Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

Technique 4.6 Some Questions for Investigating Motivation

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The aim is to develop a values-based organisational culture in which wealth is accumulated to generate a decent profit while acting to raise the common good

Most organisations work on the following motivators, ie

- self-assertion (competitiveness)

- anger

- craving (greed)

- fear

NB These motivators are classified as "negative" or associated by Maslow as "deficiency needs" (see table below)

An alternative way is to concentrate on Maslow's "higher needs", ie moving from self-interest to dedication, replacing stress with fulfillment, using compassion when handling inequality and anger, replacing fear with hope, etc

Each motivation is

"...whole paradigm, embracing assumptions, values, aspirations, strategies, relationships, emotions and behaviours ... attitudes, values, thinking processes and strategies ... shifting motivation is the only stable way to shift behaviours. Motivations are causes; behaviours are effects..."

Danah Zohar et al, 2004

For example, if you are acting out of fear, everything looks like a threat. Also, if you are motivated by anger, you will use a different decision-making process from that used by people who are driven by gregariousness and co-operation. The angry person will stress blame and a desire for retribution and will seek strategies that bring this about as everything that happens seems to be caused by an opponent or enemy. The co-operative person will focus on finding a balanced analysis of any problem and developing a consensus, seeing others as prospective partners; the appropriate strategies will then follow

Answer the following questions about your organisation and yourself

1. What motivations drive us as individuals or as a culture in the present?

2. How do these motivations affect our behaviour and strategies?

3. What results do we get?

4. Where would we like to be?

5. What motivations are needed to get there?

6. What do we need to do to make the motivational shift happen?

7. What kind of behavioural and strategic change will we see?

Now conduct a reality check by using the Scale of Motivation, 16 Motivational Set, etc (see below) and see if it changes your answers!!!!!


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