The article "Making Things Happen: A Model of Proactive Motivation" by Parker, Bindl, and Strauss explores the concept of proactivity in the workplace, defining it as a goal-driven process involving both setting proactive goals (proactive goal generation) and striving to achieve those goals (proactive goal striving). The authors identify various proactive goals that individuals can pursue, categorized by the future they aim to achieve (improving personal fit, enhancing organizational functioning, or aligning with the external environment) and the locus of change (self or situation). They also introduce three motivational states—can do, reason to, and energized to—that influence proactive goal generation and striving. The can do state is driven by self-efficacy, control, and perceived costs, while the reason to state is influenced by intrinsic, integrated, and identified motivation. The energized to state is characterized by positive affective states that enhance proactive goal regulation. The authors further discuss how individual differences, such as personality and values, as well as contextual factors like job design and leadership, can influence proactive behavior. Finally, they propose future research directions to deepen the understanding of proactive motivation.The article "Making Things Happen: A Model of Proactive Motivation" by Parker, Bindl, and Strauss explores the concept of proactivity in the workplace, defining it as a goal-driven process involving both setting proactive goals (proactive goal generation) and striving to achieve those goals (proactive goal striving). The authors identify various proactive goals that individuals can pursue, categorized by the future they aim to achieve (improving personal fit, enhancing organizational functioning, or aligning with the external environment) and the locus of change (self or situation). They also introduce three motivational states—can do, reason to, and energized to—that influence proactive goal generation and striving. The can do state is driven by self-efficacy, control, and perceived costs, while the reason to state is influenced by intrinsic, integrated, and identified motivation. The energized to state is characterized by positive affective states that enhance proactive goal regulation. The authors further discuss how individual differences, such as personality and values, as well as contextual factors like job design and leadership, can influence proactive behavior. Finally, they propose future research directions to deepen the understanding of proactive motivation.