
The United States curling team at the Torino Olympics in 2006. Curling is similar to shuffleboard, except it's played with polished granite "rocks" on ice. The players try to control the final resting place of a rock by sweeping the ice in its path, to create a thin layer of melt water, which reduces the friction between the rock and the ice. In effect, they are removing a hindrance to the movement of the rock. The precise portion of the ice in which the hindrance is removed determines the path of the rock.
So it is with the behavior of the people we try to "motivate." They will do what they can, given the nature of the obstacles and hindrances we have not yet removed. The word "motivate" is itself part of the problem, because it suggests that managers and leaders are the ones who create the "motion" in the direction of the goal. They are not. The people they manage or lead are the ones who create the motion. What managers and leaders can do is to remove the factors that prevent motion.
A widely used approach to implementing organizational change is to communicate the goal, and then motivate people to reach for that goal. Typical approaches involve incentives for people to change their behavior, sometimes combined with disincentives to deter unwanted behavior. It's your basic carrot-and-stick approach. It works on donkeys and pigeons, so, hey, it should work on people, too. Except it doesn't work so well, because people are smarter than donkeys and pigeons.
And so it is with most motivation programs. Incentives can fail because they invite people to try to earn the incentives without exhibiting the desired behavior; disincentives can fail because they invite people to evade the disincentives even if they do exhibit the unwanted behavior. And neither incentives nor disincentives address any possible obstacles in the path to the goal.
The problem is related to a common mistake humans make when dealing with anything other than real objects. We tend to use the same thought patterns for manipulating abstract constructs as we use for real objects. Sometimes it works. Often it does not. The choice to treat abstract constructs as if they were real objects is called the reification error. [Levy 1997]
For example, project managers are often called upon to report periodically the percentage of work that's complete. They do so, with the understanding that the resulting number is an estimate of a social construct — work to be done. But many of the recipients of these reports regard them as measurements of real objects, like the number of miles from here to Cleveland. They commit the reification error.
Because motivation is a construct, we risk committing the reification error when we try to motivate people. Compared to other constructs, the risk is relatively high with motivation, because it's so similar to what we do with objects. We "encourage" an object by pulling it to a desired location; we "discourage" it by pushing it away from an undesired location.
Our experiences Compared to other constructs, the
risk of making the reification error
is relatively high with motivation,
because it's so similar to
what we do with objectswith objects are deep in our psyches, dating back to infancy, even before we could speak. That might be one reason why we try to apply those early experiences when motivating people. But people don't respond to pushing and pulling the way inanimate objects do, because they are, well, not inanimate. Unlike pots, pans, and rocks, people have minds of their own. To motivate people, we must take their minds into account.
Kurt Lewin's Force Field Analysis provides a model that works well. [Lewin & Cartwright 1964] People tend to do what they want to do, but only if they can. Communicating the goal, and explaining incentives and disincentives, can provide helping forces relative to reaching the goal. But obstacles — hindering forces — can sometimes cancel the helping forces, resulting in stasis. The hindrances in question here are contextual, arising not from the work itself, but from trying to do the work with the resources provided, in the context provided. Before we set about motivating people, verifying that we've removed all contextual obstacles is wise. A motivation program cannot make circumventing obstacles any easier, nor can it make impossible goals possible. Top
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Related articles
More articles on Organizational Change:
Workplace Taboos and Change
- In the workplace, some things can't be discussed — they are taboo. When we're aware of taboos,
we can choose when to obey them, and when to be more flexible. When we're unaware of them, they can
limit our ability to change.
Training Bounceback
- Within a week after we've learned some new tool or technique, sometimes even less, we're back to doing
things the old way. It's as if the training never even happened. Why? And what can we do to change this?
When Change Is Hard: II
- When organizational change is difficult, we sometimes blame poor leadership or "resistance."
But even when we believe we have good leadership and the most cooperative populations, we can still
encounter trouble. Why is change so hard so often?
Organizational Roots of Toxic Conflict
- When toxic conflict erupts in a team, cooperation ends and person-to-person attacks begin. Usually we
hold responsible the people involved. But in some cases, the organization is the root cause, and then
replacing or disciplining the people might not help.
The Storming Puzzle: II
- For some task-oriented work groups, Tuckman's model of small group development doesn't seem to fit.
Storming seems to be absent, or Storming never ends. To learn how this illusion forms, look closely
at Satir's Change Model and at what we call a task-oriented work group.
See also Organizational Change and Organizational Change for more related articles.
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