What Makes You DO Stuff? The Psychology of Motivation
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Transcript of What Makes You DO Stuff? The Psychology of Motivation
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WHAT MAKES YOU DO STUFF?The Psychology of Motivation
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DISCLAIMER
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Topics in this presentation will involve large-scale, sweeping, and disruptive policies and methodologies including but not limited to: compensation, benefits, time tracking, bonuses, flex time, team composition, management structure, hiring, firing, reviews, incentives, tasking, policies, and culture.Detailed discussion and potentially positive commentary by the presenter about any of these topics beyond the scope of single developers or an immediate project team should not necessarily be taken as suggestion of, agitation for, recommendation for, or demand for the initiation of these policies in the context of your larger team structure or your company as a whole (though the presenter might be happy to have those conversations at a later date).Void where prohibited. No purchase necessary. Offer valid only in the continental United States and Canada. Burn after reading. No representation or warranty, express or implied, with respect to the completeness, accuracy, fitness for a particular purpose, or utility of these materials or any information or opinion contained herein. Actual mileage may vary. Prices slightly higher west of the Mississippi. All models over 18 years of age. No animals were harmed during the production of this product. Any resemblance to actual people, living or dead, or events, past, present or future, is purely coincidental. Some names have been changed to protect the innocent. This product is meant for educational purposes only. Some assembly required. Batteries not included. Package sold by weight, not volume. Contents may settle during shipment. No user-serviceable parts inside. Use only as directed.
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MOTIVATION IS A REALLY VAGUE TERM.
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WHAT WE’RE SOLVING HEREClarifying what the word motivation even means
Discovering why you work the way you do
Discovering why others work the way they do
Figuring out how to get you & your team to engage with your work
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An Exploration of Motivation
Type I and Type X
Practical Applications
NAVIGATING THIS TALK
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WHERE DOES BEHAVIOR COME FROM?
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????
Actions
Desires
Needs
Motivation
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We begin millions of years ago…
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MOTIVATION 1.01,000,000,000 BCE ~ 15000/10000 BCE
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Hunger
Thirst
Money
Approval
Other Biological Needs
Eating
Drinking
Going To Work
Being Nice
CENSORED
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Circa 1900
Important Names: Freud, Adler, Hull
Drive Theory
“The greater the feeling of inferiority that has been experienced, the more powerful is the urge to conquest and the more violent the emotional agitation.”-- Alfred Adler
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MOTIVATION 2.015000/10000 BCE ~ 1950 CE
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Reward
More of the Behavior
Less of the Behavior
Behavior
Punishment
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Circa 1940
Important Names: Pavlov, Skinner, Linehan
Behaviorist Theory
“The consequences of an act affect the probability of its occurring again.”-- B.F. Skinner
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MOTIVATION 2.11950 CE ~ 1970 CE
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Working Conditions
Pay
Job Security
Enjoyment
Achievement
Personal Growth
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Circa 1950
Important Names: Deming, McGregor, Herzberg
System of Profound Knowledge (also lots of other names)
“If you want people to do a good job, give them a good job to do.”
-- Frederick Herzberg
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ALL THESE MODELS SUCK.
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STRIKE ONE – EDWARD DECI, 1971
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1. Participants assemble 2 configurations
2. Deci leaves to “get a fourth configuration”
3. Secretly watches participants for 8 minutes
What do they do?
Test ControlDay 1 No reward No rewardDay 2 Reward No rewardDay 3 No reward No
reward
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Day 1 Day 2 Day 30
50
100
150
200
250
300
350
Test Control
Seco
nds
play
ing
with
puz
zle
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STRIKE TWO – LEPPER AND GREENE, 1973
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Now-That
If-Then
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TWO WEEKS LATER…
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Series10.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
Expected Reward No Reward Unexpected Reward
Perc
ent o
f tim
e sp
ent d
rawi
ng
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STRIKE THREE – GLUCKSBERG, 1964
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Control Group – No reward
Test Group – $20.00 for the best time and $5 for the top 25%
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0
2
4
6
8
10
1211.08
7.41
Test Control
Minu
tes t
o so
lve
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HUMANS AREN’T JUST IRRATIONAL…
WE’RE PREDICTABLY IRRATIONAL.
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GLUCKSBERG, TAKE TWO
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Control Group – No reward
Test Group – $20.00 for the best time and $5 for the top 25%
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0
1
2
3
4
5
6
3.67
4.99
Test Control
Minu
tes t
o so
lve
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• Structured• Constrained• Repetitive• Designed• “Solvable”
TasksAlgorithmi
c Heuristic• Unstructured• Open-ended• Creative• Evolving• “Unsolvable”
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QUESTION TIME!
WHAT IS “WORK”?
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“Work consists of whatever a body is obliged to do, and … Play consists of whatever a body is not obliged to do.”
– Mark Twain, “Tom Sawyer”
“Work consists mainly of simple, not particularly interesting, tasks. The only way to get people to do them is to incentivize them properly and monitor them carefully.”
– Frederick Winslow Taylor
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QUESTION TIME!
DO HUMANS FUNDAMENTALLY DISLIKE WORK?
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Start
$500
Quota
Employee of the Month
And so on…
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“All models are wrong but some are useful.” – George E.P. Box, “Robustness in the strategy of scientific model building”
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WHAT’S THE NEW MODEL?
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MOTIVATION 3.01970 CE ~ ?
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Predictable Change
Algorithmic Behavior
Heuristic Behavior
Extrinsic Stimuli
Intrinsic Stimuli
Extrinsic Stimuli
More/Better of the Behavior
Less/Worse of the Behavior
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EXTRINSIC MOTIVATORS APPLIED TO HEURISTIC TASKS
• Increased short-term performance… mostly• Decreased long-term performance
• The larger the reward, the worse the effects
• Cloud judgement• Cause myopic thinking• Narrow both depth and breadth of problem-
solving
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DANIEL PINK’S MODEL - TYPE I AND TYPE X
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• Motivation 3.0• Both born and made• Performs best in the long
run• Renewable resource• Money is a hygiene factor• Tend to be internally
focused
• Motivation 2.0• Both born and made• Performs best in the short
run• Exhaustible resource• Money is the end goal• Tend to be externally
focused
Type I Type X
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THE COMPONENTS OF TYPE I
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Autonomy
Mastery
Purpose
Self-Directed
Devoted to improvement
Connected to a larger goal
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AUTONOMY“I CONTROL THAT WHICH I AM RESPONSIBLE FOR.”
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“Autonomous motivation involves behaving with a full sense of volition and choice, whereas controlled motivation involvesbehaving with the experience of pressure and demand thatcomes from forces perceived to be external to the self..”
– Edward L Deci and Richard M Ryan, “Self-Determination Theory and the Facilitation of IntrinsicMotivation, Social Development, and Well-Being”
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THE FOUR TS
Task
Time
Technique
Team
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“Hire good people and leave them alone.” – 3M Chairman William McKnight, ~1930-1940
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MASTERY“I STRIVE TO EXPLORE AND BECOME BETTER.”
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MasteryEngagement
Autotelic experiences “Auto” = Self “Telic” = Goal
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THE THREE LAWS OF MASTERY
Mastery is a Mindset
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• Intelligence is a fixed trait
Therefore:
• Exertion signifies a personal limit• Choosing harder goals risks
failure, which implies less intelligence• An “unsolvable” problem
means you should give up
Entity Theory
Incremental Theory
• Intelligence is trainable
Therefore:
• Exertion signifies improvement• Choosing harder goals
increases your mastery• An “unsolvable” problem
becomes a guidepost for learning
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THE THREE LAWS OF MASTERY
Mastery is a Mindset
Mastery is a Pain
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“Being a professional is doing the things you love to do onthe days you don’t feel like doing them.”
– Julius Irving
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THE THREE LAWS OF MASTERY
Mastery is a Mindset
Mastery is a Pain
Mastery is an Asymptote
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FEEL THE FLOW!
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PURPOSE“I WANT MY WORK TO SERVE SOMETHING THAT
MATTERS.”
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Purpose provides a context for mastery and autonomy
Purpose is the “Why?” behind a job
Purpose-oriented goals are better than money-orientedgoals for Type I
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SO WHAT DO I DO WITH ALL THAT?
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BEWARE IMITATORS!“Empowerment”
The Oz Principle
Over-focus on “The Team”
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QUESTION TIME!
DO YOU WANT TO BE?ARE YOU TYPE I?
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“Passion” “Drive”
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HOW DO WE PROMOTE TYPE I?
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TYPE I IS CONTAGIOUS!
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GENERAL
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• Use “Now-That” rewards instead of “If-Then” rewards• Don’t frame traditions or benefits as rewards• Avoid using policies or quotas to deal with problems• Offer real feedback alongside praise• Make your teams “no-competition” zones• Encourage P2P feedback
• Gather shout-outs from your entire team before an all-hands• Give a shout-out a little teeth with spot rewards
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HIRING, FIRING, AND MEASURING
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• Use the Zappo’s Two Week Trial• Pay more than average• Ensure compensation is both internally and externally
fair• Form teams that are diverse – in training, backgrounds,
personalities, etc• Use performance metrics that are:• Wide-ranging• Relevant• Hard to Game
• Know which employees are which type• Mixing Type X and Type I can be dangerous
• If you’re committing to Type I… be prepared to let people go
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AUTONOMY
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• Implement a Results-Only Work Environment (ROWE)• Institute paid time for noncommissioned work• Google Time• Hackathons/FedEx days/Company offsites• “Grouplets”
• Run an anonymous autonomy audit• Practice relinquishing control• Involve your team in goal-setting• Use non-controlling language• Have “office hours”
• Allow selection of project, or at least task
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MASTERY
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• Find and use your team’s Goldilocks Zones• Drive out fear from your team, especially fear of failure• Make your feedback emphasize effort, not just talent• Allow progress at each person’s pace• When someone gets bored:• Have them mentor someone else into their role• Have them take on more challenging tasks
• Remember that secondary skills matter, too
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PURPOSE
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• Know your story – as a company, and as a project• Make sure everyone knows that story• Allow people to find their own purposes• Find a balance between purpose-driven and profit-
driven• Animate with purpose, don’t motivate with rewards
•Do good things!
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THE MAJOR TAKEAWAYS
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• Use “Now-That” rewards, not “If-Then” rewards• Avoid using policies to motivate• Use frequent, real feedback instead of simple praise• Identify your and your team’s Types• Use the three components of Type I to motivate them• Motivate Type X people via algorithmic tasks• Let Type X people convert at their own pace
• Have a concrete purpose• Allow for as much autonomy as possible• Build a culture of mastery• Aim for diverse teams and allow cross-training
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ANY QUESTIONS?