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Amabile & Kramer – THE PROGRESS PRINCIPLE : Using Small Wins To Ignite Joy, Engagement And Creativity At Work

《HARVARD BUSINESS REVIEW BOOK》THE PROGRESS PRINCIPLE : Using Small Wins To Ignite Joy, Engagement And Creativity At Work

Teresa Amabile & Steven Kramer


Explores The Significance Of Small Wins In Workplace & It’s Impact On Employees’ Motivation, Engagement & Creativity

Remarks Free Cover-Pages Wrapping
ISBN 9781422198575
Book Condition LIKE NEW
Publisher Harvard Business Review Press
Publication Date 19 July 2011
Pages 272
Weight 0.56 kg
Dimension 24 × 16 × 2.5 cm
Retail Price RM167.75
Availability: Out of stock

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  • Detail Description


What really sets the best managers above the rest? What motivates employee ? As manager, you need to know why people come to work every day, what makes them stay – and what drives them to perform at their best?
According to Amabile and Kramer, the best leaders have the power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.

To do this, you must create forward momentum in meaningful work – and steer clear of the obstacles that undermine inner work life. The book is based on extensive research conducted by the authors at Harvard Business School, where they studied the daily work activities and experiences of hundreds of professionals.

As they explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.
They argue that small wins have a significant impact on people’s motivation, engagement, and creativity at work. They suggest that making progress on meaningful tasks, even if those achievements are small, can boost individuals’ well-being and performance. The book provides insights into how managers and organizations can foster a positive work environment by recognizing and nurturing these small wins.
The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress:
(1) catalysts—events that directly facilitate project work, such as clear goals and autonomy and
(2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.
Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance. Hence, it provides practical guidance for managers on how to foster progress and enhance inner work life through small wins, catalysts, nourishers, and the removal of obstacles. The book emphasizes the importance of positive emotions and the progress loop in achieving greater engagement and creativity at work.
Here’s a summary of the key points from the book:

◆ 1. The Power of Progress: The authors argue that the most important factor for motivation and job satisfaction is the sense of making progress in meaningful work. Even small, incremental achievements can have a profound impact on an individual’s happiness and productivity.
◆ 2. Tracking Daily Events: Amabile and Kramer conducted a study where they asked professionals to maintain daily work diaries. They found that progress is best measured on a daily basis, and small wins, such as completing a challenging task or receiving positive feedback, can significantly improve an individual’s mood and performance.
◆ 3. Catalysts and Nourishers: The book distinguishes between “catalysts” and “nourishers.” Catalysts are factors that facilitate progress, such as clear goals and autonomy, while nourishers are acts of support and recognition from colleagues and supervisors. Both are crucial in promoting positive work experiences.
◆ 4. Inner Work Life: Inner work life refers to an employee’s emotions, motivations, and perceptions related to their work. Creating a positive inner work life, characterized by a sense of progress and support, is essential for fostering creativity and motivation.
◆ 5. The Downside of Setbacks: While progress has a positive impact, setbacks and obstacles can have a disproportionately negative effect on motivation and performance. Managers should be mindful of addressing and mitigating setbacks promptly.
◆ 6. Managerial Implications: The authors offer several recommendations for managers to enhance the progress principle in their teams:
– Set clear goals: Employees need specific, meaningful objectives to work toward.
– Provide autonomy: Allowing employees to have a degree of control over their work can boost motivation.
– Recognize achievements: Regular acknowledgment of employees’ efforts and accomplishments can be a powerful motivator.
– Foster positive relationships: Building strong, supportive relationships within the workplace contributes to overall job satisfaction.
– Address setbacks: Managers should help employees overcome obstacles and setbacks promptly to minimize their negative impact.

◆ 7. Team Dynamics: The progress principle extends to team dynamics as well. High-performing teams tend to have members who experience a sense of progress, positive inner work life, and strong social bonds.
In summary, “The Progress Principle” emphasizes the importance of recognizing and nurturing small wins in the workplace as a means to ignite joy, engagement, and creativity among employees. By understanding and implementing the principles discussed in the book, organizations and managers can create a more positive and productive work environment.
About the Authors :
Teresa Amabile is a professor of Business Administration and a Director of Research at Harvard Business School. The author of numerous articles and books, including Creativity in Context, she has long studied creativity, motivation, and performance in the workplace.
Steven Kramer is a developmental psychologist and has co-authored a number of articles in leading management periodicals, including Harvard Business Review and the Academy of Management Journal.

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