Understanding Motivation

Introduction

Sometimes, we come across situations where an extraordinary team falters in the face of what seems like an easy challenge, while other teams exceed expectations and achieve success against all odds. While various factors contribute to this phenomenon, one of the key reasons behind it is motivation. Highly motivated teams perform at their best, unlocking their full potential both as a team and as individuals. They remain resilient in the face of unexpected obstacles, supporting each other and staying focused on the goal.

In this article, we will delve into the intricacies of motivation, drawing from concepts outlined in Daniel H. Pink's book 'Drive.' Pink refers to the contemporary understanding of motivation that emphasizes intrinsic factors such as autonomy, mastery, and purpose as Motivation 3.0. It suggests that traditional external rewards are not always the most effective means of motivating individuals; instead, fostering a sense of autonomy in decision-making, the pursuit of mastery, and alignment with a higher purpose can lead to more meaningful and sustained motivation.?

Before Motivation 3.0 There Was…

There was Motivation 1.0 and 2.0 as expected. To better understand Motivation 3.0, it will be beneficial to review previous understandings of motivation.

Motivation 1.0 was mostly about survival. Human behavior was shaped by needs like hunger, thirst and need to avoid pain. During the early stages of humanity, this survival oriented source of motivation served its purpose. However, as humans thrived and created more and more complex societies and the need for more complex tasks arose, a purely survival oriented approach to motivation became insufficient.

Then came Motivation 2.0, waving its carrots and sticks. Perform a task in accordance with the specified performance criteria and you get rewarded. Fail to do this and you get punished. During the industrialization in the late 19th century and 20th century, in order to manage a large workforce and optimize production, a new kind of motivation was required. Frederick Taylor's Scientific Management approach also aligned with this need and it suggested breaking complex tasks into precise and standard steps to optimize efficiency and productivity. With this approach the expected level of performance for an ideal employee can be calculated and individuals can be evaluated according to this criteria. Although this approach seems to provide clear tasks and goals and a recipe for being successful, it also caused people to be considered as machines or resources that needed to be optimized instead of? living beings.

The effects of Motivation 2.0 started to decline towards the end of the 20th century as industrial automation became widespread and jobs requiring more complex thinking and creativity emerged.

Intrinsic Nature of Motivation 3.0

Pink describes two types of motivation: Type X and Type I. Type X is extrinsic motivation, this type of motivation suggests that individuals are motivated by external factors like rewards, punishment and incentives. Previously described Motivation 2.0 is an example for Type X motivation. External motivators lose their effectiveness when the task at hand requires complex thinking and creativity. Let’s try to understand why this happens.

At first sight, this might seem counter intuitive. If someone gets external rewards (like extra money) for performing a task that requires creativity with better performance, what harm can there be? The reason lies within the workings of our brains. When doing a task that requires complex thinking and creativity, our brains perform at their best when we focus on the task. The introduction of an external reward for this process may provide a boost at the beginning, however it acts as a distractor in the long term. Focus shifts towards the rewards, and our performance declines. In worst cases, the existence of the rewards and the pressure they create may even make us dislike the challenge we originally enjoy.

Motivation 3.0 exemplifies Type I motivation, prioritizing intrinsic sources of motivation. Its primary assertion is that people are motivated by a desire for self-direction, personal growth, and contributing to meaningful purpose, rather than external rewards. Daniel H. Pink identifies three key factors related to intrinsic motivation: Autonomy, Mastery, and Purpose. Work that nurtures these factors results in increased engagement, creativity, and satisfaction.

Autonomy

Autonomy is giving individuals and teams the power to make decisions about their work. How work is done, which tools are used, even when and where the work is done can be decided by the ones doing the work. This approach has several benefits. First of all, it will boost the sense of ownership and responsibility by enabling self-management. Autonomy empowers individuals to make quick decisions and adapt swiftly to changing circumstances, giving them the freedom to navigate through challenges with agility and confidence. This will also help leadership focus on strategy and vision instead of day to day workings of the teams. Moreover, giving teams autonomy displays an organization's belief in their decisions and expertise, which in turn fosters a culture of trust across the organization.

Mastery

Mastery, according to Pink, is the desire to get better and better at something that matters. It's about becoming an expert in your chosen field. Mastery increases confidence, creates a higher level of engagement and gives the ability to succeed in a rapidly changing world. To achieve Mastery, cultivating the right mindset is critical. Pink references Carol Dweck, highlighting the importance of adopting the "incremental theory" of intelligence. This theory proposes that intelligence isn't a fixed trait from birth, but rather a quality that can be expanded through perpetual challenges and consistent, gradual steps forward.

Personal commitment is an essential stride towards achieving mastery, yet it alone falls short. For true mastery to flourish, organizations must champion the adoption of a growth culture. This culture fosters an environment where continuous learning, experimentation, and skill enhancement are not just encouraged but deeply ingrained.

Purpose

Autonomy gives you the power of decision and mastery gives you the possibility of perpetual growth, but what is the role of purpose in this picture? Imagine yourself embarking on a journey, you have all the necessary tools, skills, plans and freedom to adapt along the way. You are all set to go, except one thing: Where exactly are you headed??

This is where purpose steps in as your guiding star. Purpose is what gives your journey meaning and direction. It's like having a North Star in the night sky that helps you navigate through the challenges and uncertainties. Purpose infuses your efforts with significance, making every step forward not just a step, but a purposeful stride towards a destination that matters to you.

Without purpose, even if you are empowered with autonomy and mastery, work turns into aimless wandering and motivation falters. Purpose provides the “Why” of the work. With purpose, our decisions, effort and skills we master contribute to a greater cause. We feel the impact of our work, stay motivated and fulfilled by the work we do.

Conclusion

Motivation 3.0, as introduced by Daniel H. Pink, aligns seamlessly with today's complex work environment and the concept of agility. Unlike traditional Motivation 2.0, which relied on external rewards, Motivation 3.0 emphasizes intrinsic factors like autonomy, mastery, and purpose. These factors resonate with the demands of modern workplaces characterized by rapid change and intricate tasks. Autonomy allows individuals to adapt swiftly to new challenges, while mastery fosters continuous skill development in an ever-evolving landscape. Moreover, a sense of purpose aligns with the values of agile organizations, as employees are driven by a shared mission rather than mere external incentives.

In addition to these, a common pattern in the evolution of motivation is that a new kind of motivation has emerged whenever humanity passes a certain threshold. With the ever increasing rate of change we experience in today's world we are already seeing many phenomenal things like the rise of AI, possibility of virtual worlds, possibility of fusion energy and many more. All of these things by themselves have the potential to change our lives drastically. One wonders how and when these changes will render Motivation 3.0 not enough and will pave the way for the Motivation 4.0.

Erdem K?l?n?, Product Owner, Siemens