The Surprising Truth About What Motivates Us
Scientific Management
Scientific Management sees workers as inherently unmotivated. Given an option the worker will avoid or minimise work. This belief helps to drive the separation between workers who execute tasks (typically unwillingly) and managers who define the work (and enforce its completion). A similar belief is seen in Douglas McGregor’s “Theory X” explanation of motivation.
Hardly a competent workman can be found who does not devote a considerable amount of time to studying just how slowly he can work and still convince his employer that he is going at a good pace.
“The Principles of Scientific Management” – F.W. Taylor 1911
Agile Management
However, as Agile leaders, we reject the Scientific Management / Theory X viewpoint. Instead we believe that motivation is primarily intrinsic, not extrinsic. Individuals are motivated by what they desire, not solely by reward or punishment. Teams can use self-management to most effectively deliver business value. Indeed they can develop to the level that Takeuchi and Nonaka refer to as “Self-transcendence”.
However, this doesn’t just happen by itself. As Agile leaders we need to consider how best to help the teams along this path.
The project teams appear to be absorbed in a never-ending quest for “the limit.”
“The New New Product Development game” – Takeuchi and Nonaka
Highly motivated teams and individuals are a huge asset in knowledge industries such as software development. But achieving that motivation needs leaders to deliver the right environment and culture.
In Dan Pink’s book “Drive: The Surprising Truth About What Motivates Us”, he suggests that there are three key intrinsic motivators. I have always found this model very useful as it gives some clear, actionable guidance about the steps that leaders can take.
Autonomy
Autonomy is the opportunity to make our own choices and to feel that we have influence over the world. This contrasts with the Scientific Management view of employees being required to follow direction.
As we have seen, self-managing is key to effective Agile development. Combined with lowest viable level decision making it allows fast feedback loops and effective flow. This in turn means the organisation delivers more value and is able to respond effectively to change.
For creative tasks, the best approach is often just to hire great people and get out of their way.
“Drive” – Dan Pink
Mastery
Mastery is competence in the skills of our trade and the ability to grow those skills and continue to learn.
Complex environments typically require skilled workers. And the ever-changing nature of those environments requires individuals to keep improving and growing their skills.
However, we often see barriers to this development. Teams may feel too busy with today’s work to prepare for tomorrow’s. Too often I have seen teams feel that the organisation does not value personal growth enough to allow them to invest time.
When we make progress and get better at something, it is inherently motivating. In order for people to make progress, they have to get feedback and information on how they’re doing.
“Drive” – Dan Pink
Purpose
Purpose is the feeling that what we are doing as individuals contributes to a greater whole and that there is not only an impact but an impact for good.
As we see elsewhere, Agile development focusses on value over volume of output. This considers the impact of what the team is doing, and not just their efficiency at executing tasks.
A sense of purpose can be generated by clarity between the activities which are being undertaken and the effect on the outside world. This requires clear communication of both the desired outcomes and the linkage between activities and outcomes.
There is a huge body of evidence showing that people do better in their work when they know why they’re doing it in the first place.
“Drive” – Dan Pink
Good practices
As an Agile leader there are many ways that we can promote the three areas of autonomy, mastery and purpose. By doing so we can create more motivated teams and deliver more value.
Autonomy can be increased by allowing teams to make more decisions. They can control more of their own time and the tasks performed. You can build teams to be more diverse and cross-functional. This then allows the team more ability to make lowest viable level decisions. As leader you become a resource on which the team can call in a “Management as a Service” model.
Ensuring mastery is key in knowledge industries. Individuals enjoy the satisfaction of personal improvement and this builds skills for creating value. As a leader, we can ensure there is time for self-improvement. This is not just about expensive courses. Retrospectives and self-directed learning are key components. Feedback is also a key to mastery, and a leader should keep team members informed and challenged. Pink suggests assigning “Goldilocks tasks” which offer challenge but are achievable. Supplying valuable feedback will help individuals grow and develop.
Finally as a leader you will need to give the team purpose. Central to this is ensuring that the mission and goals of the organisation are well communicated. Every individual should understand how their work is contributing to this. This allows them to make the key decisions on their work which maximise value. Communication and reiteration of purpose is a key role for leaders.
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