FLOW. The Psychology of Optimal Experience

What is flow and why are corporate leaders talking about it? 

Flow is defined as "the condition of heightened focus, productivity and happiness." Athletes often describe it as being in "the zone." 

When we’re in this "zone," time passes quickly, concentration is high and there’s a heightened sense of well-being. When we’re in the "flow" we’re more creative and we feel powerful.

People with high flow in their lives never miss a day of work, they never get sick, they never wreck their cars and, according to studies, their lives are just better.

Psychologist and author, Mihaly Csikszentmihalyi,  studied over 8,000 people in an effort to capture the elements required to consciously create lives that are lived "in the flow."

This book was initially released in 1990.  Famous leaders such as Bill Clinton, Tony Blair and Dallas Cowboys coach Jimmy Johnson have embraced and lauded his teachings.  In fact, Johnson credits his team’s 1993 Super Bowl win to the principles of "flow."

Today, companies like Intel, Microsoft, Ericsson, Patagonia and Toyota are embracing this approach to harness and create more flow within their organizations. Fast Company magazine featured the author in its August 2005 edition.

How do we get more flow? The author’s studies revealed the following aspects are present when people are "in the flow:"

1. Rules and goals are clear -- they know what must be accomplished.
2. Clarity and constant feedback -- they know whether they are moving closer or further away from the goal, in every moment.
3. The challenge is matched to their skill---it may be a stretch, but they believe they can do it.

When the goal is clear, the feedback is constant and their skills are a match for the challenge, the flow study participants described these effects:

1. Singular focus on the task or work.
2. Effortless focus on the future creation and solution.
3. In control of life.
4. No self-consciousness - a sense of transcendence takes place.
5. Time flies. Hours get condensed into minutes.

In 2002. Ericsson was in the midst of a $16 billion merger. 

They used the first three elements (clear goals, constant feedback and skill match) to create more flow within the organization. 

Managers spent time with each employee developing performance contracts that included an assessment of each employee’s strengths and weaknesses, with a very specific plan to help improve their skills.  To monitor progress, managers met with employees six times a year for intensive one-on-one sessions lasting an hour or more. 

This fall, Ericsson will roll this management system to all of its offices around the world. 

This book demonstrates that having clear goals and reasonable expectations of completing the task at hand are necessary pre-conditions for high performance.   People must also have the ability to concentrate, receive regular feedback on their progress and actually possess the skills needed to successfully complete the work.

The studies provided in this book are simple to understand. The guidance the author shares for living a life "in the flow" are on-target and life altering.

If this isn’t the ‘holy grail’ for high performance, it is pretty darn close.

September, 2005

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