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Dan Ariely: What makes us feel good about our work?

Dan Ariely: What makes us feel good about our work?
Related:  MotivationYH5 - makrotalous

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The 3 Fears Employee’s Have About Engagement — and How to Confront Them Employee engagement initiatives don’t have to be stressful. Too many times, we’ve seen organizations dragging their feet on engagement work. And we get it; change is hard, and a new engagement initiative can mean big changes in culture and operations at an organization. But, those changes result in very good things — like better retention, more satisfied employees, higher productivity and a healthier bottom line. In many cases, the source of your stress are actually unfounded fears. 1. If you’re considering an employee engagement initiative, it’s probably because you believe people are disengaged at your organization. But what if it’s even worse than you think it is? For many leaders, contemplating those questions are a fast track to stress. The reality: It’s impossible to manage engagement without knowing your baseline. 2. Some HR departments hold off on engagement initiatives because they may think that employee engagement is a passing fad or another box to check off. 3.

Juha Siltala: Jos liian moni syrjäytyy arvoketjusta ja palkat painuvat liian alas, kulutus ei pyöritä taloutta ”Satasten ja muutamien tonnien maailmassa täytyy ansaita leipänsä otsa hiessä, kymppien korvausten tarkasta syynistä puhumattakaan. Mitä isompiin summiin edetään, sitä kauemmas vastuu loittonee ja rahan sidos raadanta-arvoon höltyy”, kirjoittaa Juha Siltala Kanava-lehden numerossa 8/2019. Suomen Kuvalehti julkaisee kirjoituksen kokonaisuudessaan. Nousukausi hiipuu Suomessa juuri kun se ehti alkaa. USA:ssa koko 2010-luvun jatkunut nousu ehti jo vetää osakearvot ennätyksellisen ylös, mutta kurssinousu ei sielläkään johtunut yhtiöiden lupaamista tuotoista vaan siitä, ettei sijoitusrahalle löytynyt turvallisempaa parkkipaikkaa. Euroopan talouskasvun todetaan suorastaan pysähtyneen. Tuottavuuskasvun hiipuminen on saanut sekä USA:n Business Forumin konsernijohtajat että Financial Timesin vaatimaan kapitalismin uudistamista sellaiseksi, että myös palkkatasosta, investoinneista, koulutuksesta ja ympäristönsuojelusta pidettäisiin huolta. Maailmantaloutta on elvytetty halvan koron dopingilla.

Berlin | Programme Startupbootcamp Berlin is the leading global startup accelerator with a focus on Smart Transportation & Energy - The Connected and Efficient Mobility of People and Goods. The Berlin program has pivoted to focus on Smart Transportation and Energy, and a new program is being built in San Francisco with a planned launch in the Fall of 2014. We are very proud to have the following major global brands as partners: Cisco, HERE, Castrol innoVentures, Bosch, EnBW and Mercedes-Benz. These global brands love the Smart Transportation & Energy and they are supporting us with awesome mentors, access to technology and distribution power. We like "smart" startups in: Mobility & Connected Vehicles, Energy, Monitoring & Management, Big Data, Location Services, Signaling & Sensing, Logistics & Supply... Apply now for the 2014 program Hangout With Us Thinking about applying, want to meet the team, or have a specific question? Hangout with Alex Want to know the secret weapon of Startupbootcamp Berlin?

The Differences Between Managers Who Motivate and Those Who Demoralize I’ve never met a manager who intended to demoralize their staff. Many do, but that’s not their intention. In talking with them or those who report to them, what surfaces are habits, attitudes, practices, and skill deficiencies that lead their employees to disrespect, disengage, and decide to leave them for more pleasant environments. When an executive at the top of the organization notices that a manager is struggling to keep good people and suggests that manager come to us for communication coaching, it doesn’t take long in our interviewing process before we observe troubling communication habits. Similar stories appear with regularity. The big contrast in management styles Personal stories (often from the perplexed managers themselves trying to pinpoint the reason for their ineffectiveness) present striking differences in two categories of people. Motivating managers communicate the big picture. Motivating managers explain the why behind decisions, projects, and tasks.

Efektiivinen kysyntä ja rakenteelliset uudistukset – Raha ja talous Viime viikkoina suomalaisessa talouspoliittisessa keskustelussa rakenteelliset uudistukset on esitetty yleislääkkeenä lähes kaikkiin Suomen talouden ongelmiin. Julkisessa keskustelussa ei yleensä tarkemmin täsmennetä, mitä rakenteellisilla uudistuksilla tarkoitetaan, mutta niiden katsotaan kuitenkin ratkaisevan niin työttömyys-, työllisyys-, kestävyysvaje- kuin kilpailukykyongelmatkin. Rakenteelliset uudistukset esitetään usein ainoana uskottavana talouspolitiikan muotona, kun taas esimerkiksi kysynnän stimuloimista pidetään hyödyltään vain marginaalisena tai jopa kokonaan haitallisena. Kuten olemme monesti todenneet, vaatimukset rakenteellisista uudistuksista nojaavat uusklassiseen maktrotalousteoriaan. On hämmästyttävää, että talouspoliittisessa keskustelussa kuvitellaan kuvatunkaltaisten rakenteellisten uudistusten parantavan työllisyystilannetta. Efektiivisen kysynnän periaate Efektiivisen kysynnän periaate pohjautuu suoraan John Maynard Keynesin Yleiseen teoriaan. Kuvio 1.

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Leaders Can Influence, But Every Employee Owns Their Own Engagement I’ve been asked a couple of times recently, “Do you think ‘employee engagement’ has become just another business buzzword?” It’s a valid question and one that often arises from a lack of understanding – what drives engagement and why should we care? Truly engaged employees have “bought in.” They are so passionate about solving the problem, delivering the service, or achieving the goal, they willingly invest more of their own time (discretionary effort) to get those results. Does this mean they work overtime? One truth about employee engagement, however, is that we all as individuals own our own engagement. In an article last month, Gallup explained: Engagement levels tend to fluctuate substantially from team to team and from person to person within the same team … Unless employees assume some measure of responsibility for their own engagement, the efforts of their organizations, leaders, managers and teams may have a limited effect on improving engagement.” Choosing to engage yourself

Martin Wolf: why rigged capitalism is damaging liberal democracy “While each of our individual companies serves its own corporate purpose, we share a fundamental commitment to all of our stakeholders.” With this sentence, the US Business Roundtable, which represents the chief executives of 181 of the world’s largest companies, abandoned their longstanding view that “corporations exist principally to serve their shareholders”. This is certainly a moment. But what does — and should — that moment mean? The answer needs to start with acknowledgment of the fact that something has gone very wrong. As Jason Furman of Harvard University and Peter Orszag of Lazard Frères noted in a paper last year: “From 1948 to 1973, real median family income in the US rose 3 per cent annually. So why is the economy not delivering? That does not explain every disappointment. If one listens to the political debates in many countries, notably the US and UK, one would conclude that the disappointment is mainly the fault of imports from China or low-wage immigrants, or both. – Andrew Montalenti's blog The 5 Things That Employees Hate to Hear From New Managers Leaders want to make their mark on operations, stamp their philosophical footprint on minds, leave their legacy on hearts and in hallways. They hope their leadership will be unique, profitable, and pleasant. These are understandable goals. All too often, however, they start out with similar comments — lines that set their employees up for disappointment and disengagement rather than the intended positive pat on the back and productivity boost: 1. While it’s admirable to ask for input, the problem here is phrasing. 2. Generally tossed out during strategic planning meetings or staff retreats, this comment meant to start a brainstorming exercise sounds like such a generous gesture. The problem with this goodwill line? Even if venture capitalists have just dropped $200 million in your pocket, you’ll have to justify why one project gets funded and another does not. 3. For all our complaining, most of us become attached to our work. Yes, we’re open to progress, change, improvements, growth. 4.

Business Roundtable Redefines the Purpose of a Corporation to Promote ‘An Economy That Serves All Americans’ | Business Roundtable WASHINGTON – Business Roundtable today announced the release of a new Statement on the Purpose of a Corporation signed by 181 CEOs who commit to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders. Since 1978, Business Roundtable has periodically issued Principles of Corporate Governance. Each version of the document issued since 1997 has endorsed principles of shareholder primacy – that corporations exist principally to serve shareholders. With today’s announcement, the new Statement supersedes previous statements and outlines a modern standard for corporate responsibility. “The American dream is alive, but fraying,” said Jamie Dimon, Chairman and CEO of JPMorgan Chase & Co. and Chairman of Business Roundtable. Industry leaders also lent their support for the updated Business Roundtable Statement, citing the positive impact this commitment will have on long-term value creation: Statement on the Purpose of a Corporation

5 Intuitions about Love and Sex You Shouldn’t Ignore By Judith Orloff MD When we’re looking for love (or under its intoxicating influence), we often miss seeing extraordinary signs and messages that pop up in our daily life to give us clues as to whether we’re on the right track. However, if you can slow down enough to recognize and listen to your intuitive intelligence, it can reveal truth, warn you of danger, or help you understand people and relationship situations in new ways. From my book, Emotional Freedom, here are five types of intuitive experiences you may encounter, and what they can teach you about your love relationships. Body signals Your body has many ways of getting your attention. How to use it in romantic relationships Most commonly referred to as a “gut reaction,” your body’s response to the world around you is often instant–quicker, in fact, than your conscious thought. Incoming search terms:

The Fine Line For Leaders Between Motivation and Manipulation Almost any team has one or two absolute go-getters. Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out. Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it. But knowing how and when to motivate doesn’t come naturally to most leaders. It may even be uncomfortable, especially for those who aren’t clear on the boundary between motivation and manipulation. And that boundary really can be tricky to navigate when you’re motivating someone to act in a way that benefits an organization. As with most things, understanding, humility, and practice helps build good judgment and appropriate actions. Who benefits? Motivation benefits the person being motivated with incentive, drive, and encouragement. What’s the outcome? What’s the basis? Manipulators produce resentment.