inner work life

The Progress Principle

Bret L. Simmons, Ph.D.www.bretlsimmons.com

Presentation for Arvato Digital Services

November 3, 2011

Evidence-BasedManagement

Person +

Environment (system) =

Behavior

Behavior at Work

Person

PersonalityAttitudesValues

PerceptionsEmotionsMotivation

System

PoliciesProceduresEquipment

HiringTrainingStaffingRewards

Performance EvaluationSupervisionDaily Events

Behavior

HelpingCivility

TardinessAbsenteeism

TurnoverParticipationPreparationPerformance

Inner Work Life Effect:

“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)

WorkdayEvents

Perceptions/thoughts(Sensemaking aboutworkday events)• The organization• Managers, self, team• The work• Sense of

accomplishment

Emotions/feelings(Reactions to workday events)• Positive emotions• Negative emotions• Overall mood

Motivation/drive(Desire to do the work)• What do to• How to do it• When to do it• Whether to do it

IndividualPerformance

Inner Work Life System

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

The Progress PrincipleEvents signifying progress• Small wins• Breakthroughs• Forward movement• Goal completion

The Catalyst FactorEvents supporting the work• Setting clear goals• Allowing autonomy• Providing resources• Providing sufficient time• Helping with the work• Learning from problems and successes• Allowing ideas to flow

The Nourishment FactorEvents supporting the person• Respect• Encouragement• Emotional support• Affiliation

Positive Inner

Work Life

Amiable, T & Kramer, S. (2011). The Progress Principle

1

2 3

Daily Events

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 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)

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

Catalysts

Events supportingthe work

Positive innerwork life

Progress

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!

WorkdayEvents

Perceptions/thoughts(Sensemaking aboutworkday events)• The organization• Managers, self, team• The work• Sense of

accomplishment

Emotions/feelings(Reactions to workday events)• Positive emotions• Negative emotions• Overall mood

Motivation/drive(Desire to do the work)• What do to• How to do it• When to do it• Whether to do it

IndividualPerformance

Inner Work Life System

Amiable, T & Kramer, S. (2011). The Progress Principle

How do we change how people behave at work?

Your Questions

The Progress Principle

Bret L. Simmons, Ph.D.www.bretlsimmons.com

simmonsb@unr.edu(775) 336-9576