Motivation: A Spectrum, Not a Switch

"People are entitled to joy in their work and a sense of ownership." - W. Edwards Deming

When we talk about motivation, it often gets boiled down to two types: extrinsic and intrinsic. Let's dig a little deeper. Intrinsic motivation is a complex, multi-dimensional concept that such a binary view can't capture. Understanding these nuances can provide more profound, more sustainable sources of motivation. This complexity aligns closely with Dr. W. Edwards Deming's System of Profound Knowledge, especially the psychology of motivation.

Autonomy

One key driver of intrinsic motivation is autonomy—the sense of control over one's actions and choices. When people feel in control of their actions, their intrinsic motivation increases; this sense of ownership and responsibility transforms tasks from obligations into engaging activities.

Over my 45 years of working with large organizations, I've seen more clearly than ever that quality leadership is the highest leverage strategy for driving improvement in any organization. An effective leader is essential for developing, articulating, and operationalizing the vision of any system. They ensure that all the parts work together in a coordinated fashion to achieve the organization's goals. In other words, great leaders foster autonomy. Dr. W. Edwards Deming emphasized that continual improvement "begins in the boardroom." This means that organizational improvement and learning are only possible with a dedicated commitment from leaders.

Deming was a big advocate of empowering workers to make decisions about their work, boosting their intrinsic motivation and productivity.

Competence

Feeling competent and mastering tasks is another critical factor in intrinsic motivation. Activities that allow us to build skills, overcome challenges, and feel effective are inherently rewarding. This competence not only boosts confidence but also encourages ongoing engagement and perseverance. Deming's emphasis on continuous improvement and learning within organizations aligns with his 14 Points for Management, mainly focusing on instituting training and education. By fostering environments where employees can constantly develop their skills and abilities, Deming's principles ensure that competence is continuously enhanced, leading to overall organizational improvement and success.

Relatedness

Humans are inherently social beings, and the need for relatedness—a sense of belonging and connection with others—is a powerful motivator. Activities that promote cooperation, social bonds, and community can significantly enhance intrinsic motivation. Deming's 14 Points, especially "Drive Out Fear" and "Break Down Barriers Between Departments," underscore the importance of relatedness in fostering a motivated and engaged workforce. By creating a culture of cooperation rather than competition, Deming's approach highlights how essential social connections drive organizational success and employee satisfaction.

Curiosity

Curiosity drives us to learn, explore, and understand the world. Whether seeking new experiences or gaining knowledge, this innate desire to discover can lead to deep intrinsic motivation. Engaging in activities that satisfy our curiosity is particularly rewarding. Deming's 14 Points, particularly "Institute Training on the Job" and "Encourage Education and Self-Improvement for Everyone," advocate for environments where employees are encouraged to ask questions and seek continuous improvement, thereby driving innovation and growth.

Interest and Enjoyment

Intrinsic motivation thrives on the pure enjoyment or interest in an activity. When we find something inherently pleasurable, we're driven to engage in it without needing external rewards. Deming's 14 Points, especially "Improve Constantly and Forever the System of Production and Service" and "Institute Leadership," highlight the importance of job satisfaction and its contribution to an employee's intrinsic motivation and overall performance. By fostering environments where work is enjoyable and fulfilling, Deming's principles ensure a motivated and high-performing workforce.

Challenge

Facing and overcoming challenges can be a significant source of intrinsic motivation. When activities are optimally challenging—neither easy nor hard—they motivate us to test and extend our abilities. The satisfaction from mastering a challenge reinforces intrinsic motivation and encourages further engagement. Deming's 14 Points, particularly "Institute Leadership" and "Improve Constantly and Forever the System of Production and Service," emphasize the importance of continuous improvement and setting achievable yet challenging goals. This approach is critical for maintaining motivation and driving success within organizations. Deming believed that conventional "command and control" management approaches and quick fixes are ineffective for addressing deep-rooted managerial challenges.?He argued that the recurring nature of these challenges year after year indicates that typical solutions fail because they do not address the underlying issues within the system.

Recognition

While often seen as an extrinsic reward, recognition can enhance intrinsic motivation by affirming our competence and efforts. We appreciate our accomplishments, validate our hard work, and boost our intrinsic drive. Deming emphasized the importance of creating an environment where employees can take pride and enjoy their work. He believed recognition plays a crucial role in fostering this environment. Specifically, Deming advocated for managers to recognize and appreciate the humanity, psychology, abilities, and efforts of the people working in the organization.?He stated:

"A good manager of people capitalizes on the family background, abilities, capabilities, and hopes of his people. He tries to give everybody a chance to take pride in his work, joy in his work."

Deming saw recognition not just as giving out awards or incentives but as a way for managers to make employees feel valued, respected, and able to contribute meaningfully. By recognizing employees' intrinsic motivation, skills, and desire to do good work, managers could create a climate conducive to joy in work.

Purpose

Finding a sense of purpose or meaning beyond external rewards can transform an activity into a deeply motivating experience. When our actions contribute to something larger than ourselves, we find intrinsic motivation in the value and impact of our work. Deming's first of his 14 Points for Management emphasizes the importance of having a constancy of purpose focused on continuously improving products and services.

Specifically, he stated:

"Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs."

Deming believed that without a constancy of purpose towards product/service improvement, organizations would be driven by shifting short-term goals, reactive problem-solving, and lack the focus needed for fundamental transformation and competitiveness. He saw constancy of purpose as the starting point and foundation for implementing the rest of his management principles to create a thriving enterprise that benefits all stakeholders - owners, employees, customers, and society.

Conclusion

Intrinsic motivation isn't a simple on-off switch; it's a complex spectrum influenced by various psychological needs and desires. Autonomy, competence, relatedness, curiosity, interest, challenge, recognition, and purpose drive our intrinsic motivation. By understanding and nurturing these factors, we can unlock more profound, enduring sources of motivation that drive us to achieve our goals and find fulfillment in our endeavors. This comprehensive approach aligns closely with Dr. Deming's System of Profound Knowledge, highlighting the profound impact of understanding human psychology in fostering a motivated and productive environment.