Think of a time you’ve been completely lost in an activity. You find yourself so involved in what you are doing that you lose track of time and all outside worries. Forgetting time and external distractions as you immerse yourself in your work are two symptoms of a gripping phenomenon called “flow,” a term first named in 1990 by educator and psychologist Mihaly Csikszentmihalyi (pronounced Mee-high CHICK-sent-me-high-ee).
The concept of flow has smoldered underground for the last 15 years, popping up now and again, but never really gaining traction – mostly because Csikszentmihalyi, as an academic, has been more involved in his research over the past four decades than in marketing his ideas. Recently, however, flow – the idea that life is energized with joy and fulfillment when one is engaged in challenging and rewarding activities – has become the focus of a few select corporations seeking to positively affect their bottom line. By engaging employees in tasks that would, of all things, increase their fulfillment at work, the executives believe they can increase profits. Not a bad idea!
But we need not wait for a corporate mandate to look for and nurture flow in our own lives. For a lucky few, flow just happens. But for others, we can increase the odds of finding flow by understanding the requirements of the phenomenon. According to Csikszentmihalyi, flow is something that is available to all of us, regardless of age, socio economics, or culture. Musicians, rock climbers, assembly line workers, and parents caring for children, all over the world, have described the experience using remarkably similar words: feelings of “floating,” being “absorbed,” experiencing both a heightened sensory perception as well as sublime feelings of “calm, comfort, and energy.”
Flow is not effortless; to the contrary, it is when we are employed in demanding work, flow is most likely to occur. Here are some of the conditions of flow:
1. A challenging activity that requires skill – for example, a tennis player matched with an equally skilled opponent. Enjoyment of the activity happens only when the skills required for the task are equal to, or slightly higher than, the person’s capabilities.
2. Focus on the task at hand – for example, a surgeon whose concentration is completely absorbed by her moment to moment actions, but yet free of self-consciousness. Only a select range of information can be allowed into awareness. This leaves no room for self-scrutiny.
3. Clear goals and feedback – for example, a boat’s captain who is keenly aware of the destination and can clearly chart progress. Some activities have less structured goals and more ambiguous feedback, for example painting or writing. The key here is for the painter or writer to have developed strong internal guidelines of “yes, this works” or “no, this doesn’t,” so that realistic goals can be set and attained.
How is flow possible for the assembly line worker? Certainly, flow is easier to cultivate by those with the luxury of complete self-determination; but the question is valid for all of us: how can we turn our more mundane tasks into opportunities for optimization? The answer comes in finding enjoyable challenges. For the assembly line worker or the person doing mundane tasks such as housework, the variables are quality and speed. With clear goals and feedback, the activity can be a source of challenge and pride.
How do we find our own sense of flow? Start by being aware: what are the activities you can get lost in? What are the conditions in which this happens? Note however, that an activity which is passive and offers no challenge such as watching television, something we can certainly get lost in, consistently ranks low on producing feelings of satisfaction and fulfillment. When we invest ourselves in the pursuit of a goal equal to our abilities, when we have clear guidelines for success, we approach flow. And, once we have been infused by this vibrant flowing energy, we redouble our efforts to pursue that happiness again and again.
Sources: Csikszentmihalyi, Mihaly. 1990. Flow – The Psychology of Optimal Experience. Harper Perennial.
www.fastcompany.com
© 2005 Kristin Thalheimer, MBA & Coach
In Pursuit of Happiness - To learn more about this author, visit Kristin Thalheimer's Website.
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Kristin Thalheimer
(Visit Kristin's Website)
Kristin has worked as a manager, leader,
team player and coach in both the
for-profit and non-profit sectors for over
15 years. Trained in business development
and entrepreneurship, Kristin’s areas of
expertise include leadership, negotiation,
communication, and project management.
Kristin also has a dual role in the
fitness industry and is currently
partnering with Healthworks Fitness
Centers for Women as an instructor and
business coach.
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