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ECTEL 2010, September 28, 2010 – http://matel.mature-ip.eu<br />Motivation,Affective Aspects,and Knowledge Maturing<br />Andreas Schmidt<br />Christine KunzmannFZI Research Center for Information Technologies<br />

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Motivation iskeyforknowledgework<br />“Knowledge workers are those people who have taken responsibility for their work lives. They continually strive to understand the world around them and modify their work practices and behaviors to better meet their personal and organizational objectives. No one tells them what to do. They do not take No for an answer. They are self motivated.” <br />David Gurteen<br />

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Emotionsandaffectiveaspects, too.<br />Anxiety<br />Joy<br />Stress<br />Frustration<br />

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But so far, theperspectivehasbeen limited<br />e.g., incentivesystems<br />

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Andwhataboutemotions…<br /> … theyshould not bepartof professionallife, … shouldthey?<br />

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Research hasbeenfragmented.<br />CSCW<br />Knowledge Management<br />HR Development<br />Psychology<br />HCI<br />Economics<br />Sensor engineering<br />Eachwith different ideasof man, researchmethodologies, …<br />

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But thereare promising approaches …<br />

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Management & HR: Dan Pink - Drive<br />Motivation 1.0<br />largely based on our biological drive<br />We eat to sate our hunger, we drink to slake our thirst. <br />Motivation 2.0<br />rewards & punishments, carrots & sticks<br />Motivation 2.1<br />flexible schedules, a little bit more autonomy, socially responsible businesses<br />Motivation 3.0<br />Autonomy - desiretobeself-directed<br />Mastery – desiretogetbetter<br />Purpose – a reasonforexisting<br />

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Enterprise 2.0<br />Collaborationbehaviorandeffectsofsocialdynamics<br />Identifying different personalitytypes<br />Web 2.0 andbasicneeds, e.g., Deci & Ryan:<br />experiencingautonomy<br />experiencingcompetence<br />experiencingsocialrelatedness<br />

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Leveraging bio-sensors<br />Capture activity-leveland stress level<br />Reflect on emotional reactions<br />Learnaboutdecisionbehavior<br />physio-economics<br />

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..and a lotmore<br />Wewantto bring themtogether!<br />

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Motivation in knowledgematuringprocesses<br />Research on Motivation in the MATURE IP<br />http://mature-ip.eu<br />

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Knowledgematuring … <br />

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Motivation iskey<br />MATURE wantstoleveragebottom-upactivitiesandguidethemtowards a sharedgoals<br />knowledgematuringisgoal-orientedlearning on a collectivelevel<br />Barriershinderingknowledgematuring<br />Lack ofcreativity<br />Nosharingofinformation & knowledge<br />Lack ofdisseminationtowardsthe wider organisation<br />Lack ofwillingnesstoadoptchangestotheworkenvironment<br />

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Why is motivation so difficult to address?<br />Thereareplentyofmodelsfor human motivation in different fields<br />Theyhelptodescribe a givensituation, but theyareoflittleusefordecidingwhatto do in a (socio-technical) learningsupportsystems.<br />Frequentlyonlyfocussed on the individual (psychology)<br />Ortoonarrow in theirunderstandingof human needs<br />Problem: motivationis a genericphenomenon, but canonlybeaddressed in a context-specificway.<br />

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<ul><li>Learnaboutthecontext

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empiricalstudies

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analysisframework

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Developcontext-specificsolutions

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participatorydevelopmentapproach</li></li></ul><li>Empiricalstudies<br />Ethnographicallyinformedstudies in thefirstyear<br />fivecompanies, mostlywithestablishedrelationships<br />twoweeksofimmersionintodailypractice<br />focused on pre-definedaspects<br />Large-scale interview-basedstudywith (mostly) European companies (136) in thesecondyear<br />Combined quantitative andqualititativeapproach<br />Narratives turned out tobeparticularlyuseful: story-tellingapproach<br />

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Analysis framework<br />

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Interview study: Motivational barriers<br />

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Interview study: additional barriers<br />35 codes/categories of barriers out of 473 additional comments<br />organisational culture (20%)<br />Lack of individual autonomy<br />Lack of formalization and guidance (opposite of ind. autonomy)<br />Lack of collaboration<br />Personal interdependencies (e.g. lack of skills of employees)<br />Lack of resources (16%)<br />Personal interdependency (11%)<br />Organisational structure (5%)<br />

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Howcanwemake<br />technologymoreawareofmotivationalaspects?<br />

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Development methodology<br />

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Methodology for incorporating motivation into the design of learning support<br />Immersion of technical developers in the workplace reality<br />as part of ethnographically informed studies <br />guided by the model as presented <br />for creating a rich understanding of the context<br />Derivation of personas<br />a precise description of a user’s characteristics<br />what he/she wants to accomplish with an explicit consideration of the three aspects of the model <br />MATURE - Continuous Social Learning in Knowledge Networks<br />

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Examplepersona (extract)<br /> ”Silke has high personal standards and aims at continuously learning to improve her work practice. To that end, she regularly reflects about how tasks were carried out and what could have been done better or worse. ... Her sense of perfection also applies to her everyday task management. She plans her tasks and appointment each day meticulously, and prepares each meeting with elaborate notes. … Clear structures within the applications are crucial as she lacks deep knowledge about computers.”<br />

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Methodology (2)<br />Development of use case descriptions for those personas <br />direct interaction of developers and users (or their representatives)<br />with an explicit section on interventions targeted to motivational aspects or context conditions<br />4. Deriving functional and non-functional requirements from those descriptions<br />5. Formative evaluation of early prototypes <br />with end users<br />if possible: different motivational measures are compared to each other in order select the most effective one.<br />MATURE - Continuous Social Learning in Knowledge Networks<br />

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Concretemeasures<br />Design forimmediate individual (orsmallgroup) benefits<br />Do not design fortheaverageuser, takeintoaccount different personalitiesandtheirmotivation<br />Incorporatedifferentiatedfeedback<br />„thankyou“ messages, recommendnextsteps<br />socialranking<br />

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Conclusions<br />

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Conclusions – whatwe‘velearnt so far<br />Addressingmotivationalaspectsischallenging<br />multiple factors, individual differences<br />challengesofinterdisciplinarywork<br />Understanding real-worldcontextesandtargetpersonsismostimportant<br />Eitherthroughimmersion in workplacereality<br />Orcaptured in narratives <br />Individual motivationdeeplyinterlinkedwithteamandorganizationalculture<br />

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Andreas SchmidtDepartment Manager / Scientific Coordinator MATUREFZI Research Center for Information Technologies, Haid-und-Neu-Str. 10-14 Karlsruhe, GERMANY (http://fzi.de/ipe)andreas.schmidt@fzi.de, http://andreas.schmidt.name<br />Christine KunzmannFZI & Kompetenzorientierte PersonalentwicklungAnkerstr. 47, 75203 Königsbach-Stein, GERMANY, http://kompetenzen-gestalten.decontact@christine-kunzmann.de<br />Outlook & Contact<br />Open forassociate<br />partners!<br />MATURE IP – http://mature-ip.eu<br />Identifyingandovercomingbarrierstoknowledgematuring in organizations<br />http://mature-ip.eu/files/2009-11_Motivation.pdfhttp://mature-ip.eu/results/representative-study<br />

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Acknowledgements:<br />Picture: poisson rouge sautant d'un aquarium © Simon Coste #543847 – fotolia.com<br />Othersfromhttp://sxc.hu<br />http://www.sxc.hu/photo/319939_6613<br />http://www.sxc.hu/photo/143622_4281<br />http://www.sxc.hu/photo/1156284_39977081<br />http://www.sxc.hu/photo/1169790_27775290<br />http://www.sxc.hu/photo/1275937_97948668<br />http://www.sxc.hu/photo/462280_61402643<br />http://www.sxc.hu/photo/61022_7814<br />