Innovation seminar i2 i sept_sundgren


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Innovation seminar i2 i sept_sundgren

  1. 1. Conversation on motivation, creativity and innovation Mats Sundgren I2I week September 10th, 2012
  2. 2. Statements to be further explored “It is amazing how much can be accomplished if no one cares who gets the credit – John Wooden” “Does bonus system enhance creativity/innovation in organisations?” “If you reward something do you get more of the behaviour you want?” “What kind of motivation is needed for creativity?” 2
  3. 3. Objective Discuss motivation as influencing creativity and innovation Give some examples of the surprising research in this area Discuss relations and implications of some of these findings to the Learner/Player initiative and culture change in AZ 3
  4. 4. Just a recap on positioning creativity and innovation
  5. 5. 5 Two views of creativity
  6. 6. 6 My view • From a market perspective an innovation in the pharma industry is a product recognised after launch • Need at every level of the organisation - Involves a spectra of connected areas of ideas influenced by: infrastructure, ways of working organization, culture, leadership, business model etc. AND motivation..and is always in collaboration with others!! Commercialization Realization R&D Innovation Organisational creativity Organisational creativity is what precedes innovation
  7. 7. Some drivers for organisational creativity (also part of my own research in the pharma industry and AZ) 7
  8. 8. 8 What makes a pharma company successful? How can a company secure a strategy to become more innovative without losing effectiveness? The creativity challenge
  9. 9. Motivation research
  10. 10. One key research question If you reward something do you get more of the behaviour you want?
  11. 11. Motivation To be motivated means to be moved to do something. •• Intrinsic motivationIntrinsic motivation - refers to doing something because it is inherently interesting, challenging or enjoyable •• Extrinsic motivationExtrinsic motivation - refers to doing something because it leads to a separable outcome  E.g. incentives, reward, bonus, promotion etc.
  12. 12. Two examples
  13. 13. The Candle problem The Candle problem (K.Duncker,1945) is a cognitive performance test, measuring the influence of functional fixedness on a participant's problem solving capabilities. Task Fix the candle to a (cork board) wall so that it will burn without dripping wax 13
  14. 14. The Candle problem S. Glucksburgh (1962) used the candle problem to investigate the impact of incentives on a group level Two groups 1. The faster you solve this problem the more money you get (incentivised) 2. Time to establish norms how much it takes to solve this problem (no incentives) 14
  15. 15. The non-incentivised group (2) did it on a significant faster time compared with group (1). 15 Set area descriptor | Sub level 1 The Candle problem Outcome
  16. 16. Incentive experiment from MIT Group and individual levels (students) Grouped into three levels of rewards (money) Tasks and challenges ranged from different types: Physical tasks, mechanical, word puzzles, spatial puzzles, memorising strings of digits etc. 16
  17. 17. Incentive experiment from MIT Outcome As long as the task involved used only mechanical skills – bonus worked as expected Higher pay = better performance But once you get above rudimentary cognitive skills – it is the other way around Performance was bad – i.e. highest reward group performed worst. 17
  18. 18. Some rather strong indications from research
  19. 19. Extrinsic motivation such as incentives works fine when tasks are...
  20. 20. BUT Extrinsic motivation such as incentives does not work well when tasks are....
  21. 21. How could that be? ..Wait it gets worse....
  22. 22. Extrinsic motivation does not support creativity (T. Amabile et al.) The intrinsic motivation principle “Specifies that intrinsic motivation (derived from interest and enjoyment of the activity itself) is conducive to creativity, While extrinsic motivation (directed at a goal separate from the task) can be detrimental.” 24
  23. 23. And even worse....
  24. 24. Incentives (i.e. extrinsic motivation) does not support.... (A.Kohn) Harvard Bussiness Review, WHY INCENTIVE PLANS CANNOT WORK • learning, • performance • ...and personal satisfaction • ….and does not change culture (you may want) 26
  25. 25. All right...somewhat hard to accept... So lets go for intrinsic motivation – everything to win BUT what to do?
  26. 26. Research indicate four factors that drive intrinsic motivation, support creativity – AND improve performance, enhance personal satisfaction Autonomy – the desire to be self- directed, which creates also increased engagement and collaboration Mastery – the desire to get better at things Purpose – the desire to see, and be involved in the larger picture, and not entirely be profit maximisers. Feedback - recognition 28
  27. 27. Some examples when these four factor are combined 29 Open Source Development Lab and Linux Foundation
  28. 28. What to consider Some reflections from research (my personal view) • Creativity, innovation and excellence – are the natural results of helping people experience intrinsic motivation. 30 OK – what could be guiding principles since this is not easy….
  29. 29. What to consider Some reflections from research (my personal view) • Pay people enough – and put the issue of extrinsic motivation off the table. • Nurture intrinsic motivation (through the four factors) - since it is the rocket fuel for scientific curiosity that will support creativity • Be mindful of what extrinsic motivation is expected to achieve. • Then add to that, (as Lebby & Kohn argue) provide: • Choice – employees able to participate in decisions • Collaboration – secure exchange of knowledge and ideas of teams • Content – refers to what people are asked to do: as F. Hertzberg said - ”If you want people motivated to do a good job, give them a good job to do.” 31
  30. 30. How does this research findings relates to AZ on going culture change?
  31. 31. In my mind there are several implications • Learner Player concept – support intrinsic motivation and vice versa • Intrinsic motivation is a KEY vehicle for sustainable cultural change 33
  32. 32. Discussion - What do you think?
  33. 33. For those who would like know more.... You Tube Dan Pink - The surprising truth about what motivates us 35 Set area descriptor | Sub level 1
  34. 34. Thank you for your attention