “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)
- 6. Inner Work LifeSystem 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 of Workday accomplishment Individual Events 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. Key Points • Evenseemingly 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. 1 The Progress Principle Daily Events signifying progress • Small wins Events • Breakthroughs • Forward movement • Goal completion 2 3 The Catalyst Factor The Nourishment Factor Events 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 problems and successes • Allowing ideas to flow Amiable, T & Kramer, S. (2011). The Progress Principle
- 9. Progress Principle • Anymanager’s job description should start with facilitating subordinates progress every day (p. 89) • Self-efficacy • Meaningful work
- 10. The power ofsetbacks 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)
- 11. Meaning Killers • Dismisssomeone’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. Catalysts Progress Events supporting Positive inner the work work life Amiable, T & Kramer, S. (2011). The Progress Principle
- 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. 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. Nourishers/Toxins • Respect /disrespect • Encouragement / discouragement • Emotional support / emotional neglect • Affiliation / antagonism
- 16. Team Leaders / ImmediateSupervisors
- 17. Whatever your levelin the organization … you bear some responsibility for the inner work lives of the people around you (p. 181)
- 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. Focus on dailyprogress in meaningful work
- 20.
- 21. Inner Work LifeSystem 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 of Workday accomplishment Individual Events 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. How do wechange how people behave at work?
- 23.
- 24. The Progress Principle Bret L. Simmons, Ph.D. www.bretlsimmons.com simmonsb@unr.edu (775) 336-9576