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Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
Movivation 3.0
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Movivation 3.0

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  • 1. NO SIGNAL Please verify the connector is in place
  • 2.  
  • 3. Motivation 3.0 and Agile Agile Agile
    • Danny (Danko) Kovatch
    • Chief Imagination Officer, AgileSparks
    • Potentially Shippable Trainer
    @DankoAgile [email_address] +972-544-26.11.70
  • 4. There is a mismatch between what science knows and what business does business does business does business does business does
  • 5. “ Companies should stop trying to motivate people and start focusing on how not to demotivate them”
  • 6.  
  • 7. The candle problem Karl Duncker, 1945
  • 8. The candle problem
  • 9. Sam Glucksberg 3.5 minutes worse!
  • 10.  
  • 11. 3.5 minutes worse ?!?!
  • 12. Overjustification effect “ An effect that occurs when an external incentive such as money or prizes decreases a person's intrinsic motivation to perfo rm a task. People pay more attention to the incentive, and less attention to the enjoyment and satisfaction that they receive from performing the activity.” - Wikipedia
  • 13. 1970!
  • 14. If....then... Most important and most ignored!
  • 15. The candle problem for dummies
  • 16. Routine task: “If...then...” Creative task:
  • 17. And since the ‘80s...
  • 18. Remember the future... 1900 2011 Routine Creative
  • 19. Clear set of rules with a single solution single solution single solution The rules are misdefined and the solution (if exists) is surprising 1 2 3 4 5
  • 20. Not a feeling! Not a philosophy! This is a FACT !
  • 21. “ As long as the task involved only mechanical skill, bonuses worked as we usually expect: the higher the pay, the better the performance.” - Dan Ariely, July 2005 - Dan Ariely, July 2005 - Dan Ariely, July 2005
  • 22. “ when the task required even rudimentary cognitive skill , a potential higher bonus led to poorer performance ” - Same guy, same year - Same guy, same year - Same guy, same year
  • 23. “ In eight of the nine tasks, the promise of a bigger bonus actually significantly decreased people’s performance .” - You can guess... - You can guess... - You can guess... - You can guess...
  • 24. “ When awards are too big or too expected or punishment is too hard or too common, rational thinking is short circuited and creativity is blocked” creativity is blocked” creativity is blocked” creativity is blocked” 1900 2011 Routine Creative
  • 25.  
  • 26. A UTONOMY M ASTERY P URPOSE URPOSE URPOSE URPOSE URPOSE The urge to control our own life The desire to be better & better at something that matters Doing something that is larger then ourselves
  • 27. A UTONOMY
  • 28.  
  • 29.  
  • 30. ROWE Satisfaction Engagement Productivity
  • 31.  
  • 32.  
  • 33.  
  • 34.  
  • 35. Microsoft Encarta was a digital multime dia encycl opedia pub lished by Mi crosoft Corporation from 19 93 to 2009. As of 20 08, the complete English version, Encarta Premium, consisted of more than 62,000 articles ,numerous photos and illustrations, music clips, videos, interactive contents, timelines, maps and atlas, a nd homework tools, and was available on the World Wide Web by yearly subscription or by purchase on DVD or multiple CDs . Microsoft published similar encycloped ias under the Encar ta trademark in various languages, including German, French, Spanish, Dutch, Italian, Portuguese and Japanese. Localized versions may contain contents licensed from available nat ional sou rces and may contain more or less content than the full English version. For example, the Dutch version has content from the Dutch Winkler Prins encyclopedia.
  • 36. Wikipedia ( / ˌ wɪk ɪ ˈpiːdi.ə/ or /ˌwɪ k iˈpiː d i .ə/ WIK-i-PEE -dee-ə ) is a fr ee, web-based , collaborative , multilingual e ncycloped ia project supported by the non-profit Wikimedia F oundation . Its 17 milli on articles (over 3.5 million in English ) have be en written collabora tively by volunteers around the world, and almost all of its articles can be edited by anyone with access to the site. Wikipedia was launched in 2001 by Jimmy Wales and Larry Sanger and has become the largest and most popular general reference work on the Internet ,r anking seve nth among all we bsites on Al exa and having 365 million readers. -- Wikipedia
  • 37. In March 2009, Microsoft announced it was discontinuing the Encarta disc and online versions. The MSN Encarta site in all countries except Japan was closed on October 31, 2009. Japan's Encarta site was closed on December 31, 2009. The Encarta online dictionary at dictionary.msn.com continues to be operated by Microsoft.
  • 38. The reward: Doing the task itself!
  • 39. Overtime “ The hours that you work but have no desire to do it”
  • 40. Overtime “ Treat your employees and colleagues as if they were volunteers”
  • 41. Mastery
  • 42. Perfection is only a direction! a direction!
  • 43. Purpose
  • 44.  
  • 45.  
  • 46. A UTONOMY M ASTERY P URPOSE URPOSE URPOSE URPOSE URPOSE MOTIVATION 3.0 Intrinsic incentive
  • 47. A UTONOMY - Sprint - Self managed team
  • 48. M ASTERY - Knowledge Acquisition - Allocate time (in the sprint) - WII.FM
  • 49. P URPOSE - Personal vision - Sprint vision - Release vision - Company’s vision
  • 50. As a managers I should also do the following: - Insist on giving your people the AMP - Consider them as volunteers - Work with them on their (private) vision - Do not confuse the hours spent and the productivity - Do not confuse the hours spent and the productivity - Do not confuse the hours spent and the productivity - Do not confuse the hours spent and the productivity - Do not confuse the hours spent and the productivity As employees I should do the following:- Insist on creating your own reality- Work on at least one thing that gives you the “spark”- Work on at least one routine task.- Set your vision and connect it to the company’s vision- Be a master at what you are doing (CI mind set) As employees I should do the following:- Insist on creating your own reality- Work on at least one thing that gives you the “spark”- Work on at least one routine task.- Set your vision and connect it to the company’s vision- Be a master at what you are doing (CI mind set) As employees I should do the following:- Insist on creating your own reality- Work on at least one thing that gives you the “spark”- Work on at least one routine task.- Set your vision and connect it to the company’s vision- Be a master at what you are doing (CI mind set) Therefore...
  • 51. There is a mismatch between what science knows and what business does business does business does business does business does
  • 52.  
  • 53. Q.E.D ROWE
  • 54. Motivation 3.14 Danny (Danko) Kovatch xt Because you only live once!
  • 55.  

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