The authors argue that managers at all levels routinely—and unwittingly—undermine the meaningfulness of work through everyday words and actions. These include dismissing the importance of people’ work or ideas, destroying a sense of ownership by switching people off project teams before work is finalised, shifting goals so frequently that people despair that their work will ever see the light of day, and neglecting to keep subordinates up to date on changing priorities for customers. Four common ‘traps ‘ are discussed and solutions identified. Case studies are used to reinforce content.
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