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Conheca o seu time
The document discusses the 'Moving Motivators' cards used in the Management 3.0 course, which represent ten intrinsic motivators relevant to individuals in an organization. It highlights the importance of personal values, social contacts, and the fulfilment of one's purpose at work in fostering motivation and loyalty among team members. Additionally, it emphasizes the significance of understanding one's strengths and core values to enhance personal and team performance.
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- 1. @imbertti Conheça o seu time TDC2013 -Management 3.0
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- 8. Moving Motivators version 1.01 Thecards in this document are part of the Management 3.0 course. They represent the 10 intrinsic motivators of the people in an organization. You can find a description of their use at the following location: http://www.management30.com/moving-motivators/ I have plenty of things to investigate and to think about. management30.com My personal values are reflected in the group and this boosts my loyalty. management30.com Moving Motivators version 1.01 The cards in this document are part of the Management 3.0 course. They represent the 10 intrinsic motivators of the people in an organization. You can find a description of their use at the following location: http://www.management30.com/moving-motivators/ I have plenty of things to investigate and to think about. management30.com My personal values are reflected in the group and this boosts my loyalty. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com champfrogs Moving Motivators
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- 11. DISC Dominância relativo a comoa pessoa lida com problemas e desafios Influência relativo a como a pessoa lida com pessoas e influencia os outros Estabilidade relativo a como a pessoa lida com mudanças e seu ritmo Conformidade relativo a como a pessoa lida com regras e procedimentos estabelecidos por outros
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- 14. “Para ser feliz,é necessário que você utilize seus talentos na potencialidade máxima e satisfaça os seus valores” Aristóteles
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- 17. Vida mais felize realizada Performance, prazer, motivação e a satisfação Expressar verdadeira identidade Realizar potencial
- 18. ๏criatividade ๏curiosidade ๏critério/mente aberta ๏amor peloaprendizado ๏perspectiva Sabedoria e Conhecimento
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- 23. ๏apreciação da beleza& excelência ๏gratidão ๏esperança ๏humor ๏espiritualidade/religiosidade Transcendência
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- 25. criatividade curiosidade critério/mente aberta amor peloaprendizado perspectiva bravura perseverança honestidade/integridade vitalidade amor generosidade inteligência social trabalho em equipe justiça/equidade liderança perdãohumildade/modéstiaprudênciaautocontrole apreciação da beleza & excelência gratidão esperança humor espiritualidade/religiosidade
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- 27. Mundo das possibilidades Restrição Oque é importante para você?
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- 33. Unimportant Moving MotivatorsMovingMotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving Motivators Important Strengths SignatureStrengths SignatureStrengths SignatureStrengths SignatureStrengths Signature Core ValuesCore ValuesCore ValuesCore ValuesCore Values
- 35. 1 - façavocê mesmo os testes 2 - compartilhe os seus resultados com o time 3 - peça para as pessoas do time fazerem privadamente 4 - sugira que as pessoas do time compartilhem entre si
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- 39. Autoconhecimento pode e deveser divertido! :) Busque formas criativascaso não tenha $$$ Forças: capacidades para pensar,sentir e se comportar. Você usa edesenvolveValor: o que é importante para você. Governam nossas decisões Motivação intrínseca: mais fácil quando você se conhece
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- 41. Livros •Appelo, Jurgen. Management3.0, Addison Wesley Professional, 2011. •Chamine, Shirzad. Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential AND HOW YOU CAN ACHIEVE YOURS. Greenleaf Book Group Press, 2012. •Deci, Edward; Ryan, Richard. The Handbook of Self- Determination Research. University of Rochester Press, 2002. •Deci, Edward; Flaste, Richard. Why We Do What We Do: Understanding Self-Motivation. Penguin, 1996. •Maslow, A. H. Hierarchy of Needs: A Theory of Human Motivation. www.all-about-psychology.com, 2011. •Pink, Daniel. Drive: The Surprising Truth About What Motivates Us, Riverhead Books, 2009. •Reiss, Steven. Who am I? The 16 Basic Desires that Motivate Our Actions and Define Our Personalities. Berkley, 2000. Sites e artigos •http://www.management30.com/workout/value-story/ •http://www.viacharacter.org/ •http://www.noop.nl/2013/02/champfrogs.html •http://pt.wikipedia.org/wiki/ Hierarquia_de_necessidades_de_Maslow •http://www.scarf360.com/files/SCARF-NeuroleadershipArticle.pdf •http://www.objetiva.com.br/testeinteligenciapositiva/ •http://www.positiveInteiligence.com •http://www.tonyrobbins.com/disc-profile/ •http://pt.wikipedia.org/wiki/Classifica%C3%A7%C3%A3o_tipol %C3%B3gica_de_Myers_Briggs •http://pt.wikipedia.org/wiki/DISC_(psicologia) •http://www.disc.com.br/ •http://pt.wikipedia.org/wiki/Eneagrama_de_Personalidade
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