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Christine Kunzmann, Andreas Schmidt


                             The MATURE Model
                                   for Analyzing
                            Motivational Aspects
                                       Revisited




                                        MATEL 2012
                                  September 19, 2012
http://mature-ip.eu
                                        Saarbrücken
Current situation


▪ Motivational aspects have been realized as important
  factors in knowledge management activities

   • failures of technology-driven or top-down initiatives

   • change of individual value systems

   • and we have a large share of knowledge workers


▪ But there is hardly any clue how to do it systematically



                                                             2
                                                                 2
Context


▪ Results of four years research as part of the MATURE
  project

▪ Goal: how to systematically include motivational
  aspects into knowledge maturing support (i.e.,
  collaborative knowledge development)

▪ Socio-technical perspective:
  how to intervene into socio-technical environments?




                                                         3
                                                             3
General approach taken




                         4
                             4
General approach taken (II)


▪ Empirical analysis of real-world practices
   • Ethnographically informed studies
   • Large-scale expert interview studies
   • In-depth case studies
▪ Design activities
   • Iterative and participatory design
▪ Evaluation activities
   • Formative and summative evalution activities
▪ Consulting activities
   • Applying concepts and approaches in practices
   • Outside the frame of the research project


                                                     5
                                                         5
Key characteristics


▪ An analytical framework

▪ Designed to be easy to understand and relevant to
  workplace reality

▪ Focuses in the first place on observable barriers

▪ But is linked to possible measures




                                                      6
                                                          6
7
    7
Measures: Individual Factors


▪ Interests, Values, Needs
   • Interests: create room for pursuing individual interests
   • Values: align organizational actions with individual value
     systems
   • Needs: take needs (such as experiencing autonomy,
     competence, and social relatedness) into account when
     introducing new tools


▪ Capability
   • Whole range of human resource development, such as training,
     support for peer learning, job rotation/enrichment etc.
   • Design tools that respond to the current capabilities


                                                                  8
                                                                      8
Measures: Interpersonal Factors


▪ Cooperative Factors
   • Create incentive structures influencing the economics of
     cooperation
   • Create transparency to establish a trust culture
   • Better understanding of own‘s one role


▪ Affective factors
   • Hard to tackle at the workplace
   • Possibly
      • Team building
      • Getting to know each other‘s environments
      • Group coaching


                                                                9
                                                                    9
Measures: Work Environment


▪ Infrastructure
   • Provide the right tools: shared folders, communication tools,
     blogs, microblogging, wikis etc.
   • Make them usable
   • Align private and professional IT usage (integration, BYOD)
   • Appropriate introduction and support
▪ Organizational Factors
   • Development of organizational culture through fostering
      •   Mutual trust and empathy
      •   Accessibility of opportunities for helping others
      •   Allowing for mistakes
      •   Openness & transparency
      •   Appreciation of ideas and proactiveness

                                                                     10
                                                                          10
And it matters which kind of
  knowledge we develop!
                               11
                                    11
Conclusions


▪ Initial analytical model has remained stable, but we
  clarified several aspects
   • Gathered a lot of empirical evidence


▪ We have moved from pure analysis to guidance for
  interventions
   • But context matters!


▪ Now we move from science to practice
  as part of a European consulting network
  http://knowledge-maturing.com

                                                         12
                                                              12
http://knowledge-maturing.com   13
                                     13
Outlook & Contact


Knowledge Maturing Consulting Network
http://knowledge-maturing.com


             Christine Kunzmann
             Researcher and Consultant
             Kompetenzorientierte Personalentwicklung
             http://consulting.knowledge-maturing.com
             ck@knowledge-maturing.com

             Andreas Schmidt
             Professor for Enterprise Social Media & Mobile Business
             Scientific Coordinator MATURE
             Karlsruhe University of Applied Sciences
             andreas_peter.schmidt@hs-karlsruhe.de
             http://andreas.schmidt.name
                                                                       14
                                                                            14

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The MATURE Motivational Model Revisited

  • 1. Christine Kunzmann, Andreas Schmidt The MATURE Model for Analyzing Motivational Aspects Revisited MATEL 2012 September 19, 2012 http://mature-ip.eu Saarbrücken
  • 2. Current situation ▪ Motivational aspects have been realized as important factors in knowledge management activities • failures of technology-driven or top-down initiatives • change of individual value systems • and we have a large share of knowledge workers ▪ But there is hardly any clue how to do it systematically 2 2
  • 3. Context ▪ Results of four years research as part of the MATURE project ▪ Goal: how to systematically include motivational aspects into knowledge maturing support (i.e., collaborative knowledge development) ▪ Socio-technical perspective: how to intervene into socio-technical environments? 3 3
  • 5. General approach taken (II) ▪ Empirical analysis of real-world practices • Ethnographically informed studies • Large-scale expert interview studies • In-depth case studies ▪ Design activities • Iterative and participatory design ▪ Evaluation activities • Formative and summative evalution activities ▪ Consulting activities • Applying concepts and approaches in practices • Outside the frame of the research project 5 5
  • 6. Key characteristics ▪ An analytical framework ▪ Designed to be easy to understand and relevant to workplace reality ▪ Focuses in the first place on observable barriers ▪ But is linked to possible measures 6 6
  • 7. 7 7
  • 8. Measures: Individual Factors ▪ Interests, Values, Needs • Interests: create room for pursuing individual interests • Values: align organizational actions with individual value systems • Needs: take needs (such as experiencing autonomy, competence, and social relatedness) into account when introducing new tools ▪ Capability • Whole range of human resource development, such as training, support for peer learning, job rotation/enrichment etc. • Design tools that respond to the current capabilities 8 8
  • 9. Measures: Interpersonal Factors ▪ Cooperative Factors • Create incentive structures influencing the economics of cooperation • Create transparency to establish a trust culture • Better understanding of own‘s one role ▪ Affective factors • Hard to tackle at the workplace • Possibly • Team building • Getting to know each other‘s environments • Group coaching 9 9
  • 10. Measures: Work Environment ▪ Infrastructure • Provide the right tools: shared folders, communication tools, blogs, microblogging, wikis etc. • Make them usable • Align private and professional IT usage (integration, BYOD) • Appropriate introduction and support ▪ Organizational Factors • Development of organizational culture through fostering • Mutual trust and empathy • Accessibility of opportunities for helping others • Allowing for mistakes • Openness & transparency • Appreciation of ideas and proactiveness 10 10
  • 11. And it matters which kind of knowledge we develop! 11 11
  • 12. Conclusions ▪ Initial analytical model has remained stable, but we clarified several aspects • Gathered a lot of empirical evidence ▪ We have moved from pure analysis to guidance for interventions • But context matters! ▪ Now we move from science to practice as part of a European consulting network http://knowledge-maturing.com 12 12
  • 14. Outlook & Contact Knowledge Maturing Consulting Network http://knowledge-maturing.com Christine Kunzmann Researcher and Consultant Kompetenzorientierte Personalentwicklung http://consulting.knowledge-maturing.com ck@knowledge-maturing.com Andreas Schmidt Professor for Enterprise Social Media & Mobile Business Scientific Coordinator MATURE Karlsruhe University of Applied Sciences andreas_peter.schmidt@hs-karlsruhe.de http://andreas.schmidt.name 14 14