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Showing posts from July, 2024

The Negative-Positive Response Model (NPR)

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Previously, I wrote about toxic negativity and toxic positivity . In this article, I present the Negative-Positive Response Model (NPR), a 2x2 model for dealing with problems and contradictions. This model contrasts three ineffective ways of responding to problems with a progress-focused attitude.

Progress in assumptions about motivation: from agency theory to self-determination theory

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Management practices are based on fundamental assumptions about what motivates people. In a recent article , Marylène Gagné and Rebecca Hewett set out two contrasting views on this: agency theory and self-determination theory. Agency theory assumes that people are primarily motivated by external incentives and control, while self-determination theory states that people are driven by the satisfaction of basic psychological needs for autonomy, competence, and relatedness. Although self-determination theory is supported by decades of research demonstrating the added value of autonomous motivation, agency theory is still the dominant assumption in management practices.

Asking for Feedback as a Manager

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A manager in our training said that he was going to ask employees for feedback. It was about the following topic. Research by Teresa Amabile and Steven Kramer shows that a positive inner work experience has to do with how positively you feel about your work, how good you feel at work, and that you have the feeling that your work matters. This work experience largely determines how well you function, also as managers. We gave our managers a checklist with examples of actions they could take to increase the positive inner work experience of their employees. We also gave the checklist examples of actions that undermine employees’ inner work experience and that they should therefore avoid.

How do you deal with someone who is very negative?

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During a recent training that we gave to managers, we discussed research by Teresa Amabile on inner work experience. One of the implications of Amabile's research is that, as a manager, it is wise to try to limit negativity in your own communications. When we addressed this, one participant asked, “But how do you deal with someone else who is very negative?” This question is understandable and provides a valuable opportunity to reflect on the topic of negativity.