1) The document discusses moving from Motivation 2.0, which relies on extrinsic rewards and punishments, to Motivation 3.0, which recognizes humans' intrinsic drives for autonomy, mastery, and purpose.
2) Motivation 3.0 is better suited for today's workforce as it encourages creativity needed for non-routine work rather than just compliance.
3) Providing autonomy over tasks, time, teams and techniques while also supporting mastery and purpose maximizes employee motivation, performance and well-being.
Individuals and organizations use various techniques to motivate behavior. At the individual level, behaviors are shaped by needs, significant others, environment, and heredity. Common motivation theories explored include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs for achievement, power and affiliation, and expectancy theory. Organizations seek to motivate through job design, rewards and recognition, while the influence of leaders is also important in shaping behaviors and motivation.
Maslow's hierarchy of needs theorizes that people are motivated to fulfill basic physiological needs before moving up the pyramid to satisfy safety, social, esteem, and self-actualization needs. McGregor's Theory X assumes employees dislike work and need close supervision, while Theory Y believes employees can self-motivate and direct themselves if given responsibility. Effective motivation techniques include encouraging teamwork, welcoming ideas, prioritizing work-life balance, and learning what intrinsically motivates each employee. Motivation leads to improved performance, reduced turnover, and a stable workforce.
The document summarizes key points from Stephen Covey's book "7 Habits of Highly Effective People". It discusses the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. For each habit, it provides an overview of the concept and supporting principles such as developing a personal mission statement, prioritizing tasks, empathic listening, and balancing renewal across physical, spiritual, mental and social dimensions.
This document compares growth and performance cultures and outlines some of their key differences. A growth culture focuses on helping employees develop their potential through continuous learning, experimentation, and feedback. Mistakes are seen as opportunities to learn. A performance culture emphasizes short-term goals, measuring winners and losers, and weeding out underperformers. The document argues that a blend of individual and organizational components like a safe work environment, learning, experimentation, and feedback can help create an ideal growth culture where teams and employees can thrive.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
Managing Oneself And Reflective Practise Drucker HackettNaomi Smith
The document discusses the importance of self-reflection and managing oneself effectively. It emphasizes the need to understand your strengths, values, and how you perform best. Some key aspects covered include conducting self-assessments to identify your strengths and learning style, determining if you work best as a decision-maker or advisor, and using critical reflection to avoid arrogance and take informed actions. The overall message is that managing yourself well requires honesty about your abilities and continuously working to improve your performance.
This document provides information on unlocking creativity in the workplace. It discusses motivation, job enrichment, leadership, and training and development as key factors that can unlock individual creativity. It also presents a case study of how the North Eastern Electric Power Corporation Ltd. implemented various initiatives like corporate restructuring and training to motivate its workforce and unlock their creativity after facing challenges with workforce stagnation and low morale.
A short one hour presentation looking at the 5 biggest myths of employee development including performance management and talent management which are ineffective if not destructive in terms of creating a high functioning workplace. Too many businesses subscribe to these myths.
Individuals and organizations use various techniques to motivate behavior. At the individual level, behaviors are shaped by needs, significant others, environment, and heredity. Common motivation theories explored include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs for achievement, power and affiliation, and expectancy theory. Organizations seek to motivate through job design, rewards and recognition, while the influence of leaders is also important in shaping behaviors and motivation.
Maslow's hierarchy of needs theorizes that people are motivated to fulfill basic physiological needs before moving up the pyramid to satisfy safety, social, esteem, and self-actualization needs. McGregor's Theory X assumes employees dislike work and need close supervision, while Theory Y believes employees can self-motivate and direct themselves if given responsibility. Effective motivation techniques include encouraging teamwork, welcoming ideas, prioritizing work-life balance, and learning what intrinsically motivates each employee. Motivation leads to improved performance, reduced turnover, and a stable workforce.
The document summarizes key points from Stephen Covey's book "7 Habits of Highly Effective People". It discusses the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. For each habit, it provides an overview of the concept and supporting principles such as developing a personal mission statement, prioritizing tasks, empathic listening, and balancing renewal across physical, spiritual, mental and social dimensions.
This document compares growth and performance cultures and outlines some of their key differences. A growth culture focuses on helping employees develop their potential through continuous learning, experimentation, and feedback. Mistakes are seen as opportunities to learn. A performance culture emphasizes short-term goals, measuring winners and losers, and weeding out underperformers. The document argues that a blend of individual and organizational components like a safe work environment, learning, experimentation, and feedback can help create an ideal growth culture where teams and employees can thrive.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
Managing Oneself And Reflective Practise Drucker HackettNaomi Smith
The document discusses the importance of self-reflection and managing oneself effectively. It emphasizes the need to understand your strengths, values, and how you perform best. Some key aspects covered include conducting self-assessments to identify your strengths and learning style, determining if you work best as a decision-maker or advisor, and using critical reflection to avoid arrogance and take informed actions. The overall message is that managing yourself well requires honesty about your abilities and continuously working to improve your performance.
This document provides information on unlocking creativity in the workplace. It discusses motivation, job enrichment, leadership, and training and development as key factors that can unlock individual creativity. It also presents a case study of how the North Eastern Electric Power Corporation Ltd. implemented various initiatives like corporate restructuring and training to motivate its workforce and unlock their creativity after facing challenges with workforce stagnation and low morale.
A short one hour presentation looking at the 5 biggest myths of employee development including performance management and talent management which are ineffective if not destructive in terms of creating a high functioning workplace. Too many businesses subscribe to these myths.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
Personal Mastery Programs is a team based in Michigan that aims to transform organizations by helping individuals achieve personal growth and commit to shared visions and goals. They do this through workshops and months of coaching to create sustainable breakthroughs in effectiveness. The document outlines various exercises and concepts discussed in a conference to help participants strengthen their commitments, clarify visions, and develop strategies for achieving goals through overcoming challenges to their "success strategies".
The 7 habits of highly effective people slideshare-31-10-2010CMA Tapan Kumar Dhar
This document summarizes Stephen Covey's book "The Seven Habits of Highly Effective People". It discusses the seven habits and their principles. Habit 1 is being proactive by focusing on things within your circle of influence. Habit 2 involves beginning with the end in mind by creating a personal mission statement. Habit 3 is putting first things first by prioritizing important tasks.
There are three primary types of teams: functional teams, cross-functional teams, and self-managed teams. Functional teams consist of employees from the same department working toward shared objectives. Cross-functional teams include members from different departments with various expertise working to achieve a common goal. Self-managed teams are relatively autonomous, with members sharing or rotating leadership and holding each other mutually accountable for performance goals.
Motivation is important for employees and organizations to achieve goals. Managers can motivate employees through reinforcement like rewards for good performance or avoidance of negative outcomes for bad performance. Theories like Maslow's hierarchy of needs and Adams' equity theory provide frameworks for understanding employee motivation. Managers should consider an employee's individual needs and ensure fair treatment to maintain motivation. Motivating a diverse workforce requires flexibility in rewards, schedules, and accounting for cultural differences. Pay-for-performance and open-book management can also increase motivation.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
This document provides information about Seta A. Wicaksana, including her credentials, positions, and areas of expertise. It lists that she is on the Performance and HR Committee at BPJS Ketenagakerjaan, founder and director of Humanika Consulting, overseer of the Humanika Education Foundation of Indonesia, author of a book published in 2016, trainer and psychologist at Humanika Consulting, developer of assessment tools, guest on radio shows, lecturer at Universitas Pancasila, and pursuing a doctorate in economics and business. It also outlines her educational background in psychology from Universitas Indonesia and military academy.
Core flow paper clip no 1 on psycological safety 25032020Nels Karsvang
Joe often interrupts others during weekly project meetings to present his arguments before they have a chance to speak. The document provides suggestions for how to address this situation by getting different perspectives and making people feel comfortable sharing their views. It recommends the project manager ask Peter and Janet for their input after Joe speaks, in order to make them feel valued and ensure psychological safety where all colleagues respect each other and feel able to speak candidly.
2020 MBA CBS navigating change Keynote by Nels KarsvangNels Karsvang
1. The document discusses various approaches and concepts related to navigating change, including changing oneself and one's perceptions. It addresses the constant nature of change and the need for new skills and flexible leadership.
2. The document outlines different change approaches like "zipping the zipper" and viewing change as a social movement or "cloud work." It also discusses situational leadership and how to match leadership styles to employees' competence and commitment levels.
3. Emotions are discussed as an important factor to acknowledge during change processes. The power of emotions and perceiving only parts of what is there based on one's existing knowledge are also addressed.
1) Visioneering is the process of receiving a God-given dream and making it compelling enough to mobilize others to help realize and implement it over time.
2) Producing a great vision requires embracing God's power and having confident expectation that God has prepared good works. A strong vision is God-ordained, memorable, inspiring, and can be broken into achievable goals.
3) The vision-making process involves creative brainstorming, identifying champions, communicating the vision, assessing progress, and action planning with priorities and timelines.
This document outlines an agenda and materials for a training on leading change for the Nevada Department of Health and Human Services. The agenda includes four sessions on leadership, the progress principle, the book "Switch", and organizational citizenship. Attendees are instructed to add two items after each session to a list of changes they need to make and to prioritize the top two changes in a wrap-up session. The document provides summaries and exercises for each session topic.
Leaders are constantly looking for ways to improve results, performance and deliver results within their teams in any organisations. Leaders looking for the edge explore latest theories and fads and lately we have seen a move towards authentic leadership.
As the progress of the Nation’s Vision 2035 for organisations in Brunei Darussalam advances towards technology’s heightened quality, it could be realized how leadership style also follows the trend. In our ever-changing and dynamic nature of business, authentic leaders take center stage as they guide organisations and their teams to produce sustainable and consistently good performance. Authentic leaders have been around for decades but has recently been brought into focus as the theory by their success. They carries the trend somewhat as they are viewed as real and compelling to their followers.
Mistrust of leaders in power brings cynicism from employees and creates a workforce that is largely non-committed and disengaged. In the discussion that follows, understanding these leadership developments and improvements through critical refection in carrying out projects are to be discussed. In addition, the effectiveness of the leadership strategies used in my organisation is reflected upon team’s performance in completing a project.
Can I become an authentic leader? What are the challenges I face currently? How can I harness the benefits of being an authentic leader? These are the questions that shall be demystified, hence making a best practice and guidelines in becoming an authentic leaders.
- Organizational behavior is the interdisciplinary study of human behavior in organizational settings, drawing from psychology, sociology, and anthropology.
- It examines individual, group, and organizational level factors that impact behavior and performance. The goal is to apply evidence-based theories to improve organizational effectiveness.
- While organizational behavior incorporates some subjective elements, it aims to study human behavior scientifically and apply empirical findings to optimize people management in a way that benefits both individuals and organizations.
This document provides an overview of career transitions and planning. It discusses the changing employment landscape with shorter job tenures. It emphasizes defining success on your own terms and having flexibility. The document provides advice on developing leadership skills, cultivating strong character, resolving conflicts, learning from mentors, networking, and continual self-improvement. It stresses the importance of practical skills like communication, social media presence, and understanding workplace politics. The conclusion encourages attendees that healthcare can be a rewarding career.
This document discusses understanding human behavior. It explains that human behavior is influenced by both innate human nature and individual experiences and environment. Understanding human behavior requires a scientific approach, and factors like personality, motivation, and communication within organizations are important to consider. Effective management now focuses on treating employees as individuals with feelings that impact their work.
The document discusses the importance of taking responsibility for one's life and actions. It suggests that life is 30% circumstances and 70% attitude. Taking responsibility means choosing how to respond to circumstances rather than feeling victimized. This can improve self-confidence, productivity, sense of achievement and ability to influence others. The document emphasizes developing control over one's personality and choosing one's responses wisely. It discusses the importance of prioritizing what you can offer through your abilities rather than simply expecting benefits and recognizing problems as opportunities to grow.
This document discusses intrinsic motivation and how it relates to gamification. It defines intrinsic motivation as doing an activity for its own sake rather than for external rewards. Extrinsic motivation involves doing something to get a separable outcome.
The document proposes that intrinsic motivation comes from four factors: relatedness, autonomy, mastery, and purpose. It defines each of these factors and gives examples of how they can be supported through gamification.
It introduces the RAMP model, which depicts these four intrinsic motivators as layers in supporting long-term engagement. The document argues that while extrinsic rewards have their place, intrinsic motivation through relatedness, autonomy, mastery and purpose is key to sustained participation.
This document summarizes a presentation on building a culture of motivation. It discusses:
1. The costs of disengaged employees to businesses in lost productivity.
2. The difference between motivation, which drives employees, and engagement, which is the extent employees are plugged into their work.
3. Actions and behaviors of motivated employees like giving 100% effort and being proactive.
4. Actions of engaged employees like using their talents daily and having emotional commitment.
5. Focusing on intrinsic rather than extrinsic motivators like autonomy, mastery, and purpose to better engage conceptual thinkers.
The document summarizes key points from Daniel Pink's book "Drive" which argues that traditional carrot-and-stick motivational techniques are often ineffective and can diminish performance, creativity, and well-being. Pink proposes an alternative model of motivation called "Motivation 3.0" which is driven by autonomy, mastery, and purpose. The document outlines Pink's three elements of intrinsic motivation and provides examples of how organizations can foster autonomy, mastery, and purpose to encourage more creative, engaged work from employees.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
Personal Mastery Programs is a team based in Michigan that aims to transform organizations by helping individuals achieve personal growth and commit to shared visions and goals. They do this through workshops and months of coaching to create sustainable breakthroughs in effectiveness. The document outlines various exercises and concepts discussed in a conference to help participants strengthen their commitments, clarify visions, and develop strategies for achieving goals through overcoming challenges to their "success strategies".
The 7 habits of highly effective people slideshare-31-10-2010CMA Tapan Kumar Dhar
This document summarizes Stephen Covey's book "The Seven Habits of Highly Effective People". It discusses the seven habits and their principles. Habit 1 is being proactive by focusing on things within your circle of influence. Habit 2 involves beginning with the end in mind by creating a personal mission statement. Habit 3 is putting first things first by prioritizing important tasks.
There are three primary types of teams: functional teams, cross-functional teams, and self-managed teams. Functional teams consist of employees from the same department working toward shared objectives. Cross-functional teams include members from different departments with various expertise working to achieve a common goal. Self-managed teams are relatively autonomous, with members sharing or rotating leadership and holding each other mutually accountable for performance goals.
Motivation is important for employees and organizations to achieve goals. Managers can motivate employees through reinforcement like rewards for good performance or avoidance of negative outcomes for bad performance. Theories like Maslow's hierarchy of needs and Adams' equity theory provide frameworks for understanding employee motivation. Managers should consider an employee's individual needs and ensure fair treatment to maintain motivation. Motivating a diverse workforce requires flexibility in rewards, schedules, and accounting for cultural differences. Pay-for-performance and open-book management can also increase motivation.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
This document provides information about Seta A. Wicaksana, including her credentials, positions, and areas of expertise. It lists that she is on the Performance and HR Committee at BPJS Ketenagakerjaan, founder and director of Humanika Consulting, overseer of the Humanika Education Foundation of Indonesia, author of a book published in 2016, trainer and psychologist at Humanika Consulting, developer of assessment tools, guest on radio shows, lecturer at Universitas Pancasila, and pursuing a doctorate in economics and business. It also outlines her educational background in psychology from Universitas Indonesia and military academy.
Core flow paper clip no 1 on psycological safety 25032020Nels Karsvang
Joe often interrupts others during weekly project meetings to present his arguments before they have a chance to speak. The document provides suggestions for how to address this situation by getting different perspectives and making people feel comfortable sharing their views. It recommends the project manager ask Peter and Janet for their input after Joe speaks, in order to make them feel valued and ensure psychological safety where all colleagues respect each other and feel able to speak candidly.
2020 MBA CBS navigating change Keynote by Nels KarsvangNels Karsvang
1. The document discusses various approaches and concepts related to navigating change, including changing oneself and one's perceptions. It addresses the constant nature of change and the need for new skills and flexible leadership.
2. The document outlines different change approaches like "zipping the zipper" and viewing change as a social movement or "cloud work." It also discusses situational leadership and how to match leadership styles to employees' competence and commitment levels.
3. Emotions are discussed as an important factor to acknowledge during change processes. The power of emotions and perceiving only parts of what is there based on one's existing knowledge are also addressed.
1) Visioneering is the process of receiving a God-given dream and making it compelling enough to mobilize others to help realize and implement it over time.
2) Producing a great vision requires embracing God's power and having confident expectation that God has prepared good works. A strong vision is God-ordained, memorable, inspiring, and can be broken into achievable goals.
3) The vision-making process involves creative brainstorming, identifying champions, communicating the vision, assessing progress, and action planning with priorities and timelines.
This document outlines an agenda and materials for a training on leading change for the Nevada Department of Health and Human Services. The agenda includes four sessions on leadership, the progress principle, the book "Switch", and organizational citizenship. Attendees are instructed to add two items after each session to a list of changes they need to make and to prioritize the top two changes in a wrap-up session. The document provides summaries and exercises for each session topic.
Leaders are constantly looking for ways to improve results, performance and deliver results within their teams in any organisations. Leaders looking for the edge explore latest theories and fads and lately we have seen a move towards authentic leadership.
As the progress of the Nation’s Vision 2035 for organisations in Brunei Darussalam advances towards technology’s heightened quality, it could be realized how leadership style also follows the trend. In our ever-changing and dynamic nature of business, authentic leaders take center stage as they guide organisations and their teams to produce sustainable and consistently good performance. Authentic leaders have been around for decades but has recently been brought into focus as the theory by their success. They carries the trend somewhat as they are viewed as real and compelling to their followers.
Mistrust of leaders in power brings cynicism from employees and creates a workforce that is largely non-committed and disengaged. In the discussion that follows, understanding these leadership developments and improvements through critical refection in carrying out projects are to be discussed. In addition, the effectiveness of the leadership strategies used in my organisation is reflected upon team’s performance in completing a project.
Can I become an authentic leader? What are the challenges I face currently? How can I harness the benefits of being an authentic leader? These are the questions that shall be demystified, hence making a best practice and guidelines in becoming an authentic leaders.
- Organizational behavior is the interdisciplinary study of human behavior in organizational settings, drawing from psychology, sociology, and anthropology.
- It examines individual, group, and organizational level factors that impact behavior and performance. The goal is to apply evidence-based theories to improve organizational effectiveness.
- While organizational behavior incorporates some subjective elements, it aims to study human behavior scientifically and apply empirical findings to optimize people management in a way that benefits both individuals and organizations.
This document provides an overview of career transitions and planning. It discusses the changing employment landscape with shorter job tenures. It emphasizes defining success on your own terms and having flexibility. The document provides advice on developing leadership skills, cultivating strong character, resolving conflicts, learning from mentors, networking, and continual self-improvement. It stresses the importance of practical skills like communication, social media presence, and understanding workplace politics. The conclusion encourages attendees that healthcare can be a rewarding career.
This document discusses understanding human behavior. It explains that human behavior is influenced by both innate human nature and individual experiences and environment. Understanding human behavior requires a scientific approach, and factors like personality, motivation, and communication within organizations are important to consider. Effective management now focuses on treating employees as individuals with feelings that impact their work.
The document discusses the importance of taking responsibility for one's life and actions. It suggests that life is 30% circumstances and 70% attitude. Taking responsibility means choosing how to respond to circumstances rather than feeling victimized. This can improve self-confidence, productivity, sense of achievement and ability to influence others. The document emphasizes developing control over one's personality and choosing one's responses wisely. It discusses the importance of prioritizing what you can offer through your abilities rather than simply expecting benefits and recognizing problems as opportunities to grow.
This document discusses intrinsic motivation and how it relates to gamification. It defines intrinsic motivation as doing an activity for its own sake rather than for external rewards. Extrinsic motivation involves doing something to get a separable outcome.
The document proposes that intrinsic motivation comes from four factors: relatedness, autonomy, mastery, and purpose. It defines each of these factors and gives examples of how they can be supported through gamification.
It introduces the RAMP model, which depicts these four intrinsic motivators as layers in supporting long-term engagement. The document argues that while extrinsic rewards have their place, intrinsic motivation through relatedness, autonomy, mastery and purpose is key to sustained participation.
This document summarizes a presentation on building a culture of motivation. It discusses:
1. The costs of disengaged employees to businesses in lost productivity.
2. The difference between motivation, which drives employees, and engagement, which is the extent employees are plugged into their work.
3. Actions and behaviors of motivated employees like giving 100% effort and being proactive.
4. Actions of engaged employees like using their talents daily and having emotional commitment.
5. Focusing on intrinsic rather than extrinsic motivators like autonomy, mastery, and purpose to better engage conceptual thinkers.
The document summarizes key points from Daniel Pink's book "Drive" which argues that traditional carrot-and-stick motivational techniques are often ineffective and can diminish performance, creativity, and well-being. Pink proposes an alternative model of motivation called "Motivation 3.0" which is driven by autonomy, mastery, and purpose. The document outlines Pink's three elements of intrinsic motivation and provides examples of how organizations can foster autonomy, mastery, and purpose to encourage more creative, engaged work from employees.
Seven Habits of Highly Effective PeopleTania Aslam
The document provides an overview of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the book's introduction, structure, key principles and the seven habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Each habit is explained in terms of its underlying principle and paradigm.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Motivation" and will show you how to recognize the "plateau-ed" performers in your team and what to do to re-engage them.
This document discusses ways to build accountable teams. It defines accountability as taking responsibility for one's actions and their consequences. It notes there are three meanings: accountability, responsibility, and commitment. It then outlines six tracks to develop accountability: 1) extending the perimeter of accountability; 2) developing empowerment; 3) developing a results-oriented culture; 4) encouraging innovation and risk-taking; 5) developing agility; and 6) redefining the manager's role to focus on communication, confidence, creation, and competency development through coaching. The overall message is that accountability is a process that requires empowering teams and focusing on collective goals and mutual accountability.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "The Plateau-ed Performer", you'll learn what causes a drop-off in performance and how you can use motivation to re-energise performance.
Motivation and Delegation Training for ManagersPlamen Petrov
Here are the key steps for giving constructive feedback:
1. Set the stage. Choose an appropriate time and place for the feedback conversation. Make sure the person is receptive.
2. Focus on behavior, not personality. Describe specific behaviors or actions you've observed objectively without judgment.
3. Describe the impact. Explain how the behaviors affect you, others or business results without accusations. Use "I" statements.
4. Ask for the person's perspective. Get their side of the story and understanding of the situation. Active listening is important.
5. Agree on specific actions. Jointly create an action plan for improvement including specific goals that are measurable. Set a timeline for review.
wk-3-vid-lec.mp4Week 3 Lecture 1 Problems in Person Percept.docxambersalomon88660
wk-3-vid-lec.mp4
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for .
Personal mastery is about empowering individuals through constant self-reflection and development. It involves continuously clarifying what is truly important through clarifying one's vision and understanding the gap between the current reality and that vision. This creative tension can then motivate people to address underlying beliefs that may be limiting their potential, such as a lack of self-worth or ability. With commitment to truth and by accessing one's subconscious mind, people can change limiting beliefs and empower themselves to achieve their vision. For organizations, fostering personal mastery requires investment, alignment around shared goals, and potentially reworking structures to give people freedom to pursue their visions. Exercises provided help individuals explore their deepest desires and clarify their core values to guide personal and
Week 3 Lecture 1 Problems in Person Perception”Salutations Clas.docxcockekeshia
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for him or her to unde.
This document discusses motivation in the workplace. It begins by noting that many organizations struggle to motivate employees despite trying various reward systems. It then explores what motivation is, categorizing it as intrinsic or extrinsic, and examining how motivation is linked to needs models. The document outlines specific behaviors organizations want to motivate, like performance and citizenship. It also discusses how to stimulate motivation, such as through goal-setting, meeting needs, responsibility, trust, and fostering self-motivation. The conclusion is that businesses often focus too much on financials without considering the human element of motivation.
Six tips of characteristics to build your effective change leadershipAndre Vonk
This document outlines six key characteristics of effective change leaders:
1. Low levels of anxiety and emotional stability. Change leaders must feel secure and be in a positive mood to adapt well to change.
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A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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drive.pdf
1. Drive
By Daniel H. Pink
Summary: The use of rewards and punishments to control our employees’
production is an antiquated way of managing people. To maximize their
enjoyment and productivity for 21st
century work, we need to upgrade our
thinking to include autonomy, mastery and purpose.
Part One – A New Operating System
Chapter 1 – The Rise and Fall of Motivation 2.0
Societies, like computers have operating systems - sets of assumptions and
protocols about how the world works and how humans behave that run beneath
our laws, economic arrangements and business practices. There are three:
• Motivation 1.0 – presumed that humans were biological creatures,
struggling to obtain our basic needs for food, security and sex.
• Motivation 2.0 – presumed that humans also responded to rewards and
punishments. That worked fine for routine tasks but incompatible with
how we organize what we do, how we think about what we do, and how
we do what we do. We need an upgrade.
• Motivation 3.0 – the upgrade we now need, presumes that humans also
have a drive to learn, to create, and to better the world.
Tasks can be divided into two categories:
• Algorithmic – a task which follows a set of established instructions down a
single pathway to one conclusion.
• Heuristic – a task that has no algorithm, you have to experiment with
possibilities and devise a novel solution.
In the U.S., only 30% of job growth comes from algorithmic work, while 70%
comes from heuristic work. A key reason: Routine work can be outsourced or
automated; artistic, empathic, non-routine work generally cannot.
External rewards and punishments can work nicely for algorithmic tasks but they
can be devastating for heuristic ones. Solving novel problems depends heavily
on the intrinsic motivation principle of creativity.
Chapter 2 – Seven Reasons Carrots & Sticks (Often) Don’t Work...
The starting point for any discussion of motivation in the workplace is a simple
fact of life: People have to earn a living. If employee compensation isn’t
2. Drive
Page 2 of 6
adequate or equitable, the focus will be on the unfairness of the situation.
Without fairness in baseline compensation you’ll get very little motivation at all.
But once we’re past that threshold, carrots and sticks can achieve precisely the
opposite of their intended aims. Rewards can transform an interesting task into
a drudge. They can turn play into work. Traditional “if-then” rewards can give
us less of what we want. They can:
• Extinguish intrinsic motivation,
• Diminish performance,
• Crush creativity, and
• Crowd out good behavior.
• Encourage cheating, shortcuts and unethical behavior
• Become addictive, and
• Foster short-term thinking.
These are the bugs in our current operating system. For those driven by intrinsic
motivation – the drive to do something because it is interesting, challenging, and
absorbing – is essential for high levels of creativity.
Goals that people set for themselves and that are devoted to attaining mastery
are usually healthy. But goals imposed by others – sales targets, quarterly
returns, standardized test scores, etc. – can sometimes have dangerous side
effects.
The problem with making an extrinsic reward the only destination that matters is
that some people will choose the quickest route there, even if it means taking
the low road.
In contrast, when the reward is the activity itself – deepening learning, delighting
customers, doing one’s best – there are no shortcuts. The only route to the
destination is the high road.
Chapter 2a - ... and the Special Circumstances When They Do
Carrots and sticks aren’t all bad. They can be effective for rule-based routine
tasks – because there’s little intrinsic motivation to undermine and not much
creativity to crush. You’ll increase your chances of success using rewards for
routine tasks if you:
• Offer rationale for why the task is necessary. A job that is not inherently
interesting can become more meaningful if it’s a part of a larger purpose.
• Acknowledge that the task is boring.
• Allow people to complete the task their own way (autonomy).
3. Drive
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For non-routine conceptual tasks, rewards are more perilous – particularly those
of the “if-then” variety.
But “now that” rewards – non-contingent rewards given after the task is
complete – can sometimes be okay for more creative work. If tangible rewards
are given unexpectedly to people after they have finished a task, the rewards are
less likely to be experienced as the reason for doing the task and are thus less
likely to be detrimental to intrinsic motivation.
You’ll do even better for rewarding non-routine, creative work if you follow two
more guidelines:
• Consider non-tangible rewards. Praise and positive feedback are much
less corrosive than cash and trophies.
• Provide useful information. Give people meaningful information about
their work. The more feedback focuses on specifics and the more praise
is about effort and strategy rather than about achieving a particular
outcome – the more effective it can be.
Chapter 3 – Type I and Type X
Motivation 2.0 depended on and fostered Type X (Extrinsic) behavior – behavior
fueled more by extrinsic desires than intrinsic ones and concerned less with the
inherent satisfaction of an activity and more with the external rewards to which
an activity leads.
Self-Determination theory argues that we have three innate psychological needs
– competence, autonomy and relatedness. When those needs are satisfied,
we’re motivated, productive and happy. When they’re thwarted, our motivation,
productivity, and happiness plummet. Therefore we should focus our efforts on
creating environments for our innate psychological needs to flourish.
Motivation 3.0, the upgrade that’s necessary for the smooth functioning of
twenty-first century business, depends on and fosters Type I (Intrinsic) behavior.
Type I behavior concerns itself less with the external rewards and activity brings
and more with the inherent satisfaction of the activity itself.
• For Type X’s the main motivator is external rewards; any deeper
satisfaction is welcome but secondary.
• For Type I’s, the main motivator is the freedom, challenge, and purpose
of the undertaking itself; any other gains are welcome, but mainly as a
bonus.
• Type I behavior is made, not born. These behavior patterns aren’t fixed
traits. Any Type X can become a Type I.
4. Drive
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• For Type X’s, money is the motivation for doing the work. As long as a
Type I’s compensation is perceived to be fair, money is secondary.
• Type I’s almost always outperform Type X’s in the long run. Intrinsically
motivated people usually achieve more than their reward-seeking
counterparts.
• Type I behavior promotes greater physical and mental well-being. They
have higher self-esteem, better interpersonal relationships, and greater
general well-being than those who are extrinsically motivated.
For professional success and personal fulfillment, we need to move ourselves
and our colleagues from Type X to Type I. Type I behavior leads to stronger
performance, greater health, and higher overall well-being.
Part Two – The Three Elements
Chapter 4 – Autonomy
Our “default setting” is to be autonomous and self-directed. Unfortunately,
circumstances – including outdated notions of “management” – often conspire to
change that default setting and turn us from Type I to Type X.
ROWE- Results-Only Work Environment – people don’t have schedules. They
show up when they want. They don’t have to be in the office at a certain time –
or any time for that matter. They just have to get their work done. How they
do it, when they do it and where they do it is up to them.
Autonomy is different from independence. It means acting with choice – which
means we can be both autonomous and happily interdependent with others.
A sense of autonomy has a powerful effect on individual performance and
attitude. A Cornell University study on workers autonomy at 320 small
businesses discovered that businesses that offered autonomy grew at four times
the rate of the control-oriented firms and had one-third the turnover.
To encourage Type I behavior, and the high performance it enables, the first
requirement is autonomy. People need autonomy over:
• Task – What they do,
• Time – When they do it,
• Team – Who they do it with and
• Technique – How they do it.
Encouraging autonomy doesn’t mean discouraging accountability. People must
be accountable for their work. Motivation 3.0 presumes that people want to be
accountable and having control over their task, time, team and technique is a
pathway to that destination.
5. Drive
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Companies that offer autonomy generally outperform their competitors. 3M’s
president and chairman in the 1930s and 1940s summarized it best: “Hire good
people, and leave them alone.”
Chapter 5 – Mastery
While Motivation 2.0 (control) required compliance, Motivation 3.0 (autonomy)
demands engagement. Only engagement can produce mastery – becoming
better at something that matters. Solving complex problems requires an
inquiring mind and the willingness to experiment one’s way to a fresh solution.
The pursuit of mastery has become essential to making one’s way in the
economy.
Mastery begins with “flow” – optimal experiences when the challenges we face
are exquisitely matched to our abilities. In flow,
• Goals become crystal clear and efforts to achieve them are very black and
white.
• People live so deeply engaged, that their sense of time, place and even
self melt away.
Flow is essential to mastery; but flow doesn’t guarantee mastery. Flow happens
in a moment; mastery unfolds over months, years, sometimes decades.
Mastery abides by three peculiar rules:
• Mastery is a mindset: It requires the capacity to see your abilities not as
finite, but as infinitely improvable. Type I behavior has an incremental
theory of intelligence, prizes learning goals over performance goals and
welcomes effort as a way to improve at something that matters.
• Mastery is pain: It demands effort, grit and deliberate practice. As
wonderful as flow is, the path to mastery – becoming ever better at
something you care about – is a difficult process over a long period of
time.
• Mastery is an asymptote: It’s impossible to fully realize, which makes it
simultaneously frustrating and alluring.
Chapter 6 – Purpose
The first two legs of the Type I tripod, autonomy and mastery, are essential. But
for property balance we need a third leg – purpose, which provides a context for
its two mates.
The most deeply motivated people hitch their desires to a cause greater and
more enduring than themselves. Traditional businesses have long considered
6. Drive
Page 6 of 6
purpose ornamental – a perfectly nice accessory, so long as it didn’t get in the
way of making a profit. As an emotional catalyst, wealth maximization lacks the
power to fully mobilize human energies.
In Motivation 3.0, purpose maximization is taking its place alongside profit
maximization as an inspiration and a guiding principle. The new “purpose
motive” is expressing itself in three ways:
• In goals that use profits to reach purpose. Giving employees control over
how the organization gives back to the community might do more to
improve their overall satisfaction than one more “if-then” financial
incentive.
• In words that emphasize more than self-interest; and
• In policies that allow people to pursue purpose on their own terms.
One cannot lead a life that is truly excellent without feeling that one belongs to
something greater and more permanent than oneself.
People who are very high in extrinsic goals for wealth are more likely to attain
that wealth, but they’re still unhappy. Satisfaction depends on not merely having
goals, but on having the right goals – goals that are greater than their own self-
interest.
Motivation 3.0 doesn’t reject profits, but it places equal emphasis on purpose
maximization. This move to accompany profit maximization with purpose has
the potential to rejuvenate our businesses and remake our world.