The new future of work comes with a lot of opportunities but also numerous challenges. One of the latter I´d like to discuss with your today is the difference between successful and failed implementations of new technologies at work and how it requires an understanding of motivation.
Motivation of the company to use the new tool but also motivation of the users affected by the new process and if it aligns with what employees want.
Managers know that a well-motivated team may expend more effort on the achievement of organizational goals; conversely, a poorly motivated workforce may be costly to the organization in terms of lower performance and excessive staff turnover.
But… how can team acceleration software foster motivation, team commitment and therefore improve the overall team performance be accepted and overcome employee natural resistance to change?
Let´s make something clear. You’re not going to get people to do something they don’t want to do by giving them goals and targets. You have to think of team acceleration as a way of amplifying an existing signal, company culture and values.
While experts agree that extrinsic motivation alone won’t suffice for extended periods of time, extrinsic and intrinsic motivation aren’t as divorced as some would believe. As with nearly all management tactics, extrinsic motivation or a software that sort of controls what the team is delivering, just demands the right context.
The true secret to understanding intrinsic motivation depends on developing a knowledge of your audience’s values.
While extrinsic motivation can produce some initial success on its own, humans are predisposed to boredom and will move on from tasks that we no longer find personally challenging. So unless a company wants to continually increase the reward for the same task, they need to find a way to appeal to user’s values.
Values vary between individuals, but putting the needs of the user before the needs of the organization, a practice also known as user-centric design, goes a long way toward creating a meaningful connection between your audience and the behavior you wish to influence.
So while both extrinsic and intrinsic motivation have their place when implementing a new behavior, identifying underlying intrinsic motivation remains the differentiating factor between long-term success and failure. Every long-term, sustained extrinsic success story has tapped into intrinsic motivation at its core.
This is something we learned early on at Monitae. Any organization that aims to be more performance-centric implementing a management-by-objectives system needs more than a one-size-fits-all approach. It needs a complete revision of their cultural values.
At Monitae we offer a team acceleration software to underpin our clients’ growth strategy by aligning and developing talent in their top teams. We believe measuring team engagement is not enough if you don’t do something about it. The challenge is to help these companies improve their performance culture and how you implement team dynamics that lend themselves to repeatable results.
We like to think that we help develop, spread and instill the right mindset in our our clients people at scale.
And this is why communities like Happy Melly are so important for us.
As a technology vendor, we want to sell our products but also share the same purpose: the pursuit of happiness in work.
To implement successful team acceleration projects, we need facilitators that can understand the technology but more importantly communicate, motivate and offer advice and strategies of how to make people happy at work with our technologies.
For this reason we opened a partners program and I’d personally like to invite all Happy Members to join. You can check it out here. Our goal for 2016 is that, as we deploy each project, we learn more about the audiences we work with, find out about their dreams and their goals, and then relate those motivations to the behavior we’re trying to encourage.