Increase motivation


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Questions about how to increase motivation. Research included.

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Increase motivation

  1. 1. Increase motivation
  2. 2. Question # 1 To what extent do you find what you do interesting?
  3. 3. The desire to do something because you find it deeply satisfying and personally challenging inspires the highest levels of creativity, whether it's in the arts, sciences, or business. Teresa Amabile
  4. 4. When curiosity is guiding discoveries and learning, people are more likely to experience a sense of astonishment and sincere surprise, which forms the impetus for the quick absorption of new material and skills, thereby contributing to building their competence.
  5. 5. Gary Hamel
  6. 6. Human capabilities Description Level 6: Passion Get large meaning out of work. Level 5: Creativity Come up with new ideas. Level 4: Initiative Do things before being asked. Level 3: Intellect Bring best practices to work. Level 2: Diligence Work hard. Level 1: Obedience Do what you are told.
  7. 7. Enjoyment based intrinsic motivation, i.e. how a person feels when working on a task, is the strongest and most pervasive driver. Survey of 684 open-source developers by Karim Lakhani and Bob Wolf. Daniel H. Pink: Drive, p. 23.
  8. 8. Frederick Herzberg's 2-factor theory, which focuses on the idea that the factors that determine job dissatisfaction ("hygiene factors") are completely separate from those that determine true satisfaction ("motivators"). Insufficient financial compensation, for example, falls into the former camp. But having sufficient compensation will not lead to passion for a job; it just takes away the dissatisfaction. Motivation, according to the theory, is determined not by material incentives, but rather by interesting work, recognition, and personal growth.
  9. 9. In a now classical experiment (see Deci, 1975), college students were either paid or not paid to work for a certain time on an interesting puzzle. Those in the no-reward condition played with the puzzle significantly more in a later unrewarded “free-time” period than paid subjects, and also reported a greater interest in the task.
  10. 10. Generation Y expects to work in communities of mutual interest and passion, not structured hierarchies. Consequently, people management strategies will have to change so that they look more like Facebook and less like the pyramid structures that we are used to. Vineet Nayar
  11. 11. Have conversations with staff about  their likes and dislikes of their current work.  their strengths and how to dedicate more of their time on things they love.
  12. 12. Studies show that people who are intrinsically motivated, i.e. motivated by, for example, satisfying own curiosity, learning new skills and/or having fun, are 3 times more engaged than people who are motivated primarily by extrinsic rewards such as money.
  13. 13. Further inspiration
  14. 14. Question # 2 To what extent is what you do meaningful?
  15. 15. Motivation is the act or process of providing a motive that causes a person to take some action.
  16. 16. 3 factors lead to better performance and personal satisfaction # 1: Purpose What is meaningful. # 2: Mastery The urge to get better. # 3: Autonomy The desire to be self directed.
  17. 17. Herzberg’s theory of motivation suggests you need to ask yourself, for example, these questions:  Is this work meaningful to me?  Will I have an opportunity for recognition and achievement?  Am I going to learn new things?
  18. 18. Further inspiration
  19. 19. Question # 3 To what extent is what you do needed?
  20. 20. Professional satisfaction What people need What you find interesting What you are really good at Sources
  21. 21. Further inspiration
  22. 22. Question # 4 To what extent do you set goals for what you want to achieve?
  23. 23. When people set goals for themselves, healthy things usually happen. But goals imposed by others, for example sales targets, quarterly returns, standardized testscores, can sometimes have dangerous side effects. Daniel H. Pink: Drive, p. 50.
  24. 24. On his theory y, Douglas Mcgregor notes that if people are committed to a goal, they will seek responsibility. Daniel H. Pink: Drive, p. 195.
  25. 25. Locke’s goal setting theory hypothesizes that by establishing goals, individuals are motivated to take action to achieve those goals.
  26. 26. Goal setting has a positive effect on student motivation.
  27. 27. Studies show that to think and produce creatively, people must forget about pleasing an audience, or pleasing critics, or winning prizes, or earning royalties. All such thoughts stifle creativity. Instead they must focus fully on the product they are trying to create, as if creating it for its own sake.
  28. 28. Goal setting increases extrinsic motivation. However, it can harm intrinsic motivation – by engaging people in a task for its own sake.
  29. 29. Setting goals is an effective method to track achievement. Too much emphasis on performance goals may encourage unethical or unnecessarily risky behavior.
  30. 30. Sears set sales goals for its auto repair staff of $147 per hour. This goal prompted staff to overcharge for work and to complete unnecessary repairs.
  31. 31. Goals may promote competition rather than cooperation and ultimately lower overall performance.
  32. 32. Further inspiration
  33. 33. Question # 5 To what extent are you free to do what you want to do?
  34. 34. 3 factors lead to better performance and personal satisfaction # 1: Purpose What is meaningful. # 2: Mastery The urge to get better. # 3: Autonomy The desire to be self directed.
  35. 35. When a person can do a task in his/her own way, i.e. decide herself/himself how she/he wants to do the task, she/he will be more motivated to do the task. Daniel H. Pink: Drive, p. 63.
  36. 36. Hundred of studies show that when people are free to do something, they  become more creative,  solve problems better,  perform better,  have more positive emotions, and  have a better psychological and physical wellness. Daniel H. Pink: Drive, p. 63.
  37. 37. To support a person in becoming more autonomously motivated, you need to  find out how the person sees the situation,  provide the person with choices to decide from,  helping her/him try new ways,  encouraging her/him to take initiative,  provide her/him with a meaningful rationale.
  38. 38. Further inspiration
  39. 39. Question # 6 To what extent do you give and/or receive useful information?
  40. 40. Teresa Amabile found out that when people get specific, meaningful information about their work, they become more motivated. Daniel H. Pink: Drive, p. 67.
  41. 41. Question # 7 To what extent do you give and/or receive feedback?
  42. 42. Feedback is great motivation.
  43. 43. Herzberg’s approach suggests that individuals have desires behind hygienes such as salary, and that motivators such as recognition for achievement are very important to them.
  44. 44. We should praise effort and strategy rather than praising intelligence. When we praise, for example, a child's effort on learning something, the kid will understand that effort will lead to mastery and growth and will take on new tasks to progress further. Research by Carol Dweck. Daniel H. Pink: Drive, p. 178.
  45. 45. Further inspiration
  46. 46. Question # 8 What kind of work and living environments do you need to do your best work?
  47. 47. Don’t ask “How can you motivate other people?”. Instead, ask “How can you create the conditions within which people will motivate themselves?” 13:25.
  48. 48. Further inspiration
  49. 49. Question # 9 How often do you ask people questions?
  50. 50. Lead with questions, not with answers. Advice by Jim Collins. Daniel H. Pink: Drive, p. 198.
  51. 51. Further inspiration
  52. 52. Question # 10 How easy is it for you to speak up when you see a problem?
  53. 53. Build red flag mechanisms. In other words, make it easy for people to speak up when they identify a problem. Advice by Jim Collins. Daniel H. Pink: Drive, p. 198.
  54. 54. Question # 11 To what extent do you give and/or receive unexpected rewards?
  55. 55. The highest levels of creativity were produced by people who received a reward as a kind of bonus, an unexpected reward. Research by Teresa Amabile. Daniel H. Pink: Drive, p. 66.
  56. 56. B. F. Skinner proposed that individuals are motivated when their behaviors are reinforced.
  57. 57. When you're talking about rote simple tasks, using rewards can be effective. Richard Ryan
  58. 58. B. F. Skinner found that he could motivate a rat to complete the boring task of negotiating a maze by  providing the right incentive - corn at the maze’s center.  punishing the rat with an electric shock each time it took a wrong turn.
  59. 59. Over time, Skinner’s rats became bored with corn and began to ignore the electric shocks. In our experience, a similar phenomenon often prevents organizations from sustaining higher performance: structures and processes that initially reinforce or condition the new behavior do not guarantee that it will endure.
  60. 60. As far back as 1911, Frederick Taylor and his scientific management associate described money as the most important factor in motivating the industrial workers to achieve greater productivity.
  61. 61. We are all motivated by both intrinsic and extrinsic factors in all our decisions.
  62. 62. Be careful Offering money can be counterproductive.
  63. 63. A study in Sweden, which has a purely voluntary blood donation system, showed that women’s contributions decreased when they were offered payments. Donating blood is a way for people to signal that they are the kind willing to sacrifice for the good of others; offering money spoiled that effect.
  64. 64. Weeks Number of parents picking up their children late
  65. 65. Further inspiration
  66. 66. Question # 12 How often do you evaluate yourself?
  67. 67. Were you better today than you were yesterday? Why / why not? Daniel H. Pink: Drive, p. 154.
  68. 68. Further inspiration
  69. 69. Thank you for your interest. For further inspiration and personalized services, feel welcome to visit Have a great day.