Book review: The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work
 Book author: Teresa Amabile and Steven Kramer
Publisher: McGraw-Hill Australia
Two Harvard experts present a strong case that an employee’s inner work life – their unspoken perceptions, emotions and motivations – can bring down even the most successful companies.
A key element in the convincing nature of this radical thesis lies in the fact that it’s based on rigorous analysis of nearly 12,000 diary entries provided by 238 employees in seven companies.
By Ben Zipper, senior writer with Workplace Training Advisory of Australia.
Myriad leadership books focus on one particular aspect of management and set forth to present a case to prove the salience and urgency of that single aspect.
Sometimes these books convince; sometimes they fall flat.
Mostly, they are built on the collective anecdotal evidence of the author’s experience.
Rarely, though, are they based on a systematic analysis of a mass of field data. Refreshingly, this is what sets The Progress Principle apart, and the result is immensely rewarding.
The authors’ credentials are impressive: Teresa Amabile is a professor of Business Administration and a Director of Research at Harvard Business School. and Steven Kramer is a widely published developmental psychologist.
But the power of this collaborative effort comes from their rigorous analysis of nearly 12,000 diary entries provided by 238 employees in seven companies.
Inner work life
Through fascinating story-telling of real-life companies that have either sunk or soared, the authors explain how seemingly mundane workday events can make or break employees’ inner work lives.
The idea of inner work life goes beyond questions of workplace morale. According to the authors, it comprises three unspoken aspects of an employee’s work experience: perceptions, emotions and motivations.
When one of these starts to become unstuck, an employee’s passion and productivity can spiral down-hill.
The authors distinguish four ways that managers negate meaning at work: having work or ideas dismissed by leaders; losing a sense of work ownership; make employees doubt their work will ever see the light of day; and when people feel they are overqualified for their work.
Through their analysis of the employee journal entries, the authors then spell out seven catalysts that can support and galvanise one’s inner work life.
Not surprisingly, these include setting clear goals, allowing autonomy and providing resources.
More curious, though, was their finding that time pressures play an ambivalent role on productivity and inner work life. They found that while occasional time pressure can be exhilarating, extreme time pressure can lead to burn-out.
The authors also articulate nourishers: interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.
The level of analysis and understanding of the issues is a result partly of the authors’ expertise, but also through a thorough analysis of the extensive data driving the book’s thesis.
The Progress Principle will certainly appeal to managers concerned about diminishing productivity through low employee enthusiasm. It will probably be a ‘harder sell’ to managers unconcerned. ●
 About Ben
Ben has been a senior writer with Workplace Training Advisory of Australia for the past four years. He is based in Melbourne. Feel free to send in your comments and questions direct to Ben: bzipper@wtaa.com.au
The bottom line: An employee's inner work life is important
Good for: Managers concerned about diminishing productivity through low employee enthusiasm
Our rating: 10/10 |
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