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ivation too influences creativity: people are more strong uplifting effect. However, the flip side to this is
creative when they are driven by intrinsic motivators setbacks, which evoke negative inner work life; these
such as interest, enjoyment, satisfaction and challenge can be due to the difficult nature of the work itself, or
of the work itself- and not by extrinsic motivators; the due to the behavior of others- superiors or co-workers.
promise of rewards, the threat of harsh evaluations, or In short, the Progress Principle is that, of all the
tight deadlines. The implication for organizations is positive events that influence inner work life, the
that promoting positive inner work life of employees single most powerful is progress in meaningful
leads them to do better work. work; of all the negative events, the single most
powerful is the opposite of progress- setbacks in the
What is it that really brightens inner work life and work. As a corollary to this, facilitating progress is
tends to boost long term performance? The authors call the most effective way for a manager to influence
it The Progress Principle: making progress on inner work life of his employee.
meaningful work leads to a sense of
accomplishment, a sense of satisfaction, a sense of In addition to progress in the work itself, there are two
fulfillment. It leads to feelings of self-worth, positive other factors that have a significant effect on inner
views of the work, and, sometimes, the work life; Catalysts, or actions that directly support
organization. Such thoughts and perceptions feed the work (including work-related help); and
the motivation, the deep engagement i.e crucial for Nourishes, or interpersonal encouragement that
outstanding performance. directly or indirectly supports the person doing the
work. The authors identify seven major catalysts:
What is meaningful work? It doesn’t have to be 1. Setting clear goals: People have better inner
profoundly important to society or to the organization; work lives if they know where their work is
what is important is whether you perceive your work heading and why it matters.
as contributing value to something or someone who
matters to you. The authors caution that it is easy for 2. Allowing autonomy: To be truly intrinsically
managers or co-workers to kill meaning by being motivated and to gain a sense of self-efficacy
dismissive of the work or ideas connected with it; by when they do make progress, people need to
depriving people of their sense of ownership of the have some say in their own work. Also, when
work; by making them doubt that their work will ever they have freedom in how to do the work,
see the light of day; and by assigning work to people they are likely to be more creative.
who are overqualified for it. In all these cases, inner
work life also takes a hit. 3. Providing resources: Lavish resources are
not required, but access to what is necessary
If progress is being made on meaningful work, it in terms of material, manpower and
doesn’t have to be very grand to have a positive impact equipment is. Lack of these renders the task
on inner work life; the authors found that even small difficult or impossible, and gives rise to the
but significant progress (“Small Wins”) could have a feeling that the work is not important.
4. Giving enough time-but not too much: Low
to moderate time pressure is optimal for
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creative when they are driven by intrinsic motivators setbacks, which evoke negative inner work life; these
such as interest, enjoyment, satisfaction and challenge can be due to the difficult nature of the work itself, or
of the work itself- and not by extrinsic motivators; the due to the behavior of others- superiors or co-workers.
promise of rewards, the threat of harsh evaluations, or In short, the Progress Principle is that, of all the
tight deadlines. The implication for organizations is positive events that influence inner work life, the
that promoting positive inner work life of employees single most powerful is progress in meaningful
leads them to do better work. work; of all the negative events, the single most
powerful is the opposite of progress- setbacks in the
What is it that really brightens inner work life and work. As a corollary to this, facilitating progress is
tends to boost long term performance? The authors call the most effective way for a manager to influence
it The Progress Principle: making progress on inner work life of his employee.
meaningful work leads to a sense of
accomplishment, a sense of satisfaction, a sense of In addition to progress in the work itself, there are two
fulfillment. It leads to feelings of self-worth, positive other factors that have a significant effect on inner
views of the work, and, sometimes, the work life; Catalysts, or actions that directly support
organization. Such thoughts and perceptions feed the work (including work-related help); and
the motivation, the deep engagement i.e crucial for Nourishes, or interpersonal encouragement that
outstanding performance. directly or indirectly supports the person doing the
work. The authors identify seven major catalysts:
What is meaningful work? It doesn’t have to be 1. Setting clear goals: People have better inner
profoundly important to society or to the organization; work lives if they know where their work is
what is important is whether you perceive your work heading and why it matters.
as contributing value to something or someone who
matters to you. The authors caution that it is easy for 2. Allowing autonomy: To be truly intrinsically
managers or co-workers to kill meaning by being motivated and to gain a sense of self-efficacy
dismissive of the work or ideas connected with it; by when they do make progress, people need to
depriving people of their sense of ownership of the have some say in their own work. Also, when
work; by making them doubt that their work will ever they have freedom in how to do the work,
see the light of day; and by assigning work to people they are likely to be more creative.
who are overqualified for it. In all these cases, inner
work life also takes a hit. 3. Providing resources: Lavish resources are
not required, but access to what is necessary
If progress is being made on meaningful work, it in terms of material, manpower and
doesn’t have to be very grand to have a positive impact equipment is. Lack of these renders the task
on inner work life; the authors found that even small difficult or impossible, and gives rise to the
but significant progress (“Small Wins”) could have a feeling that the work is not important.
4. Giving enough time-but not too much: Low
to moderate time pressure is optimal for
96
