Motivation - @Ei4Change
•Download as PPTX, PDF•
7 likes•923 views
Motivation is defined as the process which encourages and guides behaviour. It is not easy to measure. This slide set looks at a number of theories of motivation - Maslow, Herzberg, Vroom and goal theory.. It goes into detail about metaprogrammes and how your brain is wired. Your metaprogrammes impact upon your motivation and your behaviour. This slide set covers the work of Shelle Rose Charvet. The motivational metaprogrammes are taken from her book "Words That Change Minds: Mastering the Language of Influence". This slide set is available as a series of Lightbulb Moments cards. These have been well received as a valuable resource in education, training and coaching. Lightbulb Moments are free to download from the Ei4Change website. http://goo.gl/qNc5qR
Recommended
More Related Content
Viewers also liked
Viewers also liked (17)
Recently uploaded
Recently uploaded (20)
Motivation - @Ei4Change
- 2. Motivation The process which encourages and guides behaviour.
- 3. Theories of Motivation Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Process theories Expectancy theory Goal setting theory
- 4. Maslow’s Hierarchy of Needs Self Esteem Social Security Physiological
- 5. Contrasting Views on Satisfaction and Dissatisfaction Traditional view SatisfactionDissatisfaction - + Hertzberg’s view SatisfactionNo satisfaction Satisfiers Hygiene Factors No dissatisfactionDissatisfaction + + 0 0
- 6. Herzberg’s Two Factor Theory Dissatisfaction and demotivation Not dissatisfied but not demotivated Positive satisfaction and motivation Hygiene Factors Satisfiers Rates of pay Supervision Working conditions Job security Status Relationships Interesting work Challenging work Opportunities for achievement Recognition Advancement
- 7. Needs Theories Self Esteem Social Security Physiological Maslow Herzberg Satisfiers Hygiene Factors
- 8. Vroom’s Expectancy Theory Effort linked to Performance E P Expectancy Instrumentality Performance linked to Reward P R Reward linked to Value based on need V(R) Valence -1 = avoiding the outcome 0 = indifferent to the outcome +1 = welcomes the outcome A person will decide to behave in a certain way as they are motivated to select one specific behaviour over another behaviour. This is linked to what they expect the results of that selected behaviour will be.
- 9. Goal Setting Goals must be SMART S pecific M easurable A chieveable R elevant T ime bound Writing down goals is vitally important. Dedicating time to goal setting is a crucial part of emotional performance development.
- 10. Core purpose / Vocation Goals and objectives emerge from a person's core purpose. The strong desire to achieve outcomes is highly energising and comes from within. A sense of direction is combined with energy.
- 11. Problems with Rewards They can extinguish intrinsic motivation They can diminish performance They can suppress creativity They can displace good behaviour They can encourage cheating, short cuts and unethical behaviour They can become addictive They can foster short term thinking
- 12. Human Society Operating Systems Motivation 1.0 Motivation 2.0 Motivation 3.0 Survival Reward and punishment Engagement
- 13. The desire to be self directed The urge to get better and better The reason for being Intrinsic Motivation Purpose Mastery Autonomy
- 14. Meta-programs Meta-programs are thought to … be the most unconscious way of filtering information be the most unconscious way of determining what to pay attention to change over time and from context to context be different according to our state, the context in which we are active and the amount of stress we experiencing
- 17. Level Does a person take the initiative or wait for others? Acts with little or no consideration. Motivated by doing. Initiates action Jumps into situations without thinking Sets out to get the job done Doesn’t wait for others Motivated to wait, analyse, consider and react. Waits for the situation to be right before acting May consider and analyse without acting Operates with caution Plans to get it right first time Proactive Reactive Motivation Traits
- 18. Level Behaviours Direct Controlling Impatient Speaks quickly Lots of movement Takes the initiative, takes charge Leaning in Uses passive verbs Uses infinitives Speaks as though controlled Thinks about things, analysing Conditional Cautious Sitting for long periods Proactive Reactive Motivation Traits
- 19. Level Language Short crisp sentences, direct and literal speech “Just do it” “Go for it” Now “Right away” “Get it done” “Let’s hurry” Incomplete sentences, leaning back to consider “Let’s think about it” “This will clarify it for you” “You might consider …” “This will tell you why” “The time is ripe” “What if …?” Proactive Reactive Motivation Traits
- 20. Level Proactive 15-20% Equally Proactive & Reactive 60-65% Reactive 15-20% 15-20% Motivation Traits
- 21. Level There are no specific questions to assess motivation level Motivation Traits
- 23. Motivation Traits The words that are a person’s labels for what is good, right and appropriate within a given context. They incite a positive physical and emotional reaction. They are labels for their values. Criteria
- 24. Motivation Traits Values Personal labels for what is good, bad, awful, wrong, right, wonderful etc. Inspire people to work and live in their own individual ways Criteria Hot buttons Words, phrases, situations or events that create a negative emotional reaction Conditioned by our life’s experiences Different from person to person
- 25. Motivation Traits What do you want in your work? Criteria
- 27. Motivation Traits Is a person’s motivational energy centred on goals or problems? Motivated to achieve or attain goals. Good at managing priorities. Stays focused on their goals Motivated to have, to get, to achieve, to attain, etc. Has trouble recognising or identifying problems Future orientated Motivated to solve problems or to get away from something. Focuses on what may be, and what is, going wrong. Recognises what should be avoided, what should be removed and what should not happen Good at trouble shooting, pinpointing obstacles Energised by threats Direction Toward Away From
- 28. Motivation Traits Behaviour Talks about goals, what they want Focuses on targets Pointing towards something Head nodding Gestures of inclusion Working from strengths S Talks about situations to be avoided Will drop everything to fix something Arms indicating something to be removed Shaking head Gestures of exclusion of unwanted situations, things Works to solve problems Direction Toward Away From
- 29. Motivation Traits Language Attain Obtain Get Include Achieve Benefits Advantages Won’t have to Avoid Don’t want Prevent Fix Get rid of, eliminate “Let’s find out what’s wrong” Direction Toward Away From
- 30. Motivation Traits Direction 40% Equally Toward & Away From 20% Away From 40% Toward 40%
- 31. Motivation Traits Why is that (criteria) important to you? (Ask three times) Direction
- 33. Motivation Traits Does a person find motivation in judgements from external sources or from internal standards and beliefs? Decisions based on own internal standards. Provides own motivation and standards Knows within themselves about the quality of their work Has difficulty accepting direction and opinions from outside Needs outside feedback to make judgments. Needs direction from outside Takes information as instructions Has difficulty starting or continuing a project without feedback or approval Source Internal External
- 34. Motivation Traits Behaviours Performance is evaluated based on their own standards and criteria Pointing to self Sitting upright Often pauses before answering Limited facial expressions and gestures Outside instructions are taken as information Needs to compare their work to an outside norm or standard criteria Watches for responses Facial expressions react to your response Leaning forward Gestures to a virtual other Outside information is taken as a decision Source Internal External
- 35. Motivation Traits Language “I know when I have done a good job” “Only you can decide” “It’s up to you” “What do you think?” “You might want to consider …” “I suggest you think about …” “My clients need …” “It has been approved by …” “You will make an impact if …” “So and so thinks …” “I would strongly recommend …” “The experts say … / scientific studies show …” Gives references Source Internal External
- 37. Motivation Traits How do you know that you have done a good job? Source
- 39. Motivation Traits Does a person continually look for alternatives or follow established procedures? Compelled to develop other procedures and systems. Looks for possibilities and opportunities Can create procedures but will choose whether to follow them Sees rules as guidelines Prefers to follow and complete a set procedure. Likes to follow a set process Needs an established format to follow otherwise can feel lost Likes to complete a procedure and can follow it over and over again SourceReason Options Procedures
- 40. Motivation Traits Behaviours Gives a list of criteria Energised by possibility, choice and desire Uses hand gestures when weighing up alternatives Starts new projects Gets involved with set-up and development Finishing not important Tells a story with a beginning and an end Has a strong sense of what is necessary May use hand gestures to point to process steps Likes facts Works within the rules, regulations, policies and procedures SourceReason Options Procedures
- 41. Motivation Traits Language Gives a list of criteria Opportunities Lots of choice and options / Variety “Another better way is …” “An alternative is …” “There has got to be a way!” Substitutes ‘Why?’ with ‘How?’ Likes to tell stories of how things came to be Talks about the right way to do things Tried and tested Speaks in procedures “First….then…after which…the last step…” SourceReason Options Procedures
- 43. Motivation Traits Why did you choose your current work? Reason
- 45. Motivation Traits How does a person react to change? What frequency of change do they need? Wants their world to stay the same. Likes certainty. Will accept change every 10 years, provokes change only once every 15 to 25 years Prefers situations to evolve over time. Likes evolution. Wants change every 5 to 7 years Wants change to be different and drastic. Likes revolution Wants major change every 1 to 2 years Likes evolution and revolution. Needs change on averages every 3 years Decision factors with Exception with Exception and Difference Sameness Sameness Sameness Difference
- 46. Motivation Traits Behaviourxx Prefers to develop a depth of expertise Likes to be able to demonstrate learnt skills Focuses on what is common Prefers to develop good expertise and experience Focuses on what is marginally different Loves change Resists static or stable situations Likes new challenges and experiences Likes change Likes revolution Comfortable when things are evolving Decision factors with Exception and Difference Sameness Sameness with Exception Sameness Difference
- 47. Motivation Traits Languagexx “The same as …” “As you already know …” “Like before” More and better “It’s the same except …” Totally different Brand new Completely changed (Both Sameness with Exception and Difference language is evident) Decision factors with Exception with Exception and Difference Sameness Sameness Sameness Difference
- 49. Motivation Traits What is the relationship between your work this year and last year? Decision factors
- 50. Emotional Intelligence eLearning Programmes Develop your Emotional Intelligence by enrolling on an Ei4Change online elearning course For more details visit courses.ei4change.info Use license code SLIDESHARE to get a 25% discount