WEBVTT 1 00:00:09.471 --> 00:00:14.728 This week, we're gonna talk about three different models of human motivation, 2 00:00:14.728 --> 00:00:16.220 human motives. 3 00:00:16.220 --> 00:00:21.160 The first one we're gonna talk about, hierarchy of needs, created by Maslow. 4 00:00:21.160 --> 00:00:25.070 The second one we'll talk about are the hygiene versus the motivator factors, 5 00:00:25.070 --> 00:00:26.370 created by Hertzberg. 6 00:00:26.370 --> 00:00:30.930 The third one, extrinsic versus intrinsic, created by Deci and Ryan. 7 00:00:30.930 --> 00:00:34.440 The first one I wanna focus on is Maslow’s hierarchy of needs. 8 00:00:34.440 --> 00:00:37.940 Maybe you’ve heard of Maslow, maybe you’ve heard of the hierarchy of needs. 9 00:00:37.940 --> 00:00:41.865 It was originally created by Maslo in the 1940s. 10 00:00:43.190 --> 00:00:48.990 And what he discovered was that individuals work or 11 00:00:48.990 --> 00:00:54.300 outside of work had really fundamental need that they brought to work. 12 00:00:54.300 --> 00:00:57.310 And they started with what Maslow called the physical or 13 00:00:57.310 --> 00:01:00.190 the baseline needs, food, shelter. 14 00:01:00.190 --> 00:01:01.300 We need food. 15 00:01:01.300 --> 00:01:02.510 We need shelter. 16 00:01:02.510 --> 00:01:04.870 Those are our baseline needs. 17 00:01:04.870 --> 00:01:12.060 And Maslow hypothesized that if those needs are not met, then any 18 00:01:12.060 --> 00:01:16.980 of the other needs really didn't matter in terms of motivating people to perform. 19 00:01:16.980 --> 00:01:21.340 So it really was those physical needs that created the foundation, 20 00:01:21.340 --> 00:01:24.480 if you will, of the Maslow Hierarchy or the pyramid. 21 00:01:25.600 --> 00:01:29.880 The next layer was what he called the safety needs. 22 00:01:29.880 --> 00:01:35.130 An example of a safety need in a job context would be job security. 23 00:01:35.130 --> 00:01:36.250 People need to feel safe. 24 00:01:36.250 --> 00:01:38.140 They need to feel secure. 25 00:01:38.140 --> 00:01:43.300 And again Mazlow hypothesized once the physical needs were met, 26 00:01:43.300 --> 00:01:48.630 then people's attention, their needs would transition into these safety concerns. 27 00:01:48.630 --> 00:01:52.355 And then once those were met then priorities or 28 00:01:52.355 --> 00:01:57.825 attention would shift to what Maslow called belonging needs. 29 00:01:57.825 --> 00:02:01.155 This is our need as human beings to feel part of something, 30 00:02:01.155 --> 00:02:03.555 to feel part of a community. 31 00:02:03.555 --> 00:02:07.855 Really the social or relational aspect of our being of one's self. 32 00:02:09.680 --> 00:02:14.760 Again, Maslow hypothesized that once the physical needs were met, 33 00:02:14.760 --> 00:02:17.250 then the safety concerns became a priority. 34 00:02:17.250 --> 00:02:19.790 Once those were met, then those belonging needs, 35 00:02:19.790 --> 00:02:22.700 the social relational needs, became a priority. 36 00:02:22.700 --> 00:02:26.952 Once those were met, then, what Maslow called esteem, 37 00:02:26.952 --> 00:02:30.760 self-esteem needs. 38 00:02:30.760 --> 00:02:35.390 This is our need to feel good about ourselves, 39 00:02:35.390 --> 00:02:39.470 to have a clear sense of identity, be confident. 40 00:02:39.470 --> 00:02:44.940 And that was the next layer in, if you will, the Maslow's hierarchy of needs. 41 00:02:46.130 --> 00:02:50.855 Again, hypothesizing that once the physical needs were met, then the safety 42 00:02:50.855 --> 00:02:55.521 concerns, then the belonging needs, and then ultimately the self esteem. 43 00:02:55.521 --> 00:03:01.262 And then once those were met, then what Maslow called self actualization needs. 44 00:03:01.262 --> 00:03:05.569 And this the really point at which we start to care about the meaning in life, 45 00:03:05.569 --> 00:03:09.220 the meaning in work, and what meaning we derive. 46 00:03:09.220 --> 00:03:13.590 And so, the important thing that I want you to take away from Maslow's hierarchy 47 00:03:13.590 --> 00:03:17.840 is that people have a variety of different needs, 48 00:03:17.840 --> 00:03:23.960 that span from the physical to the safety to belonging to the esteem, 49 00:03:23.960 --> 00:03:30.260 and ultimately what Maslow called self actualization, what I refer to as meaning. 50 00:03:30.260 --> 00:03:34.830 What's the meaning of why we exist and what we're working towards. 51 00:03:34.830 --> 00:03:41.250 Interestingly, research since the 1940s has shown that Maslow's hypothesis 52 00:03:41.250 --> 00:03:46.350 of this needs progression, that you have to satisfy the physical needs in order for 53 00:03:46.350 --> 00:03:49.980 the safety or the belonging needs to become a priority. 54 00:03:49.980 --> 00:03:54.820 Research suggests that it's not as linear as Maslow expected, 55 00:03:54.820 --> 00:03:59.430 that for many people, belonging becomes more important than safety, or 56 00:03:59.430 --> 00:04:01.729 esteem becomes more important than belonging. 57 00:04:02.850 --> 00:04:07.100 And so I give you the framework not to create this expectation 58 00:04:07.100 --> 00:04:10.970 that you have to satisfy the physical, then the safety, then the belonging. 59 00:04:10.970 --> 00:04:12.247 That's not the take-away. 60 00:04:12.247 --> 00:04:17.320 The take-away really is to understand that people have a range of needs 61 00:04:17.320 --> 00:04:19.900 that span across these different categories. 62 00:04:20.910 --> 00:04:26.000 And these needs create opportunities for you to leverage if you can identify that, 63 00:04:26.000 --> 00:04:30.850 for Scott, he really cares about belonging and feeling part of a community. 64 00:04:30.850 --> 00:04:33.940 More so, than esteem or safety. 65 00:04:33.940 --> 00:04:38.060 Then, in terms of aligning rewards to what I value. 66 00:04:38.060 --> 00:04:42.850 For example, if I value safety less than belonging, job security is not going to be 67 00:04:42.850 --> 00:04:46.320 the key motivating force for me, the key motivating force for 68 00:04:46.320 --> 00:04:50.220 me would be to create a sense of community and belonging. 69 00:04:50.220 --> 00:04:54.260 And so what you need to do is be able to assess your team members, yourself, 70 00:04:54.260 --> 00:04:58.910 along this pyramid of needs to understand what do people value. 71 00:04:59.920 --> 00:05:02.360 Good example that comes to mind is Herman Miller, 72 00:05:02.360 --> 00:05:05.790 the manufacturer of high-end office furniture. 73 00:05:05.790 --> 00:05:09.050 And what Herman Miller did, they have a team called the human dynamics team. 74 00:05:09.050 --> 00:05:13.590 And what this team did is they scanned over 80 years of academic research, 75 00:05:13.590 --> 00:05:16.610 talked to thought leaders, interviewed customers. 76 00:05:16.610 --> 00:05:20.320 And what they tried to do is identify a common set of needs. 77 00:05:20.320 --> 00:05:24.210 That their employees and their customers have that might inform how they actually 78 00:05:24.210 --> 00:05:28.840 design their product, the office furniture, then to meet those needs. 79 00:05:28.840 --> 00:05:34.020 And interestingly in all of this work that they did, they came up with six needs 80 00:05:34.020 --> 00:05:37.730 that they determined were universal across cultures, across the globe. 81 00:05:37.730 --> 00:05:42.550 And many of these needs actually align with what Maslow predicted in the 1940's. 82 00:05:42.550 --> 00:05:47.390 You'll see for example security here where we desire healthy, safety, familiarity, 83 00:05:47.390 --> 00:05:48.630 and competence. 84 00:05:48.630 --> 00:05:53.960 You'll see status which is a corollary to what Maslow called esteem. 85 00:05:54.970 --> 00:05:59.520 You'll see achievement, autonomy, a sense of purpose. 86 00:05:59.520 --> 00:06:01.970 Purpose would align with what Mazlow 87 00:06:01.970 --> 00:06:04.480 talked about in terms of self-actualization. 88 00:06:04.480 --> 00:06:06.840 We want to make a meaningful difference in the world. 89 00:06:06.840 --> 00:06:11.740 And then you'll see belonging, which Mazlow talked explicitly about. 90 00:06:11.740 --> 00:06:16.720 And so Herman Miller actually identified the six needs and 91 00:06:16.720 --> 00:06:21.030 concluded that they were universal and actually started to design their product, 92 00:06:21.030 --> 00:06:24.360 their office furniture in ways that would try to meet these needs for 93 00:06:24.360 --> 00:06:25.490 their customers. 94 00:06:25.490 --> 00:06:29.020 And so here, they're not only using these needs to motivate employees to perform at 95 00:06:29.020 --> 00:06:30.480 a higher level. 96 00:06:30.480 --> 00:06:34.560 But they're actually using these needs to inform how they design products so 97 00:06:34.560 --> 00:06:38.890 that customers will be more motivated to actually purchase from Herman Miller 98 00:06:38.890 --> 00:06:41.120 relative to the competition. 99 00:06:41.120 --> 00:06:43.940 And so the question that I had for you, you can see how they're 100 00:06:43.940 --> 00:06:47.210 using these needs to motivate, in this case, consumer behavior. 101 00:06:48.300 --> 00:06:52.430 But the question that I have for you is are these needs actually universal? 102 00:06:52.430 --> 00:06:59.040 There's a lot of debate around the world around to what extent are human needs 103 00:06:59.040 --> 00:07:04.600 actually universal across cultures, across backgrounds, experiences, and so on. 104 00:07:04.600 --> 00:07:06.770 And so a question that I would have for you and I'll pause for 105 00:07:06.770 --> 00:07:08.970 a minute to give you a moment to think about it, 106 00:07:08.970 --> 00:07:14.220 is from your experience in your personal experience, work, outside of work, 107 00:07:14.220 --> 00:07:20.640 to what extent do Mazlow's needs or Herman Millers needs that they've identified, 108 00:07:20.640 --> 00:07:25.740 to what extent are those needs universal across people. 109 00:07:25.740 --> 00:07:29.301 So, let me pause for a moment and to give you a chance to think about that question. 110 00:07:34.182 --> 00:07:40.177 One of the things that I often think about in terms of how universal these needs 111 00:07:40.177 --> 00:07:47.280 are is, can people learn or develop these values, these needs that people have? 112 00:07:47.280 --> 00:07:50.500 And our research generally shows that they can. 113 00:07:50.500 --> 00:07:51.730 Where do these values come from? 114 00:07:51.730 --> 00:07:53.840 They come from our life experiences. 115 00:07:53.840 --> 00:07:58.260 An early age with our parents is a huge imprint on who we are and 116 00:07:58.260 --> 00:08:00.920 what we value and what we need in life. 117 00:08:00.920 --> 00:08:05.080 A lot of researchers talk about the impact that religion, for 118 00:08:05.080 --> 00:08:09.550 example, has on the different value sets around the world. 119 00:08:09.550 --> 00:08:13.760 And so if you take into account that these values, these needs, 120 00:08:13.760 --> 00:08:17.840 are largely shaped by our life experience, you would think that there 121 00:08:17.840 --> 00:08:22.130 is a lot of diversity around the world in terms of what people might value or need, 122 00:08:22.130 --> 00:08:25.760 because the experiences we have are so diverse. 123 00:08:25.760 --> 00:08:28.720 So for example here's a map of the world. 124 00:08:28.720 --> 00:08:32.270 With the prevailing religions around the worlds. 125 00:08:32.270 --> 00:08:37.400 So for example, Protestant Christianity would be the dominant religion or 126 00:08:37.400 --> 00:08:41.070 the most prevalent religion in the United States. 127 00:08:41.070 --> 00:08:45.320 Very different in South America where Catholicism and 128 00:08:45.320 --> 00:08:48.070 Christianity are the prominent religion. 129 00:08:48.070 --> 00:08:51.360 Whereas, Islam for example in North Africa and 130 00:08:51.360 --> 00:08:56.300 the Middle East would be the most common religion. 131 00:08:56.300 --> 00:08:59.780 So one question you might ask given the diversity around the world in terms of 132 00:08:59.780 --> 00:09:04.610 these religious backgrounds, the life experiences that we have as we grow up, 133 00:09:04.610 --> 00:09:09.790 is do we actually, globally have fundamentally different values and 134 00:09:09.790 --> 00:09:13.670 needs that would shape why or how we're motivated at work? 135 00:09:14.910 --> 00:09:17.650 And so there's an interesting, this is an interesting question 136 00:09:17.650 --> 00:09:22.650 that researchers have been trying to answer now for a couple of decades. 137 00:09:22.650 --> 00:09:27.700 And one of the most interesting and most comprehensive that I've seen conducted, 138 00:09:27.700 --> 00:09:31.430 is the one that I'm listing here by Schwartz and Bargie. 139 00:09:31.430 --> 00:09:37.150 Published in the journal of Cross Cultural Psychology in 2001 they looked at 140 00:09:37.150 --> 00:09:43.430 employees, individuals, across fifty different nations around the world. 141 00:09:43.430 --> 00:09:46.843 Ultimately looking at over 30,000 people. 142 00:09:46.843 --> 00:09:48.900 And the question they had is, 143 00:09:48.900 --> 00:09:53.740 are there differences in the values that motivate people at work. 144 00:09:53.740 --> 00:09:57.020 And the conclusion, the short conclusion Interestingly, was no. 145 00:09:57.020 --> 00:10:01.320 They ultimately looked at 10 core values. 146 00:10:01.320 --> 00:10:05.750 Power, the extent to which you want or need power, status. 147 00:10:05.750 --> 00:10:11.520 Achievement, pleasure, excitement, independence, understanding, 148 00:10:11.520 --> 00:10:16.150 Wisdom for example would be another word that's often used for understanding. 149 00:10:16.150 --> 00:10:19.730 Benevolence, tradition, conformity, and security. 150 00:10:19.730 --> 00:10:21.761 These are the ten core values. 151 00:10:21.761 --> 00:10:26.593 And what they did is they had a survey that they surveyed again over a 30,000 152 00:10:26.593 --> 00:10:31.568 people from 50 different countries and asked people to rank order the importance 153 00:10:31.568 --> 00:10:36.470 of these values, much like I had you do at the beginning of this session when I asked 154 00:10:36.470 --> 00:10:40.981 you to rank order the importance of everything from meaning at work to pay. 155 00:10:40.981 --> 00:10:46.665 And what was striking about the results was that with very few exceptions 156 00:10:46.665 --> 00:10:51.790 the values from across all of these different countries came back 157 00:10:51.790 --> 00:10:59.070 right in the exact same order benevolence and independence being number one and two. 158 00:10:59.070 --> 00:11:06.100 Understanding being number 3, security, 4, conformity, 5, achievement number 6. 159 00:11:06.100 --> 00:11:11.720 One of the few exceptions was that for the younger people, maybe the millennials 160 00:11:11.720 --> 00:11:17.220 that are now joining the workforce achievement for those younger individuals. 161 00:11:17.220 --> 00:11:21.160 Tended to rank higher, fourth and fifth, 162 00:11:21.160 --> 00:11:27.040 relative to older generations where security was a little bit higher. 163 00:11:27.040 --> 00:11:30.950 But then for everyone pleasure seven, excitement eight, 164 00:11:30.950 --> 00:11:36.030 tradition nine, power status last at number ten. 165 00:11:36.030 --> 00:11:39.700 And so, with very few exceptions, these values are ranked exactly the same. 166 00:11:39.700 --> 00:11:44.580 And so, we like to think and focus on the differences and 167 00:11:44.580 --> 00:11:47.650 values and needs that we have as individuals around the world. 168 00:11:47.650 --> 00:11:52.080 But we actually are more in common than we are different and 169 00:11:52.080 --> 00:11:55.860 I think that's really important for us to understand as team members 170 00:11:55.860 --> 00:11:59.780 as managers who are trying to motivate people at work. 171 00:11:59.780 --> 00:12:02.190 The values that people have at work, what they care about, 172 00:12:02.190 --> 00:12:07.720 what really moves them to want to perform, are pretty universal according these data. 173 00:12:07.720 --> 00:12:11.550 Ultimately over 83% of the samples across these different nations. 174 00:12:13.310 --> 00:12:16.510 The results were at least an 80. 175 00:12:16.510 --> 00:12:22.930 Correlation, a point eight correlation or higher across the different cultures, 176 00:12:22.930 --> 00:12:28.110 meaning that their rank orders were almost exactly the same without fail. 177 00:12:28.110 --> 00:12:29.980 Pretty striking data. 178 00:12:29.980 --> 00:12:33.180 But the one exception was this generational. 179 00:12:33.180 --> 00:12:37.530 Exception that I mentioned and so I'd like to focus on a little bit more of that. 180 00:12:37.530 --> 00:12:40.580 And share with you some data that we've discovered here recently 181 00:12:40.580 --> 00:12:42.670 about some of the key generational differences. 182 00:12:43.670 --> 00:12:46.330 We hear a lot in the media today about 183 00:12:46.330 --> 00:12:49.470 what's called the great generational divide. 184 00:12:49.470 --> 00:12:53.140 Where younger employees, the millennials are having trouble relating to the baby 185 00:12:53.140 --> 00:12:55.940 boomers, and vice versa. 186 00:12:55.940 --> 00:13:02.700 If you survey employees around the world, you'll certainly get results that confirm 187 00:13:02.700 --> 00:13:06.850 that hypothesis of this generational divide that's creating conflict. 188 00:13:06.850 --> 00:13:11.596 For example, Vital Smarts, which is a training organization, 189 00:13:11.596 --> 00:13:16.948 completed a survey where they found that one in every three people working 190 00:13:16.948 --> 00:13:23.182 today reported wasting five or more hours per week on conflict between generations. 191 00:13:23.182 --> 00:13:29.172 They found that the resentment between these different generational categories, 192 00:13:29.172 --> 00:13:34.749 Baby Boomers, Gen X, and Millennials, decreased productivity by 12%. 193 00:13:34.749 --> 00:13:39.305 And so you get these reports that talk about these generational differences that 194 00:13:39.305 --> 00:13:43.124 create a lot of conflict, and so the question that we then have to ask 195 00:13:43.124 --> 00:13:47.747 ourselves is, is to what extent do we see values differing between generations, 196 00:13:47.747 --> 00:13:50.781 do they differ and importantly, on what dimension. 197 00:13:50.781 --> 00:13:55.175 Because it's important for us as managers, as team members, to understand how do 198 00:13:55.175 --> 00:13:59.569 generations differ, so that we can align rewards with what people care about, and 199 00:13:59.569 --> 00:14:02.682 what they value, so that we're maximizing motivation. 200 00:14:02.682 --> 00:14:07.682 And, so, one study that i think does a wonderful job of answering this question, 201 00:14:07.682 --> 00:14:11.452 was published in the Journal of Management back in 2010, 202 00:14:11.452 --> 00:14:15.728 where they looked at data collected in 1976, which was the year, 203 00:14:15.728 --> 00:14:19.960 on average, baby boomers graduated from highschool. 204 00:14:19.960 --> 00:14:23.790 So these are highschool seniors, then they looked at 1991 data 205 00:14:23.790 --> 00:14:29.200 collected from high school seniors in that Gen X category. 206 00:14:29.200 --> 00:14:33.240 And then, in 2006, they collected data from high school seniors, 207 00:14:33.240 --> 00:14:35.340 which would be that Generation Me. 208 00:14:35.340 --> 00:14:40.000 Or that largely millennial generation, so called. 209 00:14:40.000 --> 00:14:44.372 And so you got in all three cases, data being collected from high school 210 00:14:44.372 --> 00:14:48.980 seniors just in different time periods to capture the generational affect. 211 00:14:48.980 --> 00:14:52.540 And what you see is you actually do see changes 212 00:14:52.540 --> 00:14:57.630 in the value placed on each of these different categories. 213 00:14:57.630 --> 00:15:01.670 So I've broken them down here in terms of leisure, so a value on leisure, 214 00:15:01.670 --> 00:15:03.180 or pleasure time. 215 00:15:03.180 --> 00:15:05.770 A value on extrinsic motive. 216 00:15:05.770 --> 00:15:10.730 Again, these are pay, recognition, bonuses, things of that sort. 217 00:15:10.730 --> 00:15:14.730 And then ultimately, the intrinsic motives. 218 00:15:14.730 --> 00:15:19.020 And I share this data with you because a lot of people today assume 219 00:15:19.020 --> 00:15:22.080 that the younger generations, the millennials and so on, 220 00:15:22.080 --> 00:15:27.480 are much more intrinsically motivated than the past generations. 221 00:15:27.480 --> 00:15:33.780 And what I've done here is I've used the baby boomer population as the comparison 222 00:15:33.780 --> 00:15:38.390 and then looking at change from relative to that baby boomer population. 223 00:15:38.390 --> 00:15:43.900 And interesting what you find is that the Gen X group and the Generation Me, 224 00:15:43.900 --> 00:15:49.130 tor hat millennial group is actually less motivated by these intrinsic motives. 225 00:15:49.130 --> 00:15:53.790 Meaning at work and so on, and you actually see an increase 226 00:15:53.790 --> 00:15:58.940 in the value placed both on extrinsic motives, again paid bonuses. 227 00:15:58.940 --> 00:16:01.620 Those sorts of things, as well as leisure. 228 00:16:01.620 --> 00:16:06.470 And so these younger generations want both more pay, more bonuses, and 229 00:16:06.470 --> 00:16:09.520 more leisure time in the form of vacation etcetera. 230 00:16:09.520 --> 00:16:13.530 And that is fundamentally changing how organizations, 231 00:16:13.530 --> 00:16:16.630 how managers are able to motivate and 232 00:16:16.630 --> 00:16:21.600 really inspire higher performance and commitment, really at work. 233 00:16:21.600 --> 00:16:26.200 And so I'd be interested in your reflections on these data that I've shared 234 00:16:26.200 --> 00:16:30.500 with you, both in terms of cross-cultural differences where we see much less, but 235 00:16:30.500 --> 00:16:34.490 then these generational differences were we do begin to see some differences. 236 00:16:34.490 --> 00:16:38.330 And so I would encourage you to go to the discussion forum online in the section 237 00:16:38.330 --> 00:16:43.230 where we talk about Maslow's hierarchy and differences across cultures and 238 00:16:43.230 --> 00:16:46.120 generations and share your own experiences. 239 00:16:47.330 --> 00:16:51.140 In your own experiences, in your personal experience in work, outside of work. 240 00:16:52.220 --> 00:16:54.720 Are you seeing these same trends? 241 00:16:54.720 --> 00:16:57.880 Are you seeing these same themes? 242 00:16:57.880 --> 00:17:04.050 And discuss with your fellow classmates how these different trends are appearing 243 00:17:04.050 --> 00:17:08.380 in your own life, the behaviors you're observing in other people. 244 00:17:08.380 --> 00:17:13.771 And in particular, how are you managing those themes or those trends? 245 00:17:13.771 --> 00:17:16.078 If you're a manager in a team, for example, 246 00:17:16.078 --> 00:17:19.787 how are you managing either cross-culturally or across generations, 247 00:17:19.787 --> 00:17:22.339 given these differences in values and needs, and 248 00:17:22.339 --> 00:17:26.071 what can we learn from each other about best practices, in that regard?