Dan Pink on Motivation - Revision history

MoritzGutheil: /* Abstract */

2019-03-04T18:20:22Z

Abstract

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	== Abstract ==		== Abstract ==

	Daniel H. Pink is the author of several provocative, bestselling books about business, work, and behavior. His TED Talk on the science of motivation is one of the 10 most-watched TED Talks of all time, with more than 20 million views<ref name>[Daniel H. Pink, ''About'', retrieved from https://www.danpink.com/about/]</ref> In his book "Drive, The Surprising truth About What Motivates Us" questions the classical school of extrinsic motivation which is based on earning rewards and avoiding punishment. According to Pink classical reward systems fail with increasing task complexity and can have a negative impact on performance.		Daniel H. Pink is the author of several provocative, bestselling books about business, work, and behavior. His TED Talk on the science of motivation is one of the 10 most-watched TED Talks of all time, with more than 20 million views<ref name>[Daniel H. Pink, ''About'', retrieved from https://www.danpink.com/about/]</ref> In his book "Drive, The Surprising truth About What Motivates Us", Pink questions the classical school of extrinsic motivation which is based on earning rewards and avoiding punishment. According to Pink classical reward systems fail with increasing task complexity and can have a negative impact on performance.
	Extrinsic motivation occurs when the motivation to perform a behavior or engage in an activity is based on an outcome which can be either positive or negative. Pink uses the analogy of “carrots and sticks”, implicating that good performance will be rewarded, while low performance will be punished. Even though this external attempt to motivation might work for simple, routine tasks, the findings presented by Pink show that with increasing task complexity, this form of motivation yields decreased performance. Intrinsic motivation on the other hand arises from within and involves performing a behavior or engaging in an activity for the sake of itself. A person might simply enjoy a certain activity or see it as an opportunity to explore, learn, and actualize potentials.		Extrinsic motivation occurs when the motivation to perform a behavior or engage in an activity is based on an outcome which can be either positive or negative. Pink uses the analogy of “carrots and sticks”, implicating that good performance will be rewarded, while low performance will be punished. Even though this external attempt to motivation might work for simple, routine tasks, the findings presented by Pink show that with increasing task complexity, this form of motivation yields decreased performance. Intrinsic motivation on the other hand arises from within and involves performing a behavior or engaging in an activity for the sake of itself. A person might simply enjoy a certain activity or see it as an opportunity to explore, learn, and actualize potentials.
	In order to properly address 21st century challenges a new approach based on intrinsic motivation will yield higher performance. Pinks approach revolves around autonomy, mastery and purpose.<ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>This approach acknowledges recent trends like outsourcing and automation and the subsequent changes in the nature of our jobs, which are becoming more complex and increasingly demand cognitive skills. In the context of project management, managers have to be aware of the underlying motivations that drive people. Human capital is a very important resource in projects, and has to be managed effectively to increase performance and achieve better results. Managers should create a working environment that nurtures autonomy, mastery and purpose. The last part of the article will therefore focus on how Pinks suggestions can be utilized in the process of developing and managing a project team effectively and give some hands-on advice to project managers.		In order to properly address 21st century challenges a new approach based on intrinsic motivation will yield higher performance. Pinks approach revolves around autonomy, mastery and purpose.<ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>This approach acknowledges recent trends like outsourcing and automation and the subsequent changes in the nature of our jobs, which are becoming more complex and increasingly demand cognitive skills. In the context of project management, managers have to be aware of the underlying motivations that drive people. Human capital is a very important resource in projects, and has to be managed effectively to increase performance and achieve better results. Managers need to understand how to motivate team members in different situations and should create a working environment that nurtures autonomy, mastery and purpose. The last part of the article will therefore focus on how Pinks suggestions can be utilized in the process of developing and managing a project team effectively and give some hands-on advice to project managers.

	== Extrinsic Motivation ==		== Extrinsic Motivation ==

MoritzGutheil: /* Abstract */

2019-03-04T18:16:05Z

Abstract

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	Daniel H. Pink is the author of several provocative, bestselling books about business, work, and behavior. His TED Talk on the science of motivation is one of the 10 most-watched TED Talks of all time, with more than 20 million views<ref name>[Daniel H. Pink, ''About'', retrieved from https://www.danpink.com/about/]</ref> In his book "Drive, The Surprising truth About What Motivates Us" questions the classical school of extrinsic motivation which is based on earning rewards and avoiding punishment. According to Pink classical reward systems fail with increasing task complexity and can have a negative impact on performance.		Daniel H. Pink is the author of several provocative, bestselling books about business, work, and behavior. His TED Talk on the science of motivation is one of the 10 most-watched TED Talks of all time, with more than 20 million views<ref name>[Daniel H. Pink, ''About'', retrieved from https://www.danpink.com/about/]</ref> In his book "Drive, The Surprising truth About What Motivates Us" questions the classical school of extrinsic motivation which is based on earning rewards and avoiding punishment. According to Pink classical reward systems fail with increasing task complexity and can have a negative impact on performance.
	Extrinsic motivation occurs when the motivation to perform a behavior or engage in an activity is based on an outcome which can be either positive or negative. Pink uses the analogy of “carrots and sticks”, implicating that good performance will be rewarded, while low performance will be punished. Even though this external attempt to motivation might work for simple, routine tasks, the findings presented by Pink show that with increasing task complexity, this form of motivation yields decreased performance. Intrinsic motivation on the other hand arises from within and involves performing a behavior or engaging in an activity for the sake of itself. A person might simply enjoy a certain activity or see it as an opportunity to explore, learn, and actualize potentials.		Extrinsic motivation occurs when the motivation to perform a behavior or engage in an activity is based on an outcome which can be either positive or negative. Pink uses the analogy of “carrots and sticks”, implicating that good performance will be rewarded, while low performance will be punished. Even though this external attempt to motivation might work for simple, routine tasks, the findings presented by Pink show that with increasing task complexity, this form of motivation yields decreased performance. Intrinsic motivation on the other hand arises from within and involves performing a behavior or engaging in an activity for the sake of itself. A person might simply enjoy a certain activity or see it as an opportunity to explore, learn, and actualize potentials.
	There is a mismatch between what science knows and what businesses continue to do. Business operating systems are still mainly build around extrinsic motivators such as promotions, bonuses, reprimands, layoffs, etc. In order to properly address 21st century challenges a new approach based on intrinsic motivation will yield higher performance. Pinks approach revolves around ~~Autonomy~~, ~~Mastery~~ and ~~Purpose~~.<ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>This approach acknowledges recent trends like outsourcing and automation and the subsequent changes in the nature of our jobs, which are becoming more complex and increasingly demand cognitive skills.		In order to properly address 21st century challenges a new approach based on intrinsic motivation will yield higher performance. Pinks approach revolves around autonomy, mastery and purpose.<ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>This approach acknowledges recent trends like outsourcing and automation and the subsequent changes in the nature of our jobs, which are becoming more complex and increasingly demand cognitive skills. In the context of project management, managers have to be aware of the underlying motivations that drive people. Human capital is a very important resource in projects, and has to be managed effectively to increase performance and achieve better results. Managers should create a working environment that nurtures autonomy, mastery and purpose. The last part of the article will therefore focus on how Pinks suggestions can be utilized in the process of developing and managing a project team effectively and give some hands-on advice to project managers.
	In the context of project management, managers have to be aware of the underlying motivations that drive people. Human capital is very important resource in projects, and has to be managed effectively to increase performance and achieve better results. Managers should create a working environment that nurtures ~~Autonomy~~, ~~Mastery~~ and ~~Purpose~~. The last part of the article will therefore focus on how Pinks suggestions can be utilized in the process of developing and managing a project team effectively and give some ~~hand~~.

	== Extrinsic Motivation ==		== Extrinsic Motivation ==

MoritzGutheil: /* Annotated bibliography */

2019-03-04T18:11:12Z

Annotated bibliography

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	<ol>		<ol>
	<li> '''Daniel H. Pink, (2009), Drive, The Surprising Truth About What Motivates Us.''' - in particular Chapters 2a, 4, 5 and 6. In this book, the author argues that human motivation is largely intrinsic, and that the aspects of this motivation can be divided into autonomy, mastery, and purpose.		<li> '''Daniel H. Pink, (2009), Drive, The Surprising Truth About What Motivates Us.''' - in particular Chapters 2a, 4, 5 and 6. In this book, the author argues that human motivation is largely intrinsic, and that the aspects of this motivation can be divided into autonomy, mastery, and purpose.
	<li> '''Richard M. Ryan and Edward L. Deci, (2000), Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions, in Contemporary Educational Psychology 25''' - In this paper, the authors summerize and refelct on the different forms of extrinsic and intrinsic motivation.		<li> '''Richard M. Ryan and Edward L. Deci, (2000), Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions, published in Contemporary Educational Psychology 25''' - In this paper, the authors summerize and refelct on the different forms of extrinsic and intrinsic motivation.
	<li> '''Project Management Institute, Inc., (2017), Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''' - In particular chapter 9 on Project Resource Management. The Project Management Body of Knowledge is a set of standard terminology and guidelines for project management. Project Resource Management includes the processes of identifying, acquiring, and managing the resources needed for the successful completion of the project.		<li> '''Project Management Institute, Inc., (2017), Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''' - In particular chapter 9 on Project Resource Management. The Project Management Body of Knowledge is a set of standard terminology and guidelines for project management. Project Resource Management includes the processes of identifying, acquiring, and managing the resources needed for the successful completion of the project.
	</ol>		</ol>

MoritzGutheil: /* Discussion */

2019-03-04T18:10:17Z

Discussion

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	Pinks approach and his focus on intrinsic motivation in todays work environment is unarguably correct and important in the field of project management. Managers need to understand the underlying forms of motivation summarized in Figue 1 to manage and lead people effectively. However, Pinks views are in some parts one-sided. The representation of extrinsic motivation is sometimes to negative and falls short of the fact, that it is still needed for certain types of tasks. Even though a project can be born out of intrinsic motivation, it is utopias to believe that it can be delivered through intrinsic motivation alone. There are too many external parameters and standard procedures to consider. Project managers therefore have to identify the two different kinds of tasks and find an effective way to balance intrinsic and extrinsic motivators. Figure 2 provides a guideline on how the decision process can be structured. Also, the baseline rewards need to be adequate and fair. These include wages, salaries, benefits and are important to set a basis for motivated contribution. According to Maslow, individuals will strive towards intrinsically motivated self-actualization when they find themselves in stable conditions that guarantee their well-being. The main take-away is that project managers have to create an atmosphere that values individual contribution and skills, allows a great deal of autonomy and promotes the value and importance of the project in a bigger context. Rewards should be unexpected, rather immaterial and value an individuals competence. Pink presents evidence to make a case against material rewards and ~~move~~ towards a future ~~that~~ is as appealing and human as it can be. Changes towards this future are being made, however slowly and one step at a time.		Pinks approach and his focus on intrinsic motivation in todays work environment is unarguably correct and important in the field of project management. Managers need to understand the underlying forms of motivation summarized in Figue 1 to manage and lead people effectively. However, Pinks views are in some parts one-sided. The representation of extrinsic motivation is sometimes too negative and falls short of the fact, that it is still needed for certain types of tasks. Even though a project can be born out of intrinsic motivation, it is utopias to believe that it can be delivered through intrinsic motivation alone. There are too many external parameters and standard procedures to consider. Project managers therefore have to identify the two different kinds of tasks and find an effective way to balance intrinsic and extrinsic motivators. Figure 2 provides a guideline on how the decision process can be structured. Also, the baseline rewards need to be adequate and fair. These include wages, salaries, benefits and are important to set a basis for motivated contribution. According to Maslow, individuals will strive towards intrinsically motivated self-actualization when they find themselves in stable conditions that guarantee their well-being. The main take-away is that project managers have to create an atmosphere that values individual contribution and skills, allows a great deal of autonomy and promotes the value and importance of the project in a bigger context. Rewards should be unexpected, rather immaterial and value an individuals competence. In "Drive" Pink presents evidence to make a case against material rewards and encourages the movement towards a future based on intrinsic motivation. His picture of the future is as appealing and human as it can be, but will certainly still inhabit extrinsic motivators. Changes towards this future are being made, however slowly and one step at a time.

	== Annotated bibliography ==		== Annotated bibliography ==

MoritzGutheil: /* Discussion */

2019-03-04T18:04:04Z

Discussion

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	Pinks approach and his focus on intrinsic motivation in todays work environment is unarguably correct and important in the field of project management. Managers need to understand the underlying forms of motivation summarized in Figue 1 to manage and lead people effectively. However, ~~his~~ views are in some parts one-sided. The representation of ~~extrinsical~~ motivation is sometimes to negative and falls short of the fact, that it is still needed for a certain ~~type~~ of ~~task~~. Even though a project can be born out of intrinsic motivation, it is utopias to believe that it can be delivered through intrinsic motivation alone. There are too many external parameters and standard procedures to consider. Project managers therefore have to identify the two different kinds of tasks and find an effective way to balance intrinsic and extrinsic motivators. Figure 2 ~~has shown~~ how a decision process ~~on how to motivate team members~~ can be structured. Also, the baseline rewards ~~should~~ be adequate and fair. These include wages, salaries, benefits and are important to set a basis for motivated contribution. According to Maslow, ~~people start performing better when their basic and existential needs are satisfied,~~ when they ~~have~~ stable conditions that guarantee their well-being. The main take-away is that project managers have to create an atmosphere that values individual contribution and skills, allows autonomy and promotes the value and importance of the project in a bigger context. Rewards should be unexpected, rather immaterial and value an individuals competence. Pink presents evidence to make a case against material rewards and move towards a future that is as appealing and human as it can be. Changes towards this future are being made, however slowly and one step at a time.		Pinks approach and his focus on intrinsic motivation in todays work environment is unarguably correct and important in the field of project management. Managers need to understand the underlying forms of motivation summarized in Figue 1 to manage and lead people effectively. However, Pinks views are in some parts one-sided. The representation of extrinsic motivation is sometimes to negative and falls short of the fact, that it is still needed for certain types of tasks. Even though a project can be born out of intrinsic motivation, it is utopias to believe that it can be delivered through intrinsic motivation alone. There are too many external parameters and standard procedures to consider. Project managers therefore have to identify the two different kinds of tasks and find an effective way to balance intrinsic and extrinsic motivators. Figure 2 provides a guideline on how the decision process can be structured. Also, the baseline rewards need to be adequate and fair. These include wages, salaries, benefits and are important to set a basis for motivated contribution. According to Maslow, individuals will strive towards intrinsically motivated self-actualization when they find themselves in stable conditions that guarantee their well-being. The main take-away is that project managers have to create an atmosphere that values individual contribution and skills, allows a great deal of autonomy and promotes the value and importance of the project in a bigger context. Rewards should be unexpected, rather immaterial and value an individuals competence. Pink presents evidence to make a case against material rewards and move towards a future that is as appealing and human as it can be. Changes towards this future are being made, however slowly and one step at a time.

	== Annotated bibliography ==		== Annotated bibliography ==

MoritzGutheil: /* Key Findings */

2019-03-04T17:58:12Z

Key Findings

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	There are however some occasions where extrinsic motivators can increase performance. Rewards by their very nature narrow our focus. In order to get the promoted reward, a certain task has to be accomplished faster or more productive. This approach is easy in routine situations with a clear set of rules. In other words, when the task is well defined and no cognitive skills are required. <ref name=Pink>[Daniel H. Pink, Drive, The Surprising Truth About What Motivates Us, 2009]</ref> Even though projects involve less of these kinds of tasks, they still occur and have to be dealt with. Managers can deal with them by openly acknowledging that the task is boring, ~~still~~ offer a rational why the task is still necessary and allow team members to complete the task in their own way.<ref name=Pink>[Daniel H. Pink, Drive, The Surprising Truth About What Motivates Us, 2009]</ref>		There are however some occasions where extrinsic motivators can increase performance. Rewards by their very nature narrow our focus. In order to get the promoted reward, a certain task has to be accomplished faster or more productive. This approach is easy in routine situations with a clear set of rules. In other words, when the task is well defined and no cognitive skills are required. <ref name=Pink>[Daniel H. Pink, Drive, The Surprising Truth About What Motivates Us, 2009]</ref> Even though projects involve less of these kinds of tasks, they still occur and have to be dealt with. Managers can deal with them by openly acknowledging that the task is boring, offer a rational why the task is still necessary and allow team members to complete the task in their own way.<ref name=Pink>[Daniel H. Pink, Drive, The Surprising Truth About What Motivates Us, 2009]</ref>
	However, as tasks become more complex and demand more cognitive skills, rewards fail to improve performance. In situations that require looking outside the box, a narrow focus is not helpful. Therefore, in order to avoid the seven flaws, extrinsic motivators should be reduced and replaced with deeper elements of motivation which are discussed in the New Approach. Figure 2 provides an overview on how the decision process can be structured.		However, as tasks become more complex and demand more cognitive skills, rewards fail to improve performance. In situations that require looking outside the box, a narrow focus is not helpful. Therefore, in order to avoid the seven flaws, extrinsic motivators should be reduced and replaced with deeper elements of motivation which are discussed in the New Approach. Figure 2 provides an overview on how the decision process on how to motivate idividuals can be structured.

	== 21st Century Challenges ==		== 21st Century Challenges ==

MoritzGutheil: /* Autonomy */

2019-03-04T17:54:26Z

Autonomy

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	In order to achieve more autonomy, managers have to promote self-direction. This includes looking for ways to increase the amount of autonomy people have over their task, time, team, and technique. There are emerging concepts like hackathons and FedEx days that create opportunities for creativity despite the regular work and encourage creativity and independent working.<ref name=Interview>[10,000ft Team, October 29th, 2013, ''Interview with Daniel Pink: the Evolving World of Work'', retrieved from https://www.10000ft.com/blog/daniel-pink-and-the-changing-world-of-work]</ref> Flexible working hours also increase autonomy. Managers can take three rather simple but effective steps towards decreasing control. First is to involve team members in goal-setting, so that they can decide on the goals, how and when to achieve them. Second is the use of non-controlling language. Using phrases like “think about” or “consider” instead of words like “must” or “should“ promote engagement over compliance. A third step are open office hours instead of fixed appointments. This encourages team members to bring up certain project related topics, whenever they think it is relevant. <ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>		In order to achieve more autonomy, managers have to promote self-direction. This includes looking for ways to increase the amount of autonomy people have over their task, time, team, and technique. There are emerging concepts like hackathons and FedEx days that create opportunities for creativity despite the regular work and encourage creativity and independent working.<ref name=Interview>[10,000ft Team, October 29th, 2013, ''Interview with Daniel Pink: the Evolving World of Work'', retrieved from https://www.10000ft.com/blog/daniel-pink-and-the-changing-world-of-work]</ref> Flexible working hours also increase autonomy. Managers can take three rather simple but effective steps towards decreasing control. First is to involve team members in goal-setting, so that they can decide on the goals, how and when to achieve them. Second is the use of non-controlling language. Using phrases like “think about” or “consider” instead of words like “must” or “should“ promote engagement over compliance. A third step are open office hours instead of fixed appointments. This encourages team members to bring up certain project related topics, whenever they think it is relevant. <ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>

	Another very concrete concept to maximize a team’s autonomy is the concept of self-organized teams, where a team works without centralized control. The project manager provides the team with the necessary environment and support, but except from that takes a passive role. The team members have to come up with concepts and solutions themselves rather than solving externally imposed tasks.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref>This fosters creativity and might lead to unconventional but better solutions. For this structure to work, self-organized teams must have a high sense of ownership and responsibility. Also, they need to communicate more often and be able to put trust in the capabilities of every one of the team member.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref> In order to create a functioning self-organized team, managers can follow three core steps, which are training, coaching and mentoring. Training of hard-skills will ensure the required competencies and the team members confidence in them. Training of soft-skills will lay the groundwork for communication and collaboration. In the beginning phase, a coach should be present to offer guidance along the way but his role should diminish over time. As soon as the team is functioning, it will still need continuous mentoring to grow individual skills and keep the group balance.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref>		Another very concrete concept to maximize a team’s autonomy is the concept of self-organized teams, where a team works without centralized control. The project manager provides the team with the necessary environment and support, but except from that takes a passive role. The team members have to come up with concepts and solutions themselves rather than solving externally imposed tasks.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref>This fosters creativity and might lead to unconventional but better solutions. For this structure to work, self-organized teams must have a high sense of ownership and responsibility. Also, they need to communicate more often and be able to put trust in the capabilities of every one of the team member.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref> In order to create a functioning self-organized team, managers can follow three core steps, which are training, coaching and mentoring. Training of hard-skills will ensure the required competencies and the team members confidence in them. This is the basis for autonomous work. Training of soft-skills will lay the groundwork for communication and collaboration. In the beginning phase, a coach should be present to offer guidance along the way but his role should diminish over time. As soon as the team is functioning, it will still need continuous mentoring to grow individual skills and keep the group balance.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref>

	== Discussion ==		== Discussion ==

MoritzGutheil: /* Autonomy */

2019-03-04T17:52:56Z

Autonomy

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	In order to achieve more autonomy, managers have to promote self-direction. This includes looking for ways to increase the amount of autonomy people have over their task, time, team, and technique. There are emerging concepts like hackathons and FedEx days that create opportunities for creativity despite the regular work and encourage creativity and independent working.<ref name=Interview>[10,000ft Team, October 29th, 2013, ''Interview with Daniel Pink: the Evolving World of Work'', retrieved from https://www.10000ft.com/blog/daniel-pink-and-the-changing-world-of-work]</ref> Flexible working hours also increase autonomy. Managers can take three rather simple but effective steps towards decreasing control. First is to involve team members in goal-setting, so that they can decide on the goals, how and when to achieve them. Second is the use of non-controlling language. Using phrases like “think about” or “consider” instead of words like “must” or “should“ promote engagement over compliance. A third step are open office hours instead of fixed appointments. This encourages team members to bring up certain project related topics, whenever they think it is relevant. <ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>		In order to achieve more autonomy, managers have to promote self-direction. This includes looking for ways to increase the amount of autonomy people have over their task, time, team, and technique. There are emerging concepts like hackathons and FedEx days that create opportunities for creativity despite the regular work and encourage creativity and independent working.<ref name=Interview>[10,000ft Team, October 29th, 2013, ''Interview with Daniel Pink: the Evolving World of Work'', retrieved from https://www.10000ft.com/blog/daniel-pink-and-the-changing-world-of-work]</ref> Flexible working hours also increase autonomy. Managers can take three rather simple but effective steps towards decreasing control. First is to involve team members in goal-setting, so that they can decide on the goals, how and when to achieve them. Second is the use of non-controlling language. Using phrases like “think about” or “consider” instead of words like “must” or “should“ promote engagement over compliance. A third step are open office hours instead of fixed appointments. This encourages team members to bring up certain project related topics, whenever they think it is relevant. <ref name=Pink>[Daniel H. Pink, 2009, ''Drive, The Surprising Truth About What Motivates Us'']</ref>

	Another very concrete concept to maximize a team’s autonomy is the concept of self-organized teams, where a team works without centralized control. The project manager provides the team with the necessary environment and support, but except from that takes a passive role. The team members have to come up with concepts and solutions themselves rather than solving externally imposed tasks.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref>This fosters creativity and might lead to unconventional but better solutions. For this structure to work, self-organized teams must have a high sense of ownership and responsibility. Also, they need to communicate more often and be able to put trust in the capabilities of every on team member.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref> In order to create a functioning self-organized team, managers can follow three core steps, which are training, coaching and mentoring. Training of hard-skills will ensure the required competencies and the team members confidence in them. Training of soft-skills will lay the groundwork for communication and collaboration. In the beginning phase, a coach should be present to offer guidance along the way but his role should diminish over time. As soon as the team is functioning, it will still need continuous mentoring to grow individual skills and keep the group balance.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref>		Another very concrete concept to maximize a team’s autonomy is the concept of self-organized teams, where a team works without centralized control. The project manager provides the team with the necessary environment and support, but except from that takes a passive role. The team members have to come up with concepts and solutions themselves rather than solving externally imposed tasks.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref>This fosters creativity and might lead to unconventional but better solutions. For this structure to work, self-organized teams must have a high sense of ownership and responsibility. Also, they need to communicate more often and be able to put trust in the capabilities of every one of the team member.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref> In order to create a functioning self-organized team, managers can follow three core steps, which are training, coaching and mentoring. Training of hard-skills will ensure the required competencies and the team members confidence in them. Training of soft-skills will lay the groundwork for communication and collaboration. In the beginning phase, a coach should be present to offer guidance along the way but his role should diminish over time. As soon as the team is functioning, it will still need continuous mentoring to grow individual skills and keep the group balance.<ref name=SelfTeams>[Planview, 2019, ''What Is a Self-Organizing Team?'', retrieved from https://www.planview.com/resources/articles/what-is-self-organizing-team/]</ref>

	== Discussion ==		== Discussion ==

MoritzGutheil: /* Purpose */

2019-03-04T17:50:00Z

Purpose

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	=== Purpose ===		=== Purpose ===

	Empowering the team members and encouraging them to take ownership of the project is a direct way to address what Pink calls purpose. This involves the involvement all team members in project planning and decision-making processes. This will increase the team members feeling of identification with the project as he can actively influence decisions and shape the course of the project.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref> Managers should also envision the bigger picture and scope of the project and help team members relate to it with their individual contribution. In some cases private capital can serve as a tool for ownership and accountability. In this case team members private ownership in the project gives incentives for delivering realistic estimates of future costs and revenues from the project.<ref name=Ownership>[Nils O.E. Olsson et al., 2008, ''Project ownership: implications on success measurement in'', Measuring Business Excellence, Vol. 12 Issue:1, pp.39-46]</ref> However, it can be argued that this is a rather extrinsic approach, that is eventually based on the outcome. The focus should therefore be on the projects purpose maximization rather than profit maximazation, to create a good deliverable in order to create value. Managers need good communicational and human skills to promote the bigger picture and scope of the project.		Empowering the team members and encouraging them to take ownership of the project is a direct way to address what Pink calls purpose. This involves the involvement all team members in project planning and decision-making processes. This will increase the team members feeling of identification with the project as he can actively influence decisions and shape the course of the project.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref> Managers should also envision the bigger picture and scope of the project and help team members relate to it with their individual contribution. In some cases private capital can serve as a tool for ownership and accountability. In this case team members private ownership in the project gives incentives for delivering realistic estimates of future costs and revenues from the project.<ref name=Ownership>[Nils O.E. Olsson et al., 2008, ''Project ownership: implications on success measurement in'', Measuring Business Excellence, Vol. 12 Issue:1, pp.39-46]</ref> However, it can be argued that this is a rather extrinsic approach, that is eventually based on the outcome. The focus should therefore be on the projects purpose maximization rather than profit maximazation, to create a good deliverable in order to create value. Team members should be proud of being part of the project and the fact that they are creating value. Managers need good communicational and human skills to promote the bigger picture and scope of the project.

	=== Autonomy ===		=== Autonomy ===

MoritzGutheil: /* Purpose */

2019-03-04T17:47:09Z

Purpose

← Older revision		Revision as of 17:47, 4 March 2019
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	=== Purpose ===		=== Purpose ===

	Empowering the team members and ~~encourage~~ them to take ownership of the project is a direct way to address what Pink calls purpose. This involves the involvement all team members in project planning and decision-making processes. This will increase the team members feeling of identification with the project as he can actively influence decisions and shape the course of the project.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref> Managers should also envision the bigger picture and scope of the project and help team members relate to it with their individual contribution. In some cases private capital can serve as a tool for ownership and accountability. In this case team members private ownership in the project gives incentives for delivering realistic estimates of future costs and revenues from the project.<ref name=Ownership>[Nils O.E. Olsson et al., 2008, ''Project ownership: implications on success measurement in'', Measuring Business Excellence, Vol. 12 Issue:1, pp.39-46]</ref> However, it can be argued that this is a rather extrinsic approach, that is eventually based on the outcome. The focus should therefore be on the projects purpose maximization rather than profit maximazation, to create a good deliverable in order to create value. Managers need good communicational and human skills to promote the bigger picture and scope of the project.		Empowering the team members and encouraging them to take ownership of the project is a direct way to address what Pink calls purpose. This involves the involvement all team members in project planning and decision-making processes. This will increase the team members feeling of identification with the project as he can actively influence decisions and shape the course of the project.<ref name=PMBOK>[Project Management Institute, Inc.., 2017, ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'']</ref> Managers should also envision the bigger picture and scope of the project and help team members relate to it with their individual contribution. In some cases private capital can serve as a tool for ownership and accountability. In this case team members private ownership in the project gives incentives for delivering realistic estimates of future costs and revenues from the project.<ref name=Ownership>[Nils O.E. Olsson et al., 2008, ''Project ownership: implications on success measurement in'', Measuring Business Excellence, Vol. 12 Issue:1, pp.39-46]</ref> However, it can be argued that this is a rather extrinsic approach, that is eventually based on the outcome. The focus should therefore be on the projects purpose maximization rather than profit maximazation, to create a good deliverable in order to create value. Managers need good communicational and human skills to promote the bigger picture and scope of the project.

	=== Autonomy ===		=== Autonomy ===