2. Statements to be further explored
“It is amazing how much can be accomplished if no one
cares who gets the credit – John Wooden”
“Does bonus system enhance creativity/innovation in
organisations?”
“If you reward something do you get more of the
behaviour you want?”
“What kind of motivation is needed for creativity?”
2
3. Objective
Discuss motivation as influencing creativity and
innovation
Give some examples of the surprising research in this
area
Discuss relations and implications of some of these
findings to the Learner/Player initiative and culture
change in AZ
3
4. Just a recap on positioning creativity
and innovation
6. 6
My view
• From a market perspective an innovation in the pharma industry is a
product recognised after launch
• Need at every level of the organisation
- Involves a spectra of connected areas of ideas influenced by: infrastructure, ways of working
organization, culture, leadership, business model etc. AND motivation..and is always in
collaboration with others!!
Commercialization
Realization
R&D Innovation
Organisational creativity
Organisational creativity is what precedes innovation
7. Some drivers for organisational
creativity
(also part of my own research
in the pharma industry and AZ)
7
8. 8
What makes a pharma company
successful?
How can a company secure a strategy to
become more innovative without losing
effectiveness?
The creativity challenge
10. One key research question
If you reward something do you get
more of the behaviour you want?
11. Motivation
To be motivated means to be moved to
do something.
•• Intrinsic motivationIntrinsic motivation - refers to
doing something because it is
inherently interesting, challenging
or enjoyable
•• Extrinsic motivationExtrinsic motivation - refers to
doing something because it leads
to a separable outcome
E.g. incentives, reward, bonus, promotion etc.
13. The Candle problem
The Candle problem
(K.Duncker,1945) is a cognitive
performance test, measuring
the influence of functional
fixedness on a participant's
problem solving capabilities.
Task
Fix the candle to a (cork
board) wall so that it will
burn without dripping
wax
13
14. The Candle problem
S. Glucksburgh (1962) used the candle problem to investigate the
impact of incentives on a group level
Two groups
1. The faster you solve this
problem the more money you get
(incentivised)
2. Time to establish norms how
much it takes to solve this
problem (no incentives)
14
15. The non-incentivised group (2)
did it on a significant faster
time compared with group (1).
15 Set area descriptor | Sub level 1
The Candle problem
Outcome
16. Incentive experiment from MIT
Group and individual levels
(students)
Grouped into three levels of
rewards (money)
Tasks and challenges ranged
from different types:
Physical tasks, mechanical, word
puzzles, spatial puzzles, memorising
strings of digits etc.
16
17. Incentive experiment from MIT
Outcome
As long as the task involved used only
mechanical skills – bonus worked as
expected
Higher pay = better performance
But once you get above rudimentary
cognitive skills – it is the other way around
Performance was bad – i.e. highest reward
group performed worst.
17
24. Extrinsic motivation does not support
creativity
(T. Amabile et al.)
The intrinsic motivation principle
“Specifies that intrinsic motivation (derived from
interest and enjoyment of the activity itself) is
conducive to creativity,
While extrinsic motivation (directed at a goal separate
from the task) can be detrimental.”
24
26. Incentives (i.e. extrinsic motivation)
does not support....
(A.Kohn)
Harvard Bussiness Review, WHY INCENTIVE PLANS CANNOT WORK
• learning,
• performance
• ...and personal satisfaction
• ….and does not change culture (you may
want)
26
27. All right...somewhat hard to accept...
So lets go for intrinsic motivation –
everything to win BUT what to do?
28. Research indicate four factors
that drive intrinsic motivation, support creativity – AND
improve performance, enhance personal satisfaction
Autonomy – the desire to be self-
directed, which creates also increased
engagement and collaboration
Mastery – the desire to get better at
things
Purpose – the desire to see, and be
involved in the larger picture, and not
entirely be profit maximisers.
Feedback - recognition
28
29. Some examples when these four
factor are combined
29
Open Source
Development
Lab and Linux
Foundation
30. What to consider
Some reflections from research
(my personal view)
• Creativity, innovation and excellence – are the natural
results of helping people experience intrinsic motivation.
30
OK – what could be guiding principles since this is
not easy….
31. What to consider
Some reflections from research
(my personal view)
• Pay people enough – and put the issue of extrinsic motivation
off the table.
• Nurture intrinsic motivation (through the four factors) - since it
is the rocket fuel for scientific curiosity that will support creativity
• Be mindful of what extrinsic motivation is expected to achieve.
• Then add to that, (as Lebby & Kohn argue) provide:
• Choice – employees able to participate in decisions
• Collaboration – secure exchange of knowledge and ideas of teams
• Content – refers to what people are asked to do: as F. Hertzberg said -
”If you want people motivated to do a good job, give them a good job to
do.”
31
32. How does this research findings
relates to AZ on going culture
change?
33. In my mind there are several
implications
• Learner Player concept –
support intrinsic motivation
and vice versa
• Intrinsic motivation is a
KEY vehicle for sustainable
cultural change
33
