What amounts to a good day for your IT team members? Is it when they make it to close-of-business without pulling out their hair over unclear goals, unrealistic deadlines and unnecessary distractions? Or, do they consider a good day to be one in which they accomplish measurable progress on projects that deliver concrete value to your company? CIOs and other managers, of course, strive for the latter scenario. In the book "The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work" (Harvard Business Review Press/available now), authors Teresa Amabile and Steven Kramer reveal strategies to cultivate the latter kind of workplace. The book draws its conclusions based upon rigorous research - Amabile and Kramer analyzed nearly 12,000 diary entries provided by hundreds of employees in selected organizations. In the end, the authors discovered that fostering what they call a "progress culture" sparks long-term motivation. Amabile is a professor of business administration and director of research at Harvard Business School. Kramer is a developmental psychologist and contributor to publications such as Harvard Business Review. For more about the book click here .
Ambiguity leads to conflicting priorities and arbitrary direction. Employees become frustrated and cynical.
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