“I thought if I win this tournament that then I’ll be happy,” he said. “And I won, and I was happy. And then the same stress and pressure and emptiness returned.”

“Affective forecasting is our ability to predict how events will make us feel,” Dr. Gruman said. He pointed to a study from 2000 that showed that college sports fans overestimated how happy they would be a few days after their team won a big game. “We tend to be pretty good at knowing what things are going to make us happy and unhappy,” he said, “but we’re not very good at predicting the intensity and the duration of the effect of events.” That can leave us feeling let down after the fact. Achievements also come with consequences we may not always see coming. The tendency to fixate only on the upside is called focalism, Dr. Gruman said. As he tells the students in his business management courses: “You guys want so badly to be managers, but you know what? It’s probably going to be very different than what you think it’s going to be. You know what? You might not even like it.” The same is true of people who gain visibility in most fields.

cooperation and community may contribute more to happiness in wealthy societies than income or other metrics. If relationships make us happy, the fact that many of us neglect our relationships in pursuit of career success may further squelch our joy. Focusing on a career at the expense of, say, a marriage, could ultimately leave us feeling lonely and unmoored.

His advice is to lay out multiple concurrent goals, both in and out of your work life. This was probably one of my problems. I had focused so intently on finishing one project that I had scrubbed my calendar clean of any other distractions. And the term “goal” can be applied loosely. Even just aiming to spend more quality time with your children or make new friends through volunteer work counts.

Vakmanschap en competentie zouden centraal staan, niet rendement en productiviteit.

Toen ik Jos de Blok, de oprichter van het succesvolle Buurtzorg, vroeg wat de grootste risico’s van intrinsieke motivatie zijn, hoefde hij niet lang na te denken. ‘Dat mensen te hard werken.’ Je leest het goed: een organisatie die de stok en de wortel vaarwel zegt, krijgt niet te maken met luiheid en ledigheid. Integendeel. Ze moet oppassen dat haar werknemers geen burn-out krijgen door een explosie van werklust.