On the other hand, senior employees may have developed strong internal standards. They need to know whether they are accomplishing a task correctly, are being productive and/or are making a difference in the larger scheme of things (there has to be meaning and purpose). For example, younger inexperienced employees often have a strong need for feedback. However, feedback is not often provided adequately in organisations. This leads to satisfaction with the immediate tasks you are engaged with and allow you to see how these small steps become large leaps. Consequently, if you receive constant feedback, you will feel that you are accomplishing something that matters and know how well or not you are accomplishing the task. In short, for Flow to occur you need constant, real-time, feedback concerning your performance, and whether such performance has value in the micro (at work) and macro (within the world) environments. There is also a sense that people at work are unsure whether what they do actually matters within the larger context of the organisation, or the world in general.

This is either because such feedback is non-existent, too general, or untimely. There is a complaint among managers and employees that adequate feedback on their performance is not often received. Flow is therefore not as concerned with performance, as it is with the experience of performance and whether this is a positive, building experience or a draining one. This ‘betterment’ of the self and/or the environment is what should drive you. Working hard on a task and being aware of your level of growth and development is satisfying. Constructive growth through challenge and development where steps are taken towards a goal is what is required. Pleasure is only a small part of happiness.

This does not mean that you should become an absolute hedonist. Too much of a traditional goal focus, and too little focus on the ‘now’ may result in poorer performance and a lack of goal attainment. The task should never become just about the budget (although this is an important goal for the modern manager) but should also be about the more immediate sub-goals that allow the manager to get to the budget (such as managing people, setting up strategies, planning etc). Similarly a manager should enjoy the tasks of managing as much as the goals set forth in a budget. Enjoyment permeates from the task itself and not only the task outcome. If the surfer continuously searched for the best most perfect wave, he/she will always feel dissatisfied and Flow will not occur as the perfect wave is a rare phenomenon. If we take surfing for example, the sport is not as much about getting the best wave (the outcome or goal), as it is to surf the wave itself (sub-goals). In other words, you should enjoy what you are doing right now. For true happiness to occur, the steps taken to reach the goal (the more immediate sub-goals) should be enjoyed in and of themselves. In this way people are never happy, but always seek the next ‘high’. You often hear people tell stories of how they worked very hard to reach a goal, only to find that once they reached it they have a new and more difficult goal which replaces the previous one. Focusing only on the future goal reinforces the ‘hedonic treadmill’ in which you move from goal to goal and may never be satisfied. This is contrary to traditional goal-setting with the aim of attaining happiness in the future, but rather refers to how clear and active your sub-goals are for reaching the primary future goal. The Characteristics of the Flow Experienceįor you to experience Flow, true goal clarity must occur. In order to understand whether you experience Flow or do not, carefully review the characteristics and requirements of Flow presented below. It is a moment in time that can be described as fulfilling, perfect, illuminating or empowering. Flow encompasses moments of extreme creativity, enjoyment, excitement and happiness. It does not occur every minute of every day, but rather is the culmination of self-actualisation at work or home. It is important to realise that Flow is an exceptional experience. This article will discuss these elements. Flow is not a singular construct, but is composed of various aspects that coalesce in order for the experience to be initiated. This questionnaire may act as an indicator for whether or not your work stifles or encourages Flow. When answering these questions answer them in relation to your work. After these characteristics have been described you can take the Flow questionnaire presented at the end of this article. There appear to be at least 8 main characteristics of Flow. Flow part 1: An Investigation into the Optimal Experience

The flow experience refers to mgmt