Realizing our Eudaimonic Potential: Lessons from Dr. Alan Waterman

In this episode of Meaningful Work Matters, Dr. Alan Waterman joins Andrew Soren to unpack what eudaimonia looks like in everyday life, especially when it comes to the work we do.

Dr. Waterman is Professor Emeritus of Psychology at The College of New Jersey. He is widely recognized for his pioneering research on identity, intrinsic motivation, and the distinction between eudaimonic and hedonic well-being. His work brings together philosophy and psychology to explore what it means to live a life of purpose and fulfillment.

Their conversation touches on themes like motivation, personal values, calling versus obligation, and the kind of support individuals need to develop a fulfilling life, whether that fulfillment is found through their job, outside of it, or both.

From Aristotle to Identity: What Is Eudaimonia?

Dr. Waterman explains eudaimonia as the process of realizing our fullest potential.

He draws an important distinction between two kinds of potential. Species-generic potential refers to the abilities and traits that are uniquely human, such as reason, creativity, and moral reflection. Individual-specific potential is about the strengths, values, and capacities that are unique to each person.

Both types matter.

From Waterman’s perspective, fulfillment happens when we develop our own individual strengths within the broader context of what it means to be human. It is not just about performing well, but about growing into the kind of person we are most capable of becoming.

He describes it this way, inspired by the work and research of David Norton:

“Being where one wants to be, doing what one wants to do, where what you are doing is something that is worth doing and worth doing to the best of your ability.”

This definition highlights that living well requires both self-knowledge and effort. We need to know what we are capable of and choose to act on it.

For Waterman, this is what gives life its meaning.

Work as a Calling vs. Work as a Job

One of the clearest applications of eudaimonia to modern life is how we approach work. Waterman distinguishes between work as a calling and work as a job.

• Work as a calling is intrinsically motivating. It’s often tied to activities or roles to which people feel connected. Not because of pay, status, or convenience, but because they find them worthwhile.

• Work as a job, by contrast, is usually chosen for practical reasons and tends to be extrinsically motivated. It may be necessary or even enjoyable, but lacks the deeper sense of purpose that defines a calling.

Waterman challenges the notion that callings are rare.

In his view, many people experience a calling: teachers, scientists, first responders, artists, etc. However, they may not always label it as such. He also emphasizes that callings can evolve over time and show up in multiple domains of life, not just in paid employment.

Intrinsic Motivation and Person-Activity Fit

So how do we know what path might lead to fulfillment?

Waterman points to intrinsic motivation as a key signal. The activities, values, or beliefs we feel a natural pull toward are often the ones most aligned with our individual potential.

He encourages us to pay attention to resonance, a term borrowed from music. Just as certain notes create harmony within us, certain tasks, roles, or values feel more aligned with who we are. When we ignore those signals, we may succeed externally but feel disconnected internally.

Waterman also highlights the difference between interpersonal comparisons (how we stack up against others) and intrapersonal comparisons (what we do best among all our own options).

Eudaimonic fulfillment, he argues, comes from the latter.

“We are not here to fulfill someone else’s version of success. The work of a meaningful life is identifying and developing the strengths that resonate most for us.”

Harmonious vs. Obsessive Passion

The conversation also explores a critical distinction in motivation theory: harmonious passion versus obsessive passion.

• Harmonious passions are intrinsically motivated and additive. They support our overall well-being and integrate well with other areas of life.

• Obsessive passions on the other hand often involve a rigid attachment to goals or identities. They can lead to burnout, alienation, or the neglect of other important life domains.

Waterman encourages anyone stuck in an obsessive loop to step back and assess what’s working and what’s not. He suggests revisiting earlier moments in life where balance or joy were more present. Oftentimes, rediscovering meaning starts with exposure to something new.

What This Means for Managers and Workplaces

While much of Waterman’s framework focuses on individual awareness and alignment, the conversation closes with a practical discussion about how leaders and organizations can support fulfillment both at work and beyond it.

• Not all jobs will be intrinsically motivating, and that’s okay. Every person still has the potential to find meaningful expression somewhere in their life.

• Managers can support employees by creating space for strengths exploration, autonomy, and values alignment even if that expression happens outside the workplace.

• When employers support the whole person, employees are more likely to feel grounded, satisfied, and capable in their roles.

Soren reflects on how organizations might expand their understanding of growth by including personal development alongside traditional professional development. Together, he and Waterman suggest that fulfillment at work is more likely when people are supported in growing in ways that feel personally meaningful.

Key Ideas to Reflect On

• Eudaimonia is about realizing your highest potential by making choices that lead to a lasting sense of fulfillment.

• Intrinsic motivation and alignment with personal values are reliable signals that you are on a path toward self-realization.

• Work can be experienced as a calling, a job, or something in between. Each orientation has its place, depending on context and individual goals.

• When employers support employee fulfillment outside of work, it can lead to greater well-being, motivation, and performance on the job.

Final Thoughts

From Waterman’s point of view, meaningful work is about recognizing your unique strengths, aligning with your values, and having the opportunity to express what matters most to you.

His insights are a reminder that fulfillment comes from choosing what is worth doing and committing to doing it well. This applies just as much to individuals seeking more purpose in their work as it does to leaders responsible for creating environments where people can thrive.

Resources for Further Exploration

• Books by Dr. Alan Waterman:

  The Best Within Us: Positive Psychological Perspectives on Eudaimonia (American Psychological Association, 2014)

  Flow Theory Re-Envisioned: A Conceptual Analysis and Response to Critiques (Oxford University Press, forthcoming Fall 2025)

• Related Episodes

  • Discovering Your Calling: Lessons from Jeff Thompson

  • The Many Paths to Meaningful Work: Lesson from Dr. Michael Pratt

  • How to Make Work Psychologically Rich: Lessons from Dr. Shigehiro Oishi

Purpose Beyond the Self: Lessons from Kendall Cotton Bronk

In this episode of Meaningful Work Matters, Andrew Soren speaks with Kendall Cotton Bronk, Professor of Psychology at Claremont Graduate University and Principal Investigator of the Adolescent Moral Development Lab. A developmental psychologist with over 20 years of research experience, Kendall studies how young people cultivate purpose, character, and moral growth across diverse cultural contexts. Her work has spanned the U.S., Europe, Africa, and Asia, and has been featured in outlets like NPR, Forbes, and The Wall Street Journal.

Together, they explore how purpose evolves over a lifetime, why it must be paired with character to be socially constructive, and how cultural and generational context shape what purpose looks like in action.

What Is Purpose—and Why Does It Matter?

Kendall begins by clarifying what she means when she talks about purpose—not simply passion or goals, but something more enduring and outward-facing.

Her definition centers around three key elements:

1. A far-horizon goal that gives direction, even if it’s never fully “achieved.”

2. A personal commitment to act, where the individual actively works toward that goal.

3. A desire to contribute beyond the self, leaving a meaningful mark on the world.

“A purpose isn’t just something we dream about,” she explains. “It’s something we engage in because it matters so deeply to us—and it moves our gaze beyond ourselves and into the broader world.”

This orientation, she argues, is central to why purpose supports well-being. When we’re focused on contributing to others—whether through family, community, faith, art, or work—we not only feel more hopeful, we help build a better world around us.

How Purpose Develops Over Time

Andrew and Kendall dig into the developmental nature of purpose, especially how it takes shape during adolescence and young adulthood—times when identity questions like “Who am I?” often give rise to questions like “What do I want to contribute?”

“We find that the process of figuring out who you are is closely tied to figuring out what your purpose is,” she says.

Still, she emphasizes that purpose can emerge at any age. Many people don’t fully form their purpose until midlife or beyond. Older adults often find renewed purpose through caregiving, mentoring, or encore careers—especially when their earlier work or roles shift.

Why Context and Culture Matter

Purpose may be a universal need, but its expression is deeply shaped by culture. Kendall shares insights from her international research, including studies in Taiwan, Liberia, and across Europe, that show how local norms, values, and expectations shape what young people see as purposeful.

In Taiwan, for example, adolescents spoke frequently about needing their parents’ support to pursue their purpose—something Kendall notes is less emphasized in more individualistic cultures like the U.S.

“Purpose is always contextual. It reflects the environment, the people around us, and the relationships we’re embedded in.”

This view stems from her lab’s use of Relational Developmental Systems theory, which sees individuals and their contexts as co-constructing one another.

Thriving people support thriving communities—and vice versa.

A Crisis of Reflection: The Role of Mind-Wandering

One of the more surprising takeaways from the episode is how critical mind-wandering is for cultivating purpose—and how rare those moments are today.

Kendall explains that the brain’s default mode network (the one activated during daydreaming) plays a key role in helping us make meaning and connect dots in our lives. But as digital distractions crowd out unstructured thought, people—especially young people—have fewer opportunities for reflection.

“I worry about the lack of mind-wandering,” she admits. “Those moments of looking out the window, thinking about the future, making meaning—they matter.”

While tech does provide access to causes and communities that can ignite purpose, she emphasizes the importance of reclaiming space for stillness and thought.

When Purpose Needs a Moral Compass

Not all purpose is pro-social.

That’s why Kendall is adamant that purpose must be paired with character and virtue—qualities like humility, compassion, and wisdom.

“Purpose in the wrong direction can be destructive,” she says. “Without values to guide it, it can be misused.”

In her work with schools, she encourages educators to go beyond lists of character traits and instead focus on practical wisdom—knowing which virtues to use, when, and how.

This mirrors Aristotle’s concept of phronesis, which Andrew points out is foundational to making ethical, context-sensitive decisions in both education and leadership.

Shared Purpose Starts with Shared Relationships

Later in the conversation, the focus turns to shared purpose—what happens when families, communities, or organizations work toward a common goal. Kendall shares findings from her study of families with shared philanthropic or business endeavors. In these families, shared purpose wasn’t forced—it grew out of strong relationships, regular communication, and respect between generations.

“They made time for fun, for listening, and for learning from each other,” she says. “And the older generation was willing to let the younger generation shape the future of that purpose.”

Andrew draws a connection here to organizations: it’s not enough to declare a mission. Leaders must help people see how their work contributes, and also create space for individuals to connect with that purpose in their own way.

The Tension Between Personal and Organizational Purpose

A recurring theme in the episode is the tension between individual purpose and institutional missions. Can organizations really foster purpose in a way that’s authentic—and not coercive?

Kendall acknowledges that this is a challenge. Top-down messaging rarely works. But when people are supported in seeing how their values align with the organization’s goals—and when they’re given freedom to shape that connection—shared purpose can emerge in powerful ways.

“Whenever possible, people should be able to make those connections themselves. That’s when it becomes meaningful.”

Takeaways for Anyone Supporting Purpose

• Purpose is built through identity exploration, action, and contribution.

• Reflection matters—we need more space for mind-wandering and meaning-making.

• Purpose is shaped by context, and every generation faces new challenges and opportunities.

• Character and wisdom are essential for ensuring that purpose is socially constructive.

• Shared purpose grows from trust, dialogue, and a willingness to adapt across generations.

Resources for Further Exploration

• Kendall Cotton Bronk – Faculty Page at Claremont Graduate University

• Research Lab: Adolescent Moral Development Lab

Indigenous Perspectives on Meaningful Work: Lessons from Adam Murry and Alvan Yuan

In this episode of Meaningful Work Matters, host Andrew Soren sits down with two researchers who are enhancing our understanding of meaningful work through an Indigenous lens.

Dr. Adam Murry, an associate professor of psychology at the University of Calgary with Ukrainian, Irish, and Apache heritage, and his graduate student Alvan Yuan, a Canadian of Taiwanese descent, offer an exploration of Indigenous perspectives in workplace settings.

Drawing from their extensive research in post-secondary institutions, Murray and Yuan go beyond describing workplace experiences. They provide a comprehensive analysis that challenges existing paradigms of meaningful work, offering practical insights for leaders and organizations seeking to create more inclusive, purposeful work environments.

Their study explores the complex ways Indigenous faculty and staff in post-secondary institutions define, experience, and navigate professional purpose, while also presenting actionable strategies for organizational transformation.

The Research Journey

The conversation begins with the backstory of their research, which emerged from a critical question posed by university leadership: How can we retain and support Indigenous faculty and staff?

Murry explains that this wasn't just another academic exercise, but a deeply purposeful investigation prompted by concerns about Indigenous employees being recruited away from their institutions.

The researchers interviewed 18 Indigenous faculty and staff from universities across Western Canada, focusing on understanding their experiences of meaningful work. Their approach was deliberately collaborative, rooted in Murry's long-standing commitment to research that genuinely serves Indigenous communities.

Redefining Meaningful Work

Through their interviews, Murry and Yuan uncovered an holistic understanding of meaningful work that extends far beyond traditional workplace metrics. For the Indigenous employees the spoke with, work is intrinsically linked to broader concepts of community, ancestry, and collective purpose.

Three key dimensions emerged as central to their sense of meaningful work:

1 Generational Belonging - seeing work as a continuation of ancestral labor and a service to both current and future generations. This perspective transforms work from an individual pursuit to a collective journey of community advancement.

2 Connectedness - not just to immediate colleagues, but to community, land, and cultural context. This connectedness is far more comprehensive than typical workplace understanding of team dynamics.

3 Job Design - finding meaning in work that directly aligns with Indigenous causes or personal cultural beliefs. The job itself becomes a vehicle for cultural preservation and community empowerment.

The Invisible Labor of Indigenous Professionals

Murry and Yuan don't shy away from naming the systemic challenges Indigenous employees face.

They describe what they term the "minority tax" - an invisible burden of additional unrecognized labor. Indigenous faculty and staff are simultaneously expected to represent entire Indigenous experiences while managing traditional job responsibilities, all while confronting deep-rooted colonial structures within institutions.

The researchers highlight a critical tension: organizations frequently seek to leverage Indigenous employees' community-driven values without providing adequate support, recognition, or compensation.

This dynamic often leads to burnout, frustration, and a sense of exploitation.

Pathways to Organizational Transformation

The research offers compelling recommendations for meaningful change. Murry and Yuan advocate for a radical reimagining of workplace structures that goes beyond surface-level diversity initiatives.

Key strategies include:

• Providing genuine job crafting opportunities

• Encoding community-focused work into formal job descriptions

• Creating promotion criteria that truly recognize Indigenous contributions

• Allowing Indigenous employees to define decolonization on their own terms

Decolonization as a Workplace Journey

The researchers frame meaningful work as a potential avenue for reconciliation - a space where systemic barriers can be challenged and transformed.

They draw on the powerful insight that decolonization is not just an institutional mandate, but a deeply personal process of reclaiming narrative and purpose.

Conclusion

Murry and Yuan invite us to expand our understanding of meaningful work.

They challenge us to recognize that career purpose is a deeply personal journey shaped by cultural context, historical experiences, and collective aspirations.

For organizations seeking greater diversity, equity, and inclusion, this research offers a transformative roadmap - one that honors the rich, multifaceted experiences of Indigenous professionals and reimagines workplace culture through a lens of genuine respect and mutual understanding.

Resources Mentioned

• Indigenous Organizations and Communities Research Lab at the University of Calgary

• "Decolonization is Not a Metaphor" by Tuck and Yang (2012)

• Native American Rehabilitation Association (NARA) in Portland

• Indigenous Primary Health Care and Policy Research (IPHCPR) Network of Alberta

Beyond Perfect Performance: Lessons from Sonya Looney

In this episode of Meaningful Work Matters, host Andrew Soren explores the intricate relationship between perfectionism and meaningful work with Sonya Looney, a unique voice at the intersection of elite performance and well-being. As a World Champion mountain biker with two decades of endurance racing experience, NBC-HWC-certified mental performance coach, and researcher, Looney brings both scientific rigor and lived experience to the conversation. Her unique combination of athletic achievement, coaching expertise, and interdisciplinary education allows her to offer distinctive insights into resilience, healthy striving, and the complex dynamics of perfectionism in high-performance settings.

Understanding Perfectionism in High Achievement

Looney introduces perfectionism through the multi-dimensional model developed by Flett and Hewitt, which identifies three key dimensions:

"We're perfectionistic in three ways: We have very high standards for ourselves, we have very high standards for other people, or we expect to meet other people's standards, society's standards, someone else's standards."

This framework helps explain why many high achievers struggle to find satisfaction in their accomplishments, often experiencing what Looney describes as "excessive striving, self-validation through goals, and difficulty in realizing a sense of accomplishment."

The Paradox of Performance and Purpose

One of the most striking insights from the episode is how perfectionism can actually undermine the meaningful aspects of work.

Through her personal journey as an elite athlete, Looney discovered that her most fulfilling moments weren't tied to race victories or performance metrics, but rather to the impact she had on others.

"If I win a race, I don't really care anymore. It's more how can I use this experience? How can I use my bike racing as a laboratory to help other people unlock their potential and find fulfillment in the process?"

From Personal Achievement to Social Impact

Looney's research reveals a shift in how we might approach goal-setting and achievement.

She introduces the concept of "meaningful other-ish goals," building on Adam Grant and Reb Rebele's work on "other-ish" behavior, where personal achievement becomes a vehicle for broader social impact.

Understanding Other-ish Goals

• Combine personal achievement with social contribution
• Focus on collective impact rather than individual success
• Allow for both personal growth and community benefit
• Emphasize immeasurable impacts over quantifiable metrics

The Challenge of Immeasurable Impact

A paradox emerges in Looney's work: the most meaningful accomplishments are often the ones we can't measure. As she notes:

"Maybe the immeasurability of it is actually helping perfectionists because they can't compare it to something. It's just a feeling and it's immeasurable."

This insight challenges traditional approaches to performance evaluation and success metrics, suggesting that our most significant contributions might exist beyond conventional measurement frameworks.

Practical Applications for Perfectionists

Looney offers several strategies for high achievers struggling with perfectionist tendencies:

1. Balance your ‘goal portfolio’ between personal achievement and social impact

1. Practice intentional savoring of accomplishments, especially focusing on impact on others

2. Recognize that negative emotions can coexist with meaningful achievement

3. Consider reducing measurement frequency of performance metrics

Resources for Further Exploration

• "Give and Take" by Adam Grant

• "Transcend" by Scott Barry Kaufman

• Research by Gordon Flett on perfectionism and mattering

• Work by Jennifer Crocker on contingent self-worth

• Sonya Looney's website: sonyalooney.com

• The Sonya Looney Show (soon to be rebranded as "Grow the Good")

Work-Family Interface: Lessons from Joe Grzywacz

In this episode of Meaningful Work Matters, Andrew Soren spoke with Joe Grzywacz, the Associate Dean of Research and Faculty Development at San Jose State University in the College of Health and Sciences. His research expertise lies at the intersection of work and family life and their profound impact on health and well-being.

Grzywacz recognized early in his career that work can be a challenge to push through, but at other times, it can be a place to flourish and do well. The key difference is how work is designed and positioned to achieve the latter.

Midlife in the United States (MIDUS)

Grzywacz has been deeply involved in a landmark research project called Midlife Development in the U.S. (MIDUS). Since it started in 1995, this national longitudinal study of health and wellbeing has aimed to understand successful aging. MIDUS is unique because it measures social, biological, economic, and psychological factors across disciplines. Today, it is one of the largest studies of its kind, funded by the National Institute on Health.

Grzywacz oversees all areas related to the topic of work within the study - a critical factor for understanding health and well-being, given that the average person spends more time at work than just about anywhere else across the lifespan.

The Design of Work

There are different ways to think about the design of work. The National Institute for Occupational Health and Safety, for example, looks at job characteristics, which, boiled down, include buckets like:

• What are the opportunities workers have on the job to exercise control or decision-making regarding their work?

• How much external pressure or demand is put on workers?

• Is what I am doing meaningful, or does what I am doing matter in a lasting way?

• Am I treated fairly and equitably?

Grzywacz notes that these job characteristics are often very different for black and brown individuals, for younger workers compared to older workers, for men compared to women, etc. The job market is segregated in many ways that tend to benefit some people and not others.

The Impact on Psychological Well-Being

Based on about 40+ years of research, there are substantial consequences when these fundamental characteristics are unmet. These characteristics are tied to a concept called cognitive reserve. If you think of your mind as a muscle, the more you use it, the longer it will stay robust and healthy.

Likewise, many of these job characteristics are linked to how well your cognitive functioning holds up later in life and how physical health plays out in the face of chronic disease.

To Grzywacz, it’s crystal clear that work underlies our health and well-being, even if it takes a bit to catch up to us.

The Work-Family Interface

The work-family interface is all about how our jobs and families intersect. Grzywacz highlights that the two influence each other in various ways - sometimes good, sometimes bad.

On the one hand, we are caretakers and loved ones within a family structure, and on the other, we are operating in an economy that likely requires us also to be a worker. We are often splitting our time to satisfy both roles.

Finding a balance between these two important roles can be a challenge for all of us at one point or another. However, as Grzywacz explains, the synergy between work and life can also be enriching. In the Western world, this works very well. For example, for those who earn a living wage, or even a climbing wage, that’s a form of work-family enrichment because our work life ends up benefitting our family life.

Those with a synergistic or enriching work and family life have higher levels of well-being - and that is associated with less chronic conditions and lower stress levels, etc. A positive work-life interface benefits individuals, their families, organizations, and society.

Cross-Cultural Differences

According to Grzywacz, the research shows that job characteristics are relatively universal across cultural contexts.

By contrast, there are distinctive cultural differences when combining work and family. In the US, we’ve lived a ‘segmented reality’ throughout the industrial area. This means we spend 8 hours a day at work, then come home and attend to home life. In the US, work tends to be viewed as a different space than our family life.

The US is relatively unique in this separation. Other parts of the world see work and family as more integrated. For example, one might say they work for their family, and their commitment to their family is reflected in their work.

The Research on Alienation

Another area of Grzywacz’s research is alienation. This refers to when a worker is separated or alienated from the more significant impact, meaning, or context of their work AND the other individuals who are part of the final product.

The evidence tells us that alienated work is linked to a variety of mental health including depression. We have only recently connected this concept to the biology of successful aging. People with higher levels of alienated work show more wear and tear on their bodies at an organ and tissue level than those who experience less alienation at work.

Final Thoughts

In wrapping up, Grzywacz offers a reflection on pursuing meaningful work. He urges listeners to consider the balance between seeking meaning in work and finding contentment with what they have. He posits that while meaningful work is important, the constant chase for the 'perfect' job can lead to dissatisfaction and overlook the value of other life domains.

For further exploration:

• Mid-Life in the United States - link

Transcendent Values and Peak Experiences at Work: Lessons from Scott Barry Kaufman

In this episode, Andrew speaks with Scott Barry Kaufman about transcendence, humanism, and what Abraham Maslow would have thought about meaningful work today.

Scott has done groundbreaking research on intelligence, creativity, and human potential. He is the founder and director of the Center for Human Potential and the founder of Self-Actualization Coaching. Scott is interested in using his research, podcast, teaching, and coaching to help all minds live a creative, fulfilling, and self-actualized life. His early educational experiences made him realize the deep reservoir of untapped potential of students, including bright and creative children diagnosed with a learning disability.

Over the last few years, Scott has dug deep into the work of Abraham Maslow. In this conversation, we hear why Maslow never would have described our human needs as a pyramid. Instead, our journey to self-actualization and transcendence is more like a sailboat. The hull represents our needs for safety, connection, and self-esteem — keeping us floating on top of the water. Our sails fueled by exploration, purpose, and love — provide us a system of growth that allows us to travel great distances.

As the conversation deepens, Scott shares Maslow's vision for the psychology of the peace table, reflecting on the urgent need to understand human nature, division, and the potential for peace. The episode resonates with wisdom, challenging listeners to reconsider their perspectives on work, growth, and the profound possibilities embedded in meaningful living.

Potential and Limiting Beliefs

Kaufman's interpretation of Maslow's work focuses on being 'fully human' rather than just self-actualized. A central theme here is the concept of potential. Kaufman critiques the conventional, limiting notions of potential shaped by societal influences like education and management and advocates for a more dynamic understanding of potential, emphasizing hope and the importance of recognizing individuals' diverse and often hidden potential. This perspective encourages professionals to look beyond traditional markers of success and see potential as a constantly evolving attribute.

The Sailboat Metaphor: A Journey of Self-Actualization

Kaufman introduces the sailboat metaphor to describe Maslow’s journey of self-actualization. Unlike the pyramid, a sailboat represents the dynamic balance between safety and growth needs. The boat's hull is our system of security, made up of our needs for safety, connection, and self-esteem. This keeps us floating on the water, brings stability, and establishes the vessel for our journey toward self-actualization. The boat's sails are our growth system, made of our needs for purpose, exploration, and love - giving us the power to travel great distances on our journey.

Illustration by Andy Ogden

Kaufman underscores the importance of viewing these elements as part of an integrated system, where each aspect influences and is influenced by the others.

Theory Z

When Maslow was writing, there were debates about Theory X vs. Theory Y in the management literature. Theory X posited that workers are best motivated by a carrot-and-stick approach — punishment for poor performance and rewards for good performance. In contrast, Theory Y suggested that workers are intrinsically motivated and perform best when internally rewarded. Maslow introduced Theory Z, suggesting that workers are motivated by transcendence. This theory implies that beyond extrinsic rewards (Theory X) and intrinsic motivation (Theory Y), there is a higher level of motivation where workers are driven by the desire to achieve self-actualization and to align their work with their highest values. Maslow saw that work could be a place that nurtured human potential, self-actualization, and the integration of personal growth.

Final Thoughts

Reflecting on Maslow's vision, Kaufman discusses the "psychology of the peace table." Just after Pearl Harbor, Maslow witnessed a parade and felt a profound sense of not understanding the forces that drive human conflict, such as the motivations of Hitler, Stalin, and others. This moment made Maslow realize that he wanted to devote the rest of his life to understanding the psychology of peace. Maslow envisioned a peace table where people would sit and discuss human nature, hatred, war, peace, and brotherhood. This vision was driven by the belief that understanding these fundamental aspects of human nature could lead to progress in achieving peace. The psychology of the peace table implies a deep exploration into the aspects of human nature that lead to conflict and division, as well as those that can foster peace and unity. This is the ultimate meaningful work - work that has never been more needed for us as people or for the planet.

For those seeking further exploration:

• "Transcend: The New Science of Self-Actualization" by Scott Barry Kaufman

• Jane E. Dutton's work on high-quality connections in the workplace - link

• The Psychology Podcast with Scott Barry Kaufman

The Double-Edged Sword of Meaningful Work: Lessons from Andrew Soren

In the bustling world of work and productivity, the quest for meaningful work has become a north star for many. But is all meaningful work beneficial?

Andrew Soren, founder of Eudaimonic by Design, hosts the debut episode of Meaningful Work Matters, which delves into the intricate dance between the highs and lows of engaging in work that matters deeply to us.

The Allure of Meaningful Work

Meaningful work is not a luxury but a fundamental component of our well-being. As Andrew elucidates, work that feels significant and worthwhile can enhance our commitment, engagement, and satisfaction. The benefits extend beyond the personal sphere, fostering a culture of creativity, innovation, and altruism within organizations.

The Hidden Costs

The research also reveals the dark sides of meaningful work: the potential for exploitation and burnout. When work has a high moral stake and becomes an obsession or when employers leverage our passion without decent working conditions, meaningful work can transform from a source of fulfillment into a wellspring of dissatisfaction, stress, and burnout.

The Crucial Element of Decency

Central to the discussion is the concept of "decent work" - safe, equitable, and dignified work. Drawing from the principles set by the Industrial Labor Organization, Soren advocates for a balance between meaning and decency. He argues that meaningful work, devoid of decency, can lead to exploitation and burnout. Conversely, work grounded in respect, equity, and security paves the way for true fulfillment.

Navigating the Path Forward

Andrew presents a blueprint for cultivating environments where meaningful and decent work can thrive. We need policies and regulations to ensure decent working conditions for those engaged in meaningful work. In organizations, we can design the cultures, practices, and leadership behaviors that enable those engaged in meaningful work to thrive. At the individual level, we can create interventions to help people understand what makes work personally significant and worthwhile and craft work that makes the most of an individual's strengths, values, and passions.

Your Role in Shaping Meaningful Work

As listeners, we're invited to reflect on our workplace and community roles. Whether you're a leader, policymaker, or team member, this podcast encourages you to consider how you can contribute to a more equitable and fulfilling work culture.

Join the Conversation

Meaningful Work Matters is not just a podcast; it's a call to action. As we navigate the complexities of the modern workforce, let's engage in conversations that matter. Share your thoughts, experiences, and aspirations with us. How do you define meaningful work? What steps can we take to ensure that work is meaningful and decent?

Visit our Resources page for insights and discussions on creating a better world through meaningful work. Together, we can make work a source of joy, growth, and fulfillment for all.

Resources to explore:

• Meaningful Work, Well-Being, and Health: Enacting a Eudaimonic Vision by Andrew Soren and Carol D. Ryff