在这门课程中，你将学习如何为你的团队创造一个共同的前景，并将其有效的传递给你的队友。你还将了解如何设立一个有效的目标以及期望来确保你的团队实现共同的愿景。最终，你将会了解在不同的文化中最重要的需求和驱动力，并将学会调整奖励与期望的行为。 动机是现代组织的重要挑战：最近的一项盖洛普民意调查显示，在全世界范围内只有13%的工人表现出高水平的参与和动机。我们会告诉你为什么这些动机问题不能简单地归因于“坏的”或“无心”的团队成员。相反，动机是非常好的驱动工作条件，我们为我们的队友，我们如何结构的目标和目标，以及我们如何奖励人们完成的那些目标。本课程将帮助你诊断和解决激励问题，以便你能从你的周围人中脱颖而出。
03.09 - How to Create Meaning at Work
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来自 University of Michigan 的课程
激励团队成员
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从本节课中
Understanding Human Needs and Drivers of Performance Across Cultures
To lead people, you must understand what motivates people to take action and contribute to the team. In this module, you will learn the fundamental needs that drive human behavior, and learn how to leverage these needs to enhance motivation in your team.
与讲师见面
Scott DeRue, Ph.D.Edward J. Frey Dean at the Ross School of Business
Management and Organizations, Ross School of Business
Maxim Sytch, Ph.D.Associate Professor of Management and Organizations Michael R. and Mary Kay Hallman Fellow
Management and Organizations, Ross School of Business
So far, we've talked a lot about the difference between extrinsic motivation,
pay, salary, bonuses, etc, recognition, status, and intrinsic motivation.
And in that category of intrinsic motivation,
we talked about meaning, the significance of our work.
There's some studies that show that among all of the motivating factors that
might motivate someone to perform at a high level at work, the significance of my
work, the relevance, the meaning of my work, actually oftentimes is the number
one motivating factor, ahead of pay, ahead of relationships with other people.
Does my work matter?
Does it mean something to people, the organization, and so on.
Meaning tends to be one of the most important, if not,
the number one motivating factor that we're finding in organizations today.
And so, I want to spend a little bit of time talking about the role of meaning and
how you might be able to leverage meaning to motivate either yourself, or
team members, or people that you might be managing.
One of the questions I often get asked is how do we create meaning at work?
Where does this meaning come from?
And so, I'll give you a couple of examples.
One of the pieces of advice that I often give managers in
organizations is to focus on the relevance of the work,
the relevance of the task, to a bigger picture.
How does my little task over here, in my team and my unit,
enable the organization to achieve what it's trying to achieve?
How does my individual task enable my team to be successful?
For individuals,
being able to see the connection between their individual contributions and
the overall contribution of either the team or the organization is one way,
really effective way, to create a sense of meaning and significance.
And you, as a manager, have the opportunity to do that when you talk about
the relevance or the importance of the work you're asking people to engage in,
and being able to connect that to the broader purpose, the broader mission,
the broader task of the team or the organization.
So, that's one way.
Another way, a former doctoral student of ours, good friend,
good colleague of mine, Adam Grant, who's now at Wharton Business School.
When he was a graduate student at the University of Michigan,
and still today, he does a lot of work on how to leverage our
impact on other people to create meaning for us at work.
And a couple of studies that he's conducted with other folks,
Dave Hoffman down at University of North Carolina and other individuals from
around the world, I think really illustrate this concept very well.
One of the studies they did was with radiologists.
Where radiologists, their prime responsibility at work is
to read radiological scans and be able to tell doctors and
patients whether they have a broken bone, or whatever ailment they might have.
But they're really focused on these x-rays, these radiological scans.
And come to find out, human beings are not perfect, and neither are radiologists.
And they do, they make mistakes when they read these x-rays.
And Adam and his colleagues, actually, went in and tested whether or not they
could improve the accuracy of these radiological scans by focusing on creating
meaning by what Adam called outsourcing it to your customers, or the beneficiaries.
So, for radiologists, what they did is immediately preceding
the radiologist reading the x-ray and making his or her conclusion off of it,
is for half the group, they showed them a picture of a human being.
The human being wasn't necessarily the patient
that the radiologist was looking at the x-ray of.
But it was just a picture of a human being.
And then for the other half, they didn't show them anything.
And what was fascinating is the accuracy of the radiological scans and
the x-rays, the accuracy of the radiologist went up about 46% for
the radiologist who saw the picture of the human being,
relative to those who did not.
And so, what they're doing is they're creating this motivation,
this intrinsic motivation, this sense of significance, meaning, relevance,
by reminding the radiologist that there's a human being and a life at stake here.
And the importance of their work matters to that human being.
And it's not just another x-ray without a face.
And so, that's a classic and
a wonderful example of being able to create meaning by making extremely
salient to the employee why their work matters, in this case, the patient.
A very similar example, Adam and Dave Hoffman did is when they looked
at healthcare professionals, healthcare workers in hospitals.
One of the leading reasons for
getting sick when you're in the hospital are infections.
And one of the primary causes of infections when you're in the hospital
is healthcare professionals not washing their hands as effectively as they
should after going to the restroom or after other procedures and so on.
And, there's some data that suggest that north of one-third of healthcare
professionals do not wash their hands as effectively as they need to
to stop the spread of infections and the like.
And so, Adam and his colleagues got really interested in trying to understand,
could they use meaning and this intrinsic motivation to create
a sense of significance and importance to the actual practice of washing hands?
And so, if you reflect on when you walk into a restroom, a public restroom, often,
there's a sign on the wall that reminds you that you should wash your hands.
And Adam and his colleagues played with the language of that sign.
In some of the bathrooms, they had the sign relate to
the consequences of washing your hands for you, yourself.
And then, in the other bathrooms, they had the signs talk about
the consequences of the hand washing practice to patients.
Now remember, why do healthcare workers, many of them, go into this occupation?
They wanna make a difference for patients.
That's one of the common intrinsic motives,
values that really drives people to engage in these professions.
And so, imagine these two different bathrooms,
one focusing on the consequences of hand washing for you, the healthcare worker.
The other bathroom's focusing on the consequences of hand washing for
the patient.
Hypothesis being that we're gonna see greater meaning, greater relevance, thus,
greater engagement and
motivation in the bathrooms where it's focused on the consequences for
the patient less so for the healthcare professional in those bathrooms.
And that's exactly what they found.
What we're seeing here on the y axis is, the metric is usage of soap,
if you want to assess how often, or how effectively people are washing hands.
One of the metrics you can use without being too invasive is actually
measuring how much soap is used in the restrooms.
And so prior to changing the signs, they did a pretest and
that measured the baseline, if you will, of soap usage.
And then, they implemented a control condition, no sign and
then either signs focusing on the personal consequences to the healthcare worker, or
signs in different bathrooms focused on the consequences for the patient.
And then, measured the soap usage over the course of time.
And consistent with what you might expect, they found that the soap usage in
the bathrooms that were really focused on patients, was dramatically higher
than the soap usage in bathrooms that focused on the personal consequences of
the control condition where there was no change in the sign.
And so again, this is a classic example and a wonderful illustration
of how you can outsource motivation by talking about the impact of
individuals' work on beneficiaries such as the customer,
the patient, whatever the context you're in,
you always have some beneficiary of your work.
If you're in a restaurant, it's the people eating at the restaurant.
If you're in a hospital, it's the patients.
If you are Volvo, for example, and you're building cars, what is Volvo known for?
Safety.
So, if you wanna motivate people on the assembly line to perform
with a greater diligence and motivation, you bring in people whose
lives have been saved by Volvo automobiles when they were in accidents.
Give their work meaning. Give their work relevance, and
you will see an increase in motivation.
No matter what field, no matter what occupation you're in, there's
an opportunity here to outsource this intrinsic motivation to that beneficiary.
At the same time,
I want you to understand that this notion of meaning can be a double-edged sword.
There are both pros and cons, benefits and costs.
One of my favorite studies to this end was conducted by a good friend
Stuart Bunderson and Thompson, published in 2009.
And they were really interested in the impact that meaning and
meaningful work has on the employee.
And they focused on zookeepers.
Zookeepers are people who generally go into this occupation
because they're very passionate about the animals.
They really want to contribute to the well-being of these animals.
But they're underpaid.
They get paid very little.
The hours are really difficult, really unpredictable.
The work conditions are tough.
And so by any sort of job standard, this is a tough occupation.
And so, what Bunderson and Thompson did is they interviewed a number
of these zookeepers, asking them why they got into the field and
trying to understand why these zookeepers saw this occupation as really a calling.
Really a calling, an occupation that was filled with meaning.
And what they found was this double-edged sword.
That on the benefits, when you're in these occupations that you see as a calling,
this deep sense of purpose and meaning, you have that sense of purpose,
you see the significance and you're highly committed to the occupation of the job.
You go above and beyond.
That motivation that we're often trying to encourage people to contribute
to our teams, our organizations.
But at the same time, whether this is for yourself or for your employees,
you need to understand that there's another side to that story.
In these zookeepers, for example, they saw the occupation as a moral duty.
They have a hard time leaving the occupation because they see their
contributions to these animals as almost having a moral component,
where they can't get out of this occupation, even if they want to.
Because it's their moral obligation,
their moral responsibility to stay in and contribute.
They're willing to sacrifice pay, personal time,
all of the comforts of life, and they feel almost trapped.
And so, there's a lot of what's today called these high intensity,
high commitment organizations.
Often time, professional service firms, the consulting firms,
the investment banking firms, are these organizations that people will
commit to even though they don't really like the work as much.
And they have a hard time getting out.
This, here, is something different.
This, here, is I have this deep sense of purpose, this deep sense of meaning,
and as a result, I can't get out, even though the conditions are such that
there's a big cost to me personally and professionally.
And so again,
just understand there's a double-edged sword to this concept of meaning.
But at the end of the day, if you're looking for higher commitment,
higher motivation, higher engagement among your team members, among your employees,
the extent to which you can create a sense of meaning, a sense of purpose,
you will in return get that higher level of motivation and engagement.
And one really effective way to do that is to focus on the relevance,
the importance of the tasks, the work they're doing.
Help your employees understand why what they're doing at work matters.
