What motivates us?
In his popular TED Talk (see the full video below) behavioral economist Dan Ariely recently discussed not only why we work, but what kind of behavior and environments increase productivity and help people thrive in the workplace.
Ariely points out that there are examples all around us that show people are motivated by things beyond a paycheck, crossing a finish line or meeting a goal:
- Mountain climbers face enormous challenges and setbacks on the way to climbing to the top of the mountain.
- An employee worked on a project day and night for over 2 weeks when it was cancelled the day before the due date, leaving the worker, who said he felt quite happy while working on the project, feeling depressed when he realized that no one would see his work.
We want to receive recognition for the “fruits of our labor”, says Ariely, and know that our work has meaning. He conducted two experiments to explore this notion.
In a study using Legos, two groups of people were paid to build multiple Lego kits. In one group, the completed pieces would be disassembled at the end of the experiment; in the second, each person saw their first creation taken apart as they built a second.
Outside observers predicted that the first group – where their work had been acknowledged – would build more Lego kits, but thought the difference would be negligible.
- In fact, the group whose work was valued showed over 63% more productivity compared to the group whose work was disregarded.
This dynamic is at play in the working world. At one company, 200 workers spent two years working on a project that was suddenly shut down. The employees reported feeling depressed and unmotivated and their behavior at work changed. They started:
- Showing up for work later
- Leaving work earlier
- Possibly ‘fudging’ expense report items
When asked what could have made them feel that their work efforts were not wasted and drive employee engagement, they suggested:
- Internal presentation of the project to the company
- Analyze what aspects of their project could be incorporated into other aspects of the company
In Ariely’s “Shredder” experiment, people were asked to complete a written puzzle, and then each paper was placed in one of three groups, where 1) someone looked at it quickly, uttered a quick “Uh-huh” and put it on a pile; 2) no one looked at the paper and it went into in a pile; or 3) the papers went directly into a shredder.
There’s good news and bad news coming out of this “Shredder” study:
- Ignoring people’s performance is almost as bad as shredding their effort in front of them, but
- Minimal recognition can dramatically improve a worker’s motivation
The act of recognition provides acknowledgement and is the best source of motivation . You don’t have to sit around and wait for this to happen, you can kick start a culture of recognition by starting with a simple thanks to a co-worker.