 |
Work that is devoid of meaning, interest, and joy can lead to lives that feel very empty indeed.
|
041 |
 |
This is the inner work life effect: people do better work when they are happy, have positive views of their organization and its people, and are motivated primarily by the work itself.
|
047 |
 |
…managers who say – or secretly believe – that employees work better under pressure, uncertainty, unhappiness, or fear are just plain wrong.
|
058 |
 |
When jobs have been robbed of personal meaning, the intention to work hard evaporates.
|
062 |
 |
…making headway on meaningful work brightens inner work life and boosts long-term performance.
|
068 |
 |
…the progress principle: of all the positive events that influence inner work life, the single most powerful is progress in meaningful work…
|
076 |
 |
The key is to design each job so that, in the act of carrying out the work, people gain knowledge about the results of their effort.
|
081 |
 |
Whether the goals or lofty or modest, as long as they are meaningful, then the conditions are set for progress to rule inner work life.
|
096 |
 |
When our work is devoid of meaning, then even completing a long list of tasks cannot yield a genuine sense of accomplishment.
|
098 |
 |
No matter how skilled people are, or how well designed and well executed their projects, problems and failures are inevitable in complex, creative work.
|
106 |
