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I just finished reading Delivering Happiness by Zappos CEO Tony Hsieh who has studied the science of happiness and applied it to Zappos. He writes, "Happiness is really just about four things: perceived control, perceived progress, connectedness (number and depth of your relationships), and vision/meaning (being part of something bigger than yourself)."
Psychology has just recently started examining happiness and it's really interesting to watch the progression of the new 'positive psychology' among academia. Finally abandoning Freud's bent toward abnormality, they are studying normality and even embracing faith. They are focusing on health and wellness instead of psychosis and illness. And I like it.
One psychologist, Reiss, writes that what used to be perceived as abnormal should be perceived as normal. For example, sadness is not a mild form of depression, it is a normal reaction to loss, or life-change. He has scientifically reduced human motivation down to sixteen basic values that make us happy.
At the essence of Dan Pink's popular book, Drive, is what makes people happy. Although he examines internal verses external motivation, it builds on the positive psychology movement, specifically motivation theories, and more specifically Deci's Self Determination Theory. Happiness comes from autonomy, mastery, relatedness, and purpose.
I would be remiss if I failed to mention Abraham Maslow, who's hierarchy of needs is the frontrunner of this movement. There is not a class on leadership that does not include his groundbreaking work. Happiness comes from achieving the peak of his pyramid -- self-actualization.
Unlike another closely related movement, servant-leadership, positive psychology and the science of happiness has not made it's way into the business world. It is written about in popular media like Harvard Business Review and Time magazine, but is not widely practiced in business. As Dan Pink states, there is a huge mismatch between what science knows and what business does. Why? Why have businesses not embraced a culture of happiness?
Can a company create a culture of happiness? Can a culture really filter down to the 'feet in the street'? Or is culture determined by the one level above you?
Does a culture of happiness actually lead to better profits? Are happy employees more productive, creative, and efficient? Does a culture of happiness reduce costly turnover? Can happiness be measured?
Is it even companies' responsibility to create culture of happiness? Is happiness derived from internal, personal values, faith, and environment? Should businesses focus on performance, behavior, and results?
