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Rescooped by Tania Kowritski from Synergetic Management: Business Innovation & Improvement
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Teresa Amabile and Daniel Goleman: How managers can support creativity at work

What can a manager do to optimize team creativity? And what do they do commonly that squelches it? Daniel Goleman spoke with Harvard's Teresa Amabile for his...


Via Marci Segal, MS, Synergetic Management
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Synergetic Management's curator insight, September 6, 2013 3:30 PM

The importance of WINS -- underestimate these at your peril.

 

This has TWO big implications:

 

1) people undertaking new roles and new tasks need some "quick wins" to build confidence and get their confidence into gear. This is often overlooked by managers who prefer "baptism by fire", then wonder why their people are so "burnt-out". Corny, but true.

 

HOW CAN I USE THIS? Ensure anyone under your wing that is starting new in the company, new roles, or new projects / assignments gets a chance to get a few quick wins under their belt. This even may need to be orchestrated on their behalf, but please never make it phony.
(E.g. ensure those who will be called will pay more-than-usual attention to the request for assistance that will come...)

 

2) everyone can use this principle at any time, but it works best when applied to MEANINGFUL work. Sorting out one's desk drawers vs. fixing a long-standing issue with a major customer will generate quite different levels of "feel good" endorphins (or whatever gets generated), hence quite different amounts of lift.

 

HOW CAN I USE THIS? The key here is in doing MEANINGFUL work -- this is one of the 4 keys to powerful intrinsic motivation. This is why the modern tendency keeping everyone so busy is a trap, as meaningful work often takes more time and energy than simply doing busy work.

 

(Hint to see if it is meaningful:
Is it being measured?
Does it contribute to the organizations results, i.e. the bottom line?
2 Yes = meaningful,
1 Yes = marginal or a poorly designed metrics-tracking system,
0 Yes = trivial work)

 

(2nd hint: creative work takes more time than routine work; so if your staff seemed to have suddenly slowed down, take a minute before you react to check to see if maybe they are trying to solve a deep, meaningful problem which will take time and energy. You just might be surprized at their initiative!)

 

T Mc

 

Rescooped from Marci Segal (@marcisegal) -- Thanks!

Rescooped by Tania Kowritski from Change Management Resources
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Deeply fortifying: How to establish high quality connections

Deeply fortifying: How to establish high quality connections | Leadership and Entrepreneurship | Scoop.it

Disrespectful behaviour and their effects...can be changed by establishing what Dr. Dutton calls “high quality connections ”or HQCs for short.
What a way to look at a tipping point for behavioral change, from abundance instead of from deficiency.

According to researcher Jane Dutton from the University of Michigan, disrespectful engagement depletes energy and thus motivation and commitment and may lead to burnout.

In the journal Stanford Social Innovation Review, she illustrates some cases of disrespectful behaviour and their effects, and then outlines how such behaviours can be changed by establishing what she calls “high quality connections”.

These pathways are (excerpted):Respectful engagement: being there ...and really listening. Task enabling: help another person being successful, ...find out what other person’s goals are. Building trust: making the first step that signals that you are ...trustworthy Playing: inviting the other person for a kind of game 


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, March 6, 2013 4:42 PM

The cut-e ScienceBlog has captured a helpful summary of Professor Jane Dutton's 4 minute video clip and her journal article on what high quality connections are, why they are worth striving for, and the pathways to building them.

Click on the title to access the video and to listen to Jane's talk and to see the references.  ~  Deb