The Fun Theory

Research has demonstrated, over and over again, that if we make work “fun” and “interesting”  people perform better.  Employees enjoy working on things about which they are passionate.  Most importantly, the more we engage customers and employees the more they will engage in us, their work, or the experience.   Well this brief video clearly demonstrates the “Fun Theory.”   Check it out!!!


5 thoughts on “The Fun Theory

  1. Pingback: Twitter Trackbacks for The Fun Theory « The Engagement Factor Blog [] on

  2. I like this. Fun is a great motivator. It doesn’t have to be anything as big as what was done in the video. What I do to bring a little fun to the workplace is when my guys are slowing down a little, I’ll give them a small piece of candy and tell them it’s an “energy pill.” It makes them laugh and they do work harder.

    Cross-training with different jobs also helps to keep it fun and interesting.

  3. Fun is so important. We run a business where we go into workplaces and conferences and run a series of team based activities. The big difference though is that our activities are only ever about fun and interaction. No debriefing, no analyzing…just FUN.

    It amazes me every time how much people crave and enjoy ‘letting go’ and connecting with each other on a more personal level than simply ‘did you get my email’.

    So many businesses can benefit from simply allowing for 5 minutes of fun at the start of each team meeting.

    Our rules for making sure that the fun is effective is that it has to be interactive, has to include everyone and what ever you do it has to be easy!

  4. Fun in the workplace extends beyond the gimmick of the keyboard staircase. As a manager I engaged my employees in wordplay and punishment, emphasis on the pun, the lowest form of humor. I spent at least an hour a day out of my office or senior management meetings to work along side of my employees to show them that I considered their tasks to be important and enjoyable, from washing dishes, to sample preparation, instrumental analysis to writing the final report. If I enjoyed doing it, they would enjoy doing it. The respect that I showed for what they did returns in kind. And while I was working alongside them, I would tell jokes, relate past personal experiences in similar tasks in the past and humanize their drudgery. In response I got loyalty, perseverance and creativity from my people that other managers were envious of, but who would not emulate my style. People wanted to work with me. This created a unique problem. The managers who lost people to me became very vindictive and actively campaigned against me to senior management. Then when a new manager was hired in to replace my immediate manager, I was terminated. This happened at more than one employer.

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