![the progress principle download the progress principle download](https://www.productplan.com/uploads/The-Basics-of-Scrum-01.png)
The research also reiterated other research on the power of negative emotions, which are much more powerful than positive emotions. What the research clearly showed though is that while feeling progress can result in a positive feedback loop (where progress results in a more positive inner work life, which drives higher performance, and as a result even more progress), there can also be a negative feedback loop (where setbacks result in a negative inner work life on that day, lower performance, less progress and more setbacks). This will be a combination of Perceptions, Emotions and Motivation.Īll of these work together and result in individual performance for that day.
![the progress principle download the progress principle download](https://images-na.ssl-images-amazon.com/images/I/31Hcv+6cK9L.jpg)
The workday events a person experiences interact with how the inner mind of the person feels on any particular day. Inner Work Life (from Teresa Amabile and Steven Kramer, The Progress Principle: 2011) So what is inner work life, and what helps either drive positive performance (resulting in increased creativity), or hinder performance ( resulting in decreased creativity)? In fact, the feeling of progress was so strong, that people often still had higher performance and creativity on the days after the actual progress was made. If people felt like the work they were doing had meaning, and they could see that they personally and their team were making progress towards a clear goal, they were much more likely to enjoy their work, bring their best performance (even under pressure) and even be more creative.
THE PROGRESS PRINCIPLE DOWNLOAD DRIVER
The most powerful driver of inner work life performance was the feeling of making progress in your work. It was not incentives, pay, bonuses for good work or recognition. Their research clearly shows a strong connection between the inner work lives of the participants and not only their creativity, but their work performance, and the performance of their entire teams.Īnd the most powerful factor which led to a positive inner work life was not what management experts predicted. Using rigorous analytical methods, the authors and their team could then indicate whether the person had been creative on that day, how their work was going, and how their work seemed to relate to others in the team they were working with. In it, authors Professor Teresa Amabile and Steven Kramer analysed nearly 12,000 diary entries provided by 238 employees in 7 companies.Įach day, these diaries would indicate how the person felt about their work that day and what had happened. One of the most important pieces of creativity and innovation research from the past couple of decades can be found in the book The Progress Principle: Using small wins to ignite joy, engagement and creativity at work.