Harvard Business Review Press Progress Principle

Uso para reflexões e ensino sobre criatividade, sendo a obra e o pensamento principalmente de Amabile, sobre criatividade no ambiente de trabalho muito importantes.

El libro me ha resultado muy útil e inspirador para reflexionar sobre lo que de verdad nos mueve a dar lo mejor de nosotros mismos. Me ha parecido muy consistente el planteamiento de la importancia de "la vida interior" como la combinación de las percepciones, motivaciones y sentimientos que nos genera lo que nos sucede en el día y muy revelados el "principio del progreso" en un trabajo con sentido como principal motivador de las personas. Un libro muy recomendable para todos aquello que trabajamos con personas.

Un libro que ayuda a antender cómo las empresas pueden perder el rumbo si no orientan el esfuerzo de los trabajadores. La clave del libro está en el concepto del manejo de la sensación del progreso al interior de las células de trabajo.

I read an advance copy of The Progress Principle several months back, and I just went back and read the book again. I am even more impressed this time than the last. Four things struck me in particular: 1. While most management books are based on anecdotes, the biased recollections of some famous executives, or on research that is presented as rigorous (but are not... Good to Great is a perfect example), the Progress Principle is based on the most rigorous field study ever done of creative work. And it draws on other rigorous work as well. As a result, the overall advice about the importance of small wins may be known to many people, but once you start digging into the smaller bits of advice about how to keep work moving along, the evidence behind those is very strong. In my view, the Progress Principle is the best example of an evidence-based management book I have ever seen. 2. The authors didn't drown in their rigor and the details of their work. They worked absurdly hard to write a book that is quite engaging to read and chock full with one implication after another about what you can do right now to do more effective work and to motivate it in the people around you. 3. Finally, the main point of this book may seem obvious to some readers, but if you listen to most management gurus and fancy consulting firms, the approach that the authors suggest is actually radically different. The broad sweep of strategy and radical change and big hairy goals is where much of modern management advice focuses, yet the finding from this book that it is relentless attention to the little things and the seemingly trivial moments in organizational life that real makes for greatness is not something that most leaders and their advisers get, yet it is the hallmark of our most creative companies like Pixar, Apple, Google, IDEO and the like. The implication of The Progress Principle, for example, that management training should focus on how to deal with the little interactions and smallest decisions -- and that is what makes for great leaders and organizations -- would, if taken seriously, mean completely revamping the way that management is taught throughout the world. This book isn't a bag of breathless hype, it doesn't make grand and shocking claims, and it doesn't promise instant results. But it is fun and easy to read, it is as strongly grounded in evidence as any business book ever written, and it is relentlessly useful because it points to little things that managers, team members, and everyone else can do day after day to spark creativity and well-being. And it shows how those little things add-up to big victories in the end. I believe it is one of the most important business books ever written. In the name of full disclosure, I am friends with the authors and did endorse the book. But I am friends with a lot of authors, but when they write bad books, I decline endorsement requests, and as I did very recently, let them know that I think their books aren't very good. Yes, I am biased, but I believe that this book deserves to be a #1 bestseller.

Cet ouvrage relate en détail les résultats d’une étude, conduite par les auteurs, destinée à mieux comprendre ce qui influence le dynamisme des salariés au travail. Ils ont suivi pour cela 238 membres de 26 équipes de projet, au sein de 7 entreprises différentes, sur 2 à 6 mois selon les projets. Ils leur ont demandé de décrire brièvement chaque jour un événement notable de la journée et d’apprécier son impact sur leur humeur – se créant ainsi une base de près de 12 000 comptes-rendus quotidiens. Ils ont alors analysé ces tranches de vie à l’aune de leur modèle conçu pour apprécier ce qui constitue la « vie intérieure des individus au travail » (Inner Work Life), qui combine les perceptions et pensées, les émotions et, en résultante, la motivation. Ils ont croisé ces données avec des éléments d’appréciation de la performance – et en ont retiré une mine d’enseignements ! Leur conclusion la plus marquante réside dans l’impact sur la motivation – très généralement sous-estimé – du sentiment de pouvoir avancer efficacement dans son travail. Ils l’illustrent d’exemples détaillés issus de leurs observations et en creusent les implications pratiques. Un ouvrage très riche, fondé sur une étude impressionnante, et dont la lecture est rendue parlante et très vivante, grâce aux multiples extraits des journaux de bord des salariés ayant participé à l’étude.