Moving to a Motivational State: How to design systems that inspire?action

What drives people to act? To engage, lead, and invest their time in something bigger than themselves? It’s not just about needs or services; it’s about motivations. That’s the core idea behind Demos’ The Motivational State?—?a report that challenges us to rethink how public services, organisations, and communities work together.

This report is essential reading if you’re in strategy, innovation, digital, or missions-based change. It’s a call to move beyond transactional systems and focus on the deeper drivers of human behaviour: purpose, belonging, and agency. As an aside, I'm a policy advisor for Demos 2030 Public Services Work, but I would have recommended this powerful report by Alex Fox OBE and Chris Fox even if I hadn't been!

In Adur & Worthing, we’ve seen these principles in action. Whether through our participation work, our organisational design programme or our skills framework, we’ve learned that systems built around motivations deliver better outcomes. In this blog, I’ll unpack the report’s insights, show how they connect to our work, and share examples from others.

1. Purpose over processes

The report argues that systems often focus on “what works” for efficiency, rather than “what matters” to people. However, aligning services with people’s purpose?—?their sense of meaning and contribution?—?can unlock deeper engagement.

Adur & Worthing in Action: Our Organisational Design programme embeds purpose into every role. By aligning job design with our Skills Framework, we’re empowering staff to connect their work with broader missions, like tackling inequality or supporting local climate action.

How you can apply this:

1. Co-create missions: Start by asking communities or staff: What do you care about? What motivates you?
2. Design with meaning in mind: Build systems that focus on impact and connection, not just compliance.

Inspiration from elsewhere: New Local’s “Community Power” report highlights how councils like Wigan have reoriented around local aspirations, delivering better services by aligning with residents’ values.

2. Build for?agency

The report makes a powerful case for systems that give people real control. Whether it’s in service design or workplace roles, agency?—?the ability to shape decisions?—?is key to driving engagement.

Adur & Worthing in action: Through participatory budgeting, we’ve handed decision-making power to residents.?

How you can apply this:

1. Decentralise decision-making: Use tools like citizen assemblies or co-design workshops to involve people meaningfully.
2. Support grassroots leadership: Provide resources and mentorship for local leaders to drive change.

Inspiration from elsewhere: Nesta’s People Powered Results programme has shown how giving frontline workers and residents more decision-making power leads to faster, better outcomes, especially in healthcare.

3. Connection is everything

Why do people stick with projects, even when they’re hard? Because of relationships. The report shows that fostering social connection?—?between colleagues, residents, or stakeholders?—?is critical to sustained motivation.

Adur & Worthing in action: Our Community Leaders events series is a prime example. By bringing together local champions, we’ve built networks of mutual support that amplify their impact. These relationships don’t just drive individual projects?—?they strengthen the community fabric as a whole.

How you can apply this:

1. Create relational spaces: Build platforms or events where people can connect, share, and collaborate.
2. Design for belonging: Whether it’s a workplace or a public service, ensure people feel part of a supportive network.

Inspiration from elsewhere: The Young Foundation’s participatory research projects show how creating spaces for dialogue builds trust and drives co-ownership of solutions.

4. Embrace learning and adaptation

Motivations shift. Systems that work today might not tomorrow. The report emphasises the need for flexibility?—?designing systems that evolve as people’s motivations change.

Adur & Worthing in action: Our Skills Framework is built to adapt. It focuses on developing core skills?—?like collaboration, problem-solving, and resilience?—?that can be applied across different challenges. This approach keeps teams agile and ready to respond to new needs.

How you can apply this:

1. Pilot and iterate: Don’t aim for perfect solutions from day one. Test ideas, gather feedback, and refine.
2. Build adaptive skills: Invest in training that equips teams to navigate change effectively.

Inspiration from elsewhere: The Scottish Government’s Wellbeing Economy approach is built around adaptability, using ongoing feedback to refine policies that prioritise wellbeing over GDP growth.

5. Measure what?matters

Traditional KPIs often miss the point. The report calls for metrics that reflect what people value?—?trust, belonging, and purpose?—?not just outputs.

How you can apply this:

1. Ask communities what they value: Co-design metrics that reflect lived experiences.
2. Go beyond numbers: Use qualitative measures?—?like storytelling or participatory evaluations?—?to capture the full picture.

Inspiration from elsewhere: IPPR’s Fairer, Greener, Stronger report advocates for wellbeing indicators, showing how they can reshape local economic and social strategies.

A call to action: Build motivational systems

The lessons from The Motivational State are clear: systems that inspire, connect, and empower people don’t just work better?—?they build trust and resilience. Whether you’re in local government, a service-based organisation, or a startup, the opportunity to apply these principles is everywhere.

Here’s how to start:

1. Audit your approach: Are your systems designed around what motivates people, or just what meets their needs?
2. Experiment and adapt: Start small?—?pilot a participatory approach, measure the results, and scale what works.
3. Focus on purpose and connection: Whether it’s in your workplace or your community, lead with empathy and build relationships.

We’re committed to these principles?—?not just because they work, but because they reflect what we value. Participative, Adaptive and Resilience. This isn’t just a new way of working?—?it’s the future of change. What motivates you?