Dan Pink on Motivation

Revision as of 17:49, 21 February 2019

Abstract

Dan Pink argues against the classical school of extrinsic motivation which is based on earning rewards and avoiding punishment and is used in most business operating systems. According to Pink classical reward systems fail with increasing task complexity and can have a negative impact on performance. It is therefore necessary for businesses to acknowledge these findings and move towards a system based on intrinsic motivation. 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. According to Pink an updated business operating system revolves around Autonomy, Mastery and Purpose. 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.^[1] 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. 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.

Extrinsic Motivation

Intrinsic Motivation

Findings

21st century challenges

The new approach

Project Human Resource Management

We have seen how human capital is becoming one of the most important resources in todays work environments. In order to increase performance and achieve better results, human resources have to be managed effectively. Project management practices are based on control and task oriented processes. This implies a rather external locus of control. Still there are several ways to foster intrinsic motivation within project teams. Transferring Pinks findings to project management, the goal should therefore be to foster intrinsic motivation by maximizing autonomy, mastery and purpose.

Within the PMBOK theses approaches in managing human resources fall within the chapter of project resource management, which concerns itself with the planning, estimating, acquiring and control of resources, as well as the development and management of the project team. (PMBOK) Especially the task of developing the team offers the opportunity to enhance intrinsic motivation. In the best case project managers already have chosen intrinsically motivated people during the acquisition phase. Concrete questions on how a possible candidate for the team is motivated to work on the project can be helpful during this phase and make a difference in the long-run.

Developing the team is concerned with the process of improving competencies, team member interaction, and the overall team environment to enhance project performance(PMBOK) It is important to correctly motivate team members. Good managers should offer valuable feedback, and support. With respect to what Pink calls mastery a manager should acknowledge individual competencies, encourage personal growth and put people in positions where they can grow. (Interview) Deci and Ryan have shown, that rewards can enhance intrinsic motivation, when they support when they are directed towards an individual’s feeling of competence rather than a concrete outcome. (DECI and Ryan) A project manager should therefore, motivate the team members during the project life-cycle rather than at the end. Intangible rewards rather than monetary rewards can also have a better effect. (PMBOK) 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. (PMBOK) Managers should envision the bigger picture and scope of the project and help team members relate to it with their individual contribution. 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. (Interview) Flexible working hours also increase autonomy. A very concrete concept to maximize a team’s autonomy are 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. (PMBOK)

References

1. ↑ [Daniel H. Pink, Drive, The Surprising Truth About What Motivates Us, 2009]