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The Progress Principle: Using Small Wins to Foster Engagement and High Performance at Work
Kramer, Steven J.; Amabile, Teresa M.Book Chapter HBS-8595BC-ELeadership and People ManagementHow do you get the best out of the people in your organization? According to organizational behavior experts Teresa Amabile and Steven Kramer, the secret to fostering amazing performance is empowering talented people to succeed and progress at meaningful work. This chapter introduces the authors' foundational idea--the Progress Principle--and shows how you can use it to support the inner work lives of your employees, bringing out their joy, deep ...Starting at €8.20
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Scenes from the Organizational Trenches: Understanding Your Employees' Inner Work Life--And Its Impact on Morale, Productivity, and Performance
Kramer, Steven J.; Amabile, Teresa M.Book Chapter HBS-8596BC-ELeadership and People ManagementIf your company is going through tough times, it's easy to blame uncertain economic conditions, an upstart competitor, or a rogue accountant's scandal. But the real reason may be employee dissatisfaction--and your failure to acknowledge or address this problem can cause it to fester and infect the whole organization. By telling the true story of the demise of a once-successful company, organizational behavior experts Teresa Amabile and Steven Kra...Starting at €8.20
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The Inner Work Life Effect: How Inner Work Life Drives Performance--Why Joy Is a Better Motivator Than Stress
Kramer, Steven J.; Amabile, Teresa M.Book Chapter HBS-8598BC-ELeadership and People ManagementTo make your employees more effective, do you galvanize their performance by throwing down a challenge, creating a sense of competition and stress to bring out their toughness and creativity? Or do you give them work that they enjoy and create a culture of support? Based on a detailed study that examined daily workplace diaries from individuals at seven different companies, organizational behavior experts Teresa Amabile and Steven Kramer decisive...Starting at €8.20
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The Progress Principle: The Power of Meaningful Accomplishment--How Supporting Your Employees' Daily Progress Leads to High Performance
Kramer, Steven J.; Amabile, Teresa M.Book Chapter HBS-8604BC-ELeadership and People ManagementWhat motivates your employees? When asked, most managers cite recognition, tangible incentives, and clear work goals. But very few mention actual progress in the work and how they should support it as a means of motivating their people. In this chapter, organizational behavior experts Teresa Amabile and Steven Kramer explain why making progress is so central to good inner work life and high-level performance--and that the key to leveraging this P...Starting at €8.20
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The Catalyst Factor: The Power of Project Support--How Helping Your Employees to Do Their Work Builds a Culture of Engagement and High Performance
Kramer, Steven J.; Amabile, Teresa M.Book Chapter HBS-8605BC-ELeadership and People ManagementGreat managers deliberately create catalysts that facilitate the timely, creative, high-quality completion of their employees' work. Catalysts are critical because beyond their direct effect on the specific project at hand, they positively affect the inner work lives of employees, in turn spurring higher levels of motivation, engagement, and performance across all their work. (For example, consider an employee who has had a request for a new comp...Starting at €8.20
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Opening the Valve: From Software to Hardware (A)
Bernstein, Ethan S.; Gino, Francesca; Staats, Bradley R.Case HBS-415015-ELeadership and People ManagementValve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee handbook) includes 100% self-allocated time, no managers (and therefore no managerial oversight), a structure so fluid that all desks have wheels to allow free movement between "cabals" ...Starting at €8.20
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Creativity under the Gun at Litmus Corporation
Amabile, Teresa M.Case HBS-808075-ELeadership and People ManagementTeaches students to diagnose the circumstances under which time pressure can facilitate or hinder creativity. A team's creative "genius", Miles Grady, who previously conceptualized a revolutionary material for an important new product, must now significantly change that material so that the team can create an entirely new business. This early new business development project, while supported by management, has a looming deadline for proof-of-conc...Starting at €8.20
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IDEO's Culture of Helping
Amabile, Teresa M.; Fisher, Colin M.; Pillemer, JuliannaArticle HBS-R1401C-ELeadership and People ManagementLeaders can do few things more important than encouraging helping behavior within their organizations. In the highest-performing companies, it is a norm that colleagues support one another's efforts to do the best work they can. That has always been true for efficiency reasons, but collaborative helping becomes even more vital in an era of knowledge work, when positive business outcomes depend on high creativity in often very complex projects. A ...Starting at €8.20
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Scaling Well by Doing Good: Motivating Talent at b.good
Gino, Francesca; Green, Paul; Staats, Bradley R.Case HBS-916031-ELeadership and People ManagementBoston-based fast-casual chain, b.good, was founded on the idea of healthy food, sourced locally, and prepared in-store. They'd worked to build a value-based business, and worked hard to cultivate a sense of family--among employees, customers and suppliers. In 2015, they had entered a period of substantial growth, with the company doubling in size over the past 12 months, and plans to double again over the coming twelve months. The management fel...Starting at €8.20
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From Software to Hardware (A) (Spanish version)
Bernstein, Ethan S.; Gino, Francesca; Staats, Bradley R.Case HBS-418S02Leadership and People ManagementValve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee handbook) includes 100% self-allocated time, no managers (and therefore no managerial oversight), a structure so fluid that all desks have wheels to allow free movement between "cabals" ...Starting at €8.20