The Progress Principle: How to improve quality and performance of corporate life?


Maria Mauriello - Communication manager in Yumi

What does it mean, today, to be a manager? What distinguishes one manager from another?

These questions are perfectly discussed in the volume "The progress principle" of Teresa Amabile e Steven Kramer, an essential text for business managers who desire a favorable organization of their employees.

3 months - 238 employees - 7 companies - 26 total teams - 12,000 diary entries: through a detailed analysis, the authors of the text analyzed what motivates people at work and what increases their effectiveness in the company.

This study was done through a daily diary, which is an excellent solution, a kind of key to improving a team's performance.

In essence, they discovered the principle of progress (The progress principle) that regulates employees' emotions by motivating them more to be productive and creative in the long run.

Superior performance is related to what we call Inner work-life, a view of the inner dimension at work that integrates participants' emotions and moods with the levels of motivation associated with their events of a typical workday.

It was clear from the data that whether theinner work-life is positive, the performance increases: Indeed, during the analysis, it was found that on days when employees made progress, their emotions were positive. When, on the other hand, they suffered setbacks, fear and sadness took center stage in their moods. Therefore, it is advisable to reduce the daily annoyances that impact work performance the most.

So, it may be helpful for managers, for their part, to help employees better understand how their work is a real contribution to the business community and therefore avoid actions that negate its value.

To support the work of employees, it is necessary for managers to ensure their daily progress.

How. Through some catalysts, actions that provide a positive impact on the inner work-like, such as setting clear goals, providing autonomy, providing sufficient resources and time, assisting with work, promoting learning from problems, successes and failures, and finally, The free exchange of ideas.

Instead, we talk about inhibitors when there is not support but interference and, together with catalysts, affect employees' working lives.

The book also introduces us to the "nutrients." and the "toxins.": i nutrients can be respect, recognition or encouragement, all those acts, in short, of interpersonal support. The toxins, on the other hand, are their opposite, thus, we find, for example, disrespect or interpersonal conflict.

Therefore, catalysts e nutrients, with their opposites, overwhelmingly alter the work, immediately affecting its significance.

In this view, precisely the role of the manager is necessary, who must always recognize people, the work they do and the factors that alter their quality, to enable the principle of progress to work.

In conclusion, it is clear that, supporting people and their progress at work is crucial as, in this way, managers improve not only theinner work-life of employees, but also performance in terms of the company's long-term effectiveness.

Why did Yumi like this article so much?

Having happy and motivated employees within a company is an indispensable value for Yumi, platform of continuous nudging platform in which it is possible to create, on a daily basis, an aggregated overview of the energy, interactions and skills in the company. What we call Energy in Yumi is, in fact, what is called Inner work-life in this book.

The overview promoted by the book and enabled by Yumi's software, allows constant updating of managers and workers to understand, therefore, at all times "what's up" in their organization and to be able to guide principles such as the Progress Principle proposed in this fine book.


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Yumi is a continuous nudging platform that improves measuring, engagement and development of teams at work

It helps people to share nudges about their behaviours with a spontaneous approach. 

It allows the company to put the change strategy in action..

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