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www.create-learning.com 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?
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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 182
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Leaders need to be aware of how they rob meaning from peoples’ work.
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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
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Most people have strong intrinsic motivation to do their work, at least early in their careers. That motivation exists and continues, until something gets in the way. This has a startling implication:
as long as the work is meaningful, managers do not have to spend time coming up with ways to motivate people to do that work.
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Workday events
Individual Performance
Perceptions / thoughts
(Sensemaking about workday events)
The OrganizationManagers, team, selfThe workSense of accomplishment
Emotions / feelings
(Reaction to workday events)
Positive emotionsNegative emotionsOverall mood
Motivation / drive(Desire to do the work)
What to doHow to do itWhen to do itWhether to do it
Inner Work Life SystemInner Work Life System
Amabile & Kramer 2011 . The Progress Principle
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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.
Page 92.
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If the setback resulted simply from the difficult nature of the work itself, negative inner work life turned positive as people began to overcome the challenge, either on their own or with help. Page 75
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CatalystsEvents supporting
the workProgress
Positive inner work life
Catalysts on Inner Work Life
Catalysts on Inner Work Life
Because the progress loop continues unless interrupted by some negative event, catalysts have continuing positive effects on inner work life. Page 103
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Setting clear Setting clear
goals.goals.
People have better inner work lives when they know
where their work is heading and why it matters.
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Setting clear goals can backfire if it amounts to nothing more than telling people what to do and how to do it.
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Providing ResourcesProviding ResourcesLavish resources aren’t required, but access to necessary equipment, funding, data, materials, and personnel is.
Providing resources: 1. allows employees to envision success on a project; 2. Signifies the organization values what they are doing.
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Giving enough time – but not too muchIf managers regularly set impossibly short time-frames or impossibly high workloads, employees become stressed, unhappy, and unmotivated – burned out.
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Help with the workIn modern organizations, people need each other; almost everyone works interdependently.
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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 when people 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.
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Allowing ideas to flowPeople have some of their best days at work when ideas about projects flowed freely within the team and across the organization.Ideas flowed best when managers listened to workers, encouraged vigorous debate of diverse perspectives, and respected constructive critiques – even of themselves.
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Progress Setbacks
Which 1 or 2 events today indicated a small win and / or a breakthrough? (Describe briefly)
Which 1 or events indicated either a small setback or a possible crisis? (Describe briefly)
Did the team have clear short and long team goals for meaningful work?
Was there any confusion regarding long or short term goals for meaningful work?
Did the team members have sufficient autonomy to solve problems and take ownership or project?
Were team members overly constrained in their ability to solve problems and feel ownership of the project?
Did they have all the resources they needed to move forward effectively?
Did they lack any resources they needed to move forward effectively?
Did they have sufficient time to focus on meaningful work?
Did they lack sufficient time to focus on meaningful work?
Did I give or get them help when needed or requested? Did I encourage team members to help one another?
Did I fail to provide needed or requested help?
Did I discuss lessons from today’s successes and problems with my team?
Did I “punish” failure, or neglect to find lessons and 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
Daily Progress ChecklistDaily Progress Checklist
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Progress Setbacks
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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 182
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Making progress
motivates workers.
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