My third session of AMP’s Amplify Festival is Marigo Raftopoulos (@Marigo), speaking on ‘The Game has changed: How to cut through complexity and engage employees and customers through meaning’
A little on Marigo:
Marigo is a strategic business advisor specialising in innovation using gamification, systems thinking and experience design. She is also co-founder and co-chair of Games for Change Australia-New Zealand, advisor to several technology incubators and start-ups and is researching her PhD in enterprise Innovation.
Gamification – Complexity and Engagement
Mario starts us off by getting us all off our seats to play Rock Paper Scissors. I lost, but it was still fun. Marigo explains what occurs in the brain whilst playing games. Behaviour and attitude improve after game playing – it can be a really powerful tool.
I haven’t done a post in a while. I have been too busy having a holiday from work, study and blogging. Whilst it was really nice not having to do any of those three, it wasn’t without some guilt.
So with blogging, I made a resolution to do better – at least one blog post per week. Which is a perfect segway into the first post of 2013 – the cultural phenomenon of the New Year’s resolution, personal motivation, and the future you.
New Year’s Resolutions
This year I noticed a number of articles in the media, frowning on the practice of new years resolutions, and this sentiment was also echoed by a number of my friends and colleagues.
Some of the arguments against making new years resolutions were: Continue reading
In 1993 Alfie Kohn wrote an article titled ‘Why Incentive Plans Cannot Work’. For the time it was a radical piece critisising any attempts of increasing employee productivity via incentive plans. Even now, it is still more on the radical side of management and leadership theory.
Kohn said that “rewards typically undermine the very processes they are intended to enhance” and that they secured, at best, only temporary compliance.
Before getting further into Kohn’s reasoning, it’s worth hitting pause to revisit some motivational basics. Firstly, motivation is classified into two types, intrinsic motivation and extrinsic. Intrinsic motivation comes from the self, whereas extrinsic motivation is supplied externally, usually by the manager. There is a large amount of research that shows that the highest performing people are intrinsically motivated. Extrinsic motivation is a form of behaviour modification, whereby a manager will use techniques to motivate the individual to do something that they would otherwise not want to do. It may be that the employee theoretically wants to do the work, but in practice they’d rather take it slower or more relaxed than you’d like. Continue reading
In 1964 Victor Vroom developed his Expectancy Theory to explain observations on the motivations behind decision making. It has become one of the most dominate motivational theories in use today, and can be used to explain common workplace strategies such as performance reviews and financial incentive schemes.
Vroom believed that employees were more likely to be highly motivated when they perceived a link between effort, performance and rewards. Sounds fair enough.
He proposed that the link between motivation, effort, performance, and reward could be explained via the following formula:
M = E x I x V
where M = motivation, E = Expectancy, I = Instrumentality, V = Valence. Continue reading
As managers we will be asked to play a part in the application of company endorsed motivational techniques.
We might be asked to improve motivation by:
- Holding annual performance reviews
- Applying and setting incentive payments/bonuses
- Cracking the whip, pointing out poor performance
- Setting aspirational goals and KPI’s
When considering any motivational technique, it is important to ask- Continue reading