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taining positive thoughts, feelings and these everyday triggers that influence our mood and
drives. Consistently high time pressure can performance arise out of the climate (or culture) of the
lead to employee burnout while very low time organization. The main climate forces which shape the
pressure can lead to boredom. specific catalyst and inhibitor events that occur inside
5. Help with the work: In today’s world, almost an organization are:
everyone works interdependently. When help Consideration for people and their ideas.
is provided as required, it gives a significant
boost to inner work life. Conversely, when Coordination of systems and procedures to
help is inaccessible or is withheld, it leads to facilitate smooth collaboration between
frustration as the chances of making individuals and groups.
significant progress get diminished.
6. Learning from problems and successes: Communication- clear, honest, respectful
Inner work life is much more positive when and free-flowing.
problems are faced squarely, analyzed, and
plans drawn up to overcome or learn from Similar to catalysts in their effect are the Nourishers,
them. Likewise, when successes are also the interpersonal support to a person that has a positive
celebrated and analyzed for knowledge impact on a person’s inner work life, which increases
gained, it gives a fillip to inner work life. the odds that he will make meaningful progress in his
Conversely, when problems are ignored, work. The authors identify four categories of
punished or handled haphazardly, or when nourishers:
successes are ignored or their value
questioned, a negative effect is the result. 1. Respect: People feel respected when their
Allowing ideas to flow: Positive thoughts, efforts are acknowledged; when their ideas
feelings and drives are stimulated when ideas are given serious consideration; when they are
about work are allowed to flow freely within the dealt with honestly; and when they are treated
team or across the organization. When managers with civility.
encourage healthy debate, respect constructive 2. Encouragement: A manager’s enthusiasm
criticism, and truly listen to their employees, they for an employee’s output can increase the
are able to bring out the best in them. Conversely, latter’s motivation to perform, and also when
when they shut down debate or harshly criticize he expresses confidence in the abilities of the
new ideas, the employees shrink into themselves employee.
and hesitate to contribute, confining themselves to
doing as they are told. 3. Emotional support: Merely acknowledging
The opposite of the above Catalysts are called the emotion expressed by an employee helps
Inhibitors, which hinder progress in the work or cause to amplify the positive ones and reduce the
setbacks. Not surprisingly, inhibitors have a negative ones. Empathetic interaction is even
devastating effect on inner work life. However, better in inducing a positive feeling in the
catalysts and inhibitors don’t just pop up randomly;
97
drives. Consistently high time pressure can performance arise out of the climate (or culture) of the
lead to employee burnout while very low time organization. The main climate forces which shape the
pressure can lead to boredom. specific catalyst and inhibitor events that occur inside
5. Help with the work: In today’s world, almost an organization are:
everyone works interdependently. When help Consideration for people and their ideas.
is provided as required, it gives a significant
boost to inner work life. Conversely, when Coordination of systems and procedures to
help is inaccessible or is withheld, it leads to facilitate smooth collaboration between
frustration as the chances of making individuals and groups.
significant progress get diminished.
6. Learning from problems and successes: Communication- clear, honest, respectful
Inner work life is much more positive when and free-flowing.
problems are faced squarely, analyzed, and
plans drawn up to overcome or learn from Similar to catalysts in their effect are the Nourishers,
them. Likewise, when successes are also the interpersonal support to a person that has a positive
celebrated and analyzed for knowledge impact on a person’s inner work life, which increases
gained, it gives a fillip to inner work life. the odds that he will make meaningful progress in his
Conversely, when problems are ignored, work. The authors identify four categories of
punished or handled haphazardly, or when nourishers:
successes are ignored or their value
questioned, a negative effect is the result. 1. Respect: People feel respected when their
Allowing ideas to flow: Positive thoughts, efforts are acknowledged; when their ideas
feelings and drives are stimulated when ideas are given serious consideration; when they are
about work are allowed to flow freely within the dealt with honestly; and when they are treated
team or across the organization. When managers with civility.
encourage healthy debate, respect constructive 2. Encouragement: A manager’s enthusiasm
criticism, and truly listen to their employees, they for an employee’s output can increase the
are able to bring out the best in them. Conversely, latter’s motivation to perform, and also when
when they shut down debate or harshly criticize he expresses confidence in the abilities of the
new ideas, the employees shrink into themselves employee.
and hesitate to contribute, confining themselves to
doing as they are told. 3. Emotional support: Merely acknowledging
The opposite of the above Catalysts are called the emotion expressed by an employee helps
Inhibitors, which hinder progress in the work or cause to amplify the positive ones and reduce the
setbacks. Not surprisingly, inhibitors have a negative ones. Empathetic interaction is even
devastating effect on inner work life. However, better in inducing a positive feeling in the
catalysts and inhibitors don’t just pop up randomly;
97
