The Progress

Principle

Bret L. Simmons, Ph.D.

www.bretlsimmons.com
Presentation for
Arvato Digital Services
November 3, 2011
Evidence-Based
Management
 Person
+
Environment (system)
=
Behavior
 Behavior at Work
Person System Behavior

Personality Policies Helping

Attitudes Procedures Civility
Values Equipment Tardiness
Perceptions Hiring Absenteeism
Emotions Training Turnover
Motivation Staffing Participation
Rewards Preparation
Performance Performance
Evaluation
Supervision
Daily Events
 Inner Work Life Effect:
“People do better work when they are happy, have
positive views of the organization and its people, and
are motivated primarily by the work itself.” (p, 47)
 Inner Work Life System

Perceptions/thoughts Emotions/feelings
(Sensemaking about (Reactions to
workday events) workday events)
• The organization • Positive emotions
• Managers, self, team • Negative emotions
• The work • Overall mood
• Sense of
Workday accomplishment Individual
Events Performance
Motivation/drive
(Desire to do the work)
• What do to
• How to do it
• When to do it
• Whether to do it

Amiable, T & Kramer, S. (2011). The Progress Principle

Key Points
• Even seemingly mundane events –
such as small wins and minor
setbacks – can exert potent
influence on inner work life
• Negative events are more
powerful than positive events, all
else being equal
 1 The Progress Principle
Daily Events signifying progress
• Small wins
Events • Breakthroughs
• Forward movement
• Goal completion

2 3
The Catalyst Factor The Nourishment Factor
Events supporting the work Events supporting the person
• Setting clear goals Positive • Respect
• Allowing autonomy Inner • Encouragement
• Providing resources Work Life • Emotional support
• Providing sufficient time • Affiliation
• Helping with the work
• Learning from problems
and successes
• Allowing ideas to flow Amiable, T & Kramer, S. (2011).
The Progress Principle
Progress Principle
• Any manager’s job description
should start with facilitating
subordinates progress every day
(p. 89)
• Self-efficacy
• Meaningful work
 The power of setbacks to diminish happiness is
more than twice as strong as the power of progress
to boost happiness. The power of setbacks to
increase frustration is more than three times as
strong as the power of progress to decrease
frustration. (p. 92)
Meaning Killers
• Dismiss someone’s ideas
• Make employees doubt the work
they do is important
• Assign people to work for which
they are overqualified
• Keep people from assuming full
ownership of their work
 Catalysts
Progress Events supporting Positive inner
the work work life

Amiable, T & Kramer, S. (2011). The Progress Principle

 Culture of Catalysts

• Consideration for people and their ideas. Do

managers at all levels honor the dignity of employees,
value their ideas, and serve as examples of civil
discourse?
• Coordination. Are systems and procedures (e.g.
performance evaluation) designed to facilitate
coordination or competition between individuals and
groups?
• Communication. Open, honest, and respectful
communication is perhaps the most powerful force for
sustaining progress, coordinating work, establishing
trust, and helping people understand that what they
think and do matters.
 Inhibitors
• Unclear goals
• Micro-management
• Lack of resources (e.g. information, equipment,
funding, personnel, training)
• Time pressure
• Punishment (vs. learning) from problems or
mistakes
• Shut down open discussion
• Increased workload + decreased control
 Nourishers/Toxins
• Respect / disrespect
• Encouragement / discouragement
• Emotional support / emotional
neglect
• Affiliation / antagonism
 Team Leaders /
Immediate Supervisors
Whatever your level in the organization … you bear
some responsibility for the inner work lives of the
people around you (p. 181)
 Recommendations
• Systematic awareness
• Stay tuned everyday
• Target support
• Check in – don’t check-up
• Events change the culture
• Tend to your own inner work life
Focus on daily progress in
meaningful work
Use a Checklist!
 Inner Work Life System

Perceptions/thoughts Emotions/feelings
(Sensemaking about (Reactions to
workday events) workday events)
• The organization • Positive emotions
• Managers, self, team • Negative emotions
• The work • Overall mood
• Sense of
Workday accomplishment Individual
Events Performance
Motivation/drive
(Desire to do the work)
• What do to
• How to do it
• When to do it
• Whether to do it

Amiable, T & Kramer, S. (2011). The Progress Principle

How do we change how people
behave at work?
Your Questions
 The Progress
Principle

Bret L. Simmons, Ph.D.

www.bretlsimmons.com
simmonsb@unr.edu
(775) 336-9576