‘Motivation’ Articles

Play Angry Birds if you want to know leadership?

 

Well, it had to happen.  I received an email advertising a series of papers, HR Lessons from Angry Birds.  It seems that what or whoever becomes famous will sooner become the subject of a leadership book. In this case I wonder if reading such makes the fans of Angry Birds feel less guilt from spending hours playing a game of “see how many things you can knock down with a slingshot.”  Now don’t get me wrong, I have played Angry Birds. My seven year old grandson put it on my phone. However, after playing it several times, I did not feel like a better leader, nor did I extrapolate any leadership lessons from my poor play.

One of the things written in the email that caught my attention was the statement, “A great manager needs the skills to manage ‘combinations’ more than ‘people’, and the skills to plan for the short term and long term development of these combinations.”  If this is true I guess the next book will be from Billy, the goat herder, called Leadership lessons learned from herding the smelly creatures.

Managers manage the behaviors of individuals as a means of accomplishing some worthy business outcome.  I don’t know how you manage a “combination.”  If you understand the science of behavior you know how to manage one or ten thousands of individuals, and at the same time.  If you have free time, spend it on learning the science.

I will not bore you with the other nine lessons. They are no more or less profound. My conclusion is that you will learn as much about leadership watching birds on a power line as you will from reading these papers.

Here is a lesson that will serve you well at work and at play:  When you finish your work, or tasks at home, then and only then play Angry Birds, if it suits your taste. If not follow the accomplishment with something you do enjoy. You will get more done, play more and feel better about both.


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Boston: A Note of Reflection

As so many of us take pause after hearing the news of the Boston tragedy, we look for ways to process the events, for the right way to talk with our children, and ways to keep ourselves calm and courageous at a time when it’s easy to be fearful.

For me, I thought back to something I wrote in Other Peoples Habits, “…be the person who begins a chain reaction of change in your environment.”  This quote is in reference to the power of learning and applying the laws of human behavior and bringing it and the appropriate use of positive reinforcement into your environment. Skinner also summarizes the benefits such a strategy would have if practiced on a global scale in his book, Beyond Freedom and Dignity:

It’s hard to imagine a world in which people live together without quarreling, maintain themselves by producing the food, shelter and clothing they need, enjoy themselves and contribute to the enjoyment of others in art, music, literature and games, consume only a reasonable part of the resources of the world and add as little as possible to its pollution, bear no more children than can be raised decently, continue to explore the world around them and discover better ways to deal with it, and come to know themselves accurately and therefore manage themselves effectively. Yet all this is possible.

I agree with Skinner. I believe that most of the world’s problems, from crime and drugs to ineffective education and the threats to world peace, result from a lack of understanding of how consequences change behavior. We can find hope in a science that has enormous power and I hope we all can begin our own positive chain of change in our own worlds.


Read more about the science.


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I am not a category! Redux

I have written on this and will probably do so again but an email advertisement for a book, Wars at Work, caught my attention recently.  The author, Kaveh Mir, believes that psychometric tests provide the information necessary to solve differences at work that waste time, effort and have a negative impact on profits.  While I don’t argue with the fact that most disagreements at work have negative consequences to the company as well as the combatants, I do not believe that psychometric tests provide the answer.  I say that, coming from training and practice in those tests.  As a practicing clinical psychologist for many years, I gave more tests than I care to remember.  While there are many arguments to be made about their use, the foremost criticism is that it is very presumptuous to assume that from a paper/pencil test that it is possible to capture the essence of a person.  This is certainly a sampling error of the worst kind.  The second problem I have is while they are touted as producing valid and reliable measures of one’s behavior, they all have to be interpreted!  The interpretation depends on the training and experience of the interpreter.

I could go on and on but I believe that assessing an employees’ ability to get along at work, facilitated by personality tests, is another case of wasting time and money.  Categorizing people in any way violates their uniqueness.  Most people spend many years trying to rid themselves of prejudices based on treating people on the basis of particular group identification rather than by who they are as individuals. In the modern workplace, employees are placed in an environment where the widest range of personalities (however that may be assessed) exists and where they must learn to work cooperatively and effectively with them.  Changing behaviors related to increasing work efficiency, effectiveness and enjoying doing it with many different people starts with accepting them as they are, not due to any group affiliation they may have.  While grouping defines one’s heritage, it shouldn’t define how they behave toward others.


 

 


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Results Only Work Environment? It’s a Leadership Problem

A reader recently asked me to comment on Best Buy’s latest management announcement. You see, Best Buy has joined Yahoo in ending work at home as an effort to improve performance. (Read Yahoo! Wrong Problem; Wrong Solution.) Both companies would benefit from treating work at home, even when the job will permit it, as a privilege, not a right. Read the entire post at Talent Management/Performance Reset.

Urinal Gamification Misses the Mark

Guest post by Tom Spencer

However inconvenient it might be sometimes, emptying your bladder is inevitable. You might want to do it at the time, especially if the time is the middle of a long road trip, but it’s not something that most people look forward to otherwise. It’s a negative reinforcement activity (escaping the feeling of having to go or avoiding having to go later when it’s less convenient). People even say, “I have to go to the restroom.”

As reported by NBC News, this is changing for men as the gamification craze brings the urinal into the 21st century. This new gaming system was designed to draw attention to health messages on urinal video screens. The health video plays until someone walks up to the urinal, which terminates the video and starts a downhill snowmobile game. The man maneuvers the snowmobile with his urine flow, and tries to score points by running over penguins.

Sounds like fun, but probably not so much for the person who has to clean the floor. The game reinforces behavior directly incompatible with the straight-and-steady aim that parents commonly instill in young boys. The system doesn’t claim to teach toileting etiquette, so it’s difficult to criticize it too much for the unfortunate side effect it might cause at home.  This is after all supposed to be a way to get men’s attention to the health information on the screen. The problem is that it switches to game mode when the man walks up to the urinal. If health education is a primary goal of the gaming system, it’s a bust.

The video in the article highlights the use of the system in a bar in the U.K. and gives a clue to a likely underlying goal of the system—an increase in beer sales! You can’t play without having to go. Although the educational benefit of this system is more than a little suspect, they’ve effectively turned a have to behavior into a want to behavior and brought joy to a routine behavior.

See also: Positive Reinforcement Can Kill

Yahoo! Wrong problem; Wrong solution

It was announced this week that Yahoo CEO Marissa Mayer is calling all telecommuting employees back into the office; for good! Mayer cited the need to foster collaboration which can, according to Mayer, only be done in person.

The real problem at Yahoo is management, not where people work.  Bringing employees back into the office will not solve their performance problems or inspire more successful and effective innovation and collaboration.  If managers manage employees poorly at home, it is possible that they will manage them poorer at the office.  It is one thing to have a poor manager interact with you occasionally through email, text messages, or by phone but it is quite another to have the manager on your case all the time.

Yahoo needs managers who understand the science of human behavior and how to apply its principles and methods successfully in the workplace.  It is a proven fact that employees who are positively reinforced for their performance will undoubtedly continue to deliver improved performance (ie. Discretionary Effort).

Until the CEO fixes poor management and supervisory behaviors, in addition to the across the board executive decision making process, there will be more changes that employees won’t like such as increased job pressures and layoffs.

Read more about this in my latest Talent Management post, “Yahoo! Firestorm: Intention vs. Effect.”

 

Dance Moms – When Positive Reinforcement Goes Wrong

Earlier this month, I discussed the derisive style of Jillian Michaels, the yelling, pushy, abusive “coach” on “The Biggest Loser” television program. I noted that her aggressive, in-your-face approach to goad her charges to exercise and lose weight were mired in negative reinforcement, which drives avoidance behavior, promotes fear and doesn’t inspire optimal results. Her behavior evidently results in good television for those who enjoy watching others being demeaned, and it’s concerning enough when the abuse is geared at adults. However, there’s also another hit series, “Dance Moms,” which goes one step further and does the same to children (and their mothers)…Read my latest Talent Management Post to learn more.

Jillian Michaels IS The Biggest Loser

The new season of biggest loser has kicked off and I was quickly reminded of the fact that Jillian Michaels is the biggest loser of all. Jillian seemed shocked when one of her protégés, Nikki, walked out on the first show of the new season of The Biggest Loser. I would have walked out much earlier. For transparency’s sake let me reveal two things. One, I have never liked Jillian. Two, I would love to attend one of the Biggest Loser Camps, not for the weight loss but to see how much I can push myself to do and to get started on a routine. That said, I suspect that the reason Jillian is back on the show is not for her trainer skills but for her abusive mouth. If you count the number of camera shots of her yelling at her team members, shots of her team members crying and shots of other team members trying to console the ones abused, you can understand the appeal she has for the show’s producers. While it may be good TV, it is not a good example of how to coach anyone for anything!

I cannot say that I was displeased when Nikki left before the end of the first week and when Jillian’s team lost the weigh-in. I think she is a terrible trainer. She seems to justify an abusive coaching style by a “It’s for your own good” philosophy. Oh, I know that some team members say that she is what they needed. I have said something similar about my time in the Army in Korea—I’m glad I had the experience, but I would not wish it on anyone.

The show offers a contrast between two styles of coaching: Jillian, the stereotypical Marine drill sergeant on the one end, Dolvett Quince on the other and Bob Harper somewhere in between but more toward Dolvett’s style. I would love for Dolvett and Bob to use goals to measure progress, paired with lots of social reinforcement so as to make the contrast even clearer and more effective.

There are several reasons contestants put up with Jillian at all. One is that they are in the show and to stay you have to lose weight. The second is the negative consequences of quitting. There are other consequences that keep the contestants with Jillian that have nothing to do with Jillian’s methods.

Jillian said when Nikki left that you can’t help someone who doesn’t want to change (all of a sudden she’s a psychologist). While that is not true, these people have indicated by being on the show that they want to change. Neither of the other coaches had anyone who made any statements about wanting to leave. While some were worried that they might not be above the red line, the criterion for staying another week, they clearly wanted to stay. To criticize the contestants for failure to push themselves seems to me to be ridiculous since, by their weight problem, they have shown that they have been unable to stick to a plan for long. Their desire to be on the show is an indication that they know they need help – not a critic. If Jillian did know anything about the psychology of motivation, she would realize that she could increase the desire to change by reinforcing even the smallest improvement in exercise level, duration and other accomplishments during the workouts. The beginning level of motivation is not a barrier to ultimate success if you have a trainer who knows about the science of behavior change.

Negative reinforcement, avoiding failure and Jillian’s mouth, gets you enough change to avoid those two outcomes but it doesn’t cause contestants to do their best. It doesn’t cause you to spend extra time in the gym or eat less at the dinner table. The shaping approach of the other coaches, recognizing small improvement, is a much more effective approach to change.

I certainly hope that any supervisors and managers watching this show don’t get the idea that Jillian’s approach is even close to one that can be successful in today’s workplace. It will never bring out the best in people in any situation and even though it has a certain audience appeal, it is not a model for the effective management of change.

I predict that either Jillian gets less abusive and more positive or she loses—not a bad outcome for any who are tempted to copy her methods.

Resolution Solutions for the New Year

“My New Year’s resolution is to quit procrastinating … I’ll start tomorrow.” Unfortunately, that’s the dead-end road that a majority of our resolutions take. Most of us are familiar with Albert Einstein’s quote “Insanity is doing the same thing over and over again and expecting different results,” but when it comes to New Year’s resolutions, why is it that we do the same thing over and over (make resolutions) hoping that things will be different, yet they never are? The solution to accomplishing New Year’s resolutions can usually be found in these four things…Read my latest Talent Management Post to learn more, then take our Workplace Resolutions Poll. Tell us what one thing you would change in your workplace if you could.

Intrinsic Motivation Redux

In a recent blog post, on a topic I was attempting to have some fun with, I received a very passionate comment that I felt warranted its own attention.  I referred the comment to someone whom I am confident knows what the research supports.  The following is his response; a debate that apparently resurfaces too often to mention. Thank you Andy, for providing us with the proven facts on this topic.


Guest Post by Dr. Andy Lattal

The question of whether overt reinforcement of behavior undermines the reinforcing properties “inherent” in some activities, like children painting or adults exercising is subject of much research, popular writing, and debate. A recent comment on a previous post conjured up a “Groundhog Day all over again” feeling by revisiting the question of whether intrinsically motivated behavior trumps behavior maintained by direct reinforcement. The observations of the commentator, Kathy Sierra, warrant close scrutiny because of their substance and because she concludes that Dr. Daniels is being intellectually dishonest in asserting a point of view inconsistent with her own.

In the comment, Ms.  Sierra authoritatively asserts that intrinsic motivation is “THE leading theory of motivation.”  The study of motivation is a broad area of study, making it all but impossible to reasonably make such an assertion. To claim that there is A leading theory, let alone to claim that such a theory is based on intrinsic motivation is  flatly wrong. Check out the journal Learning and Motivation, one of the leading outlets for experimental studies of motivation, and one finds few articles written in a given year devoted to intrinsic motivation. Or check out some of the other experimental psychology journals devoted to learning and motivation and make the same test. If it is the leading theory of motivation, it certainly is underrepresented among people who are the leading experts on the topic. I have to conclude that Ms. Sierra misunderstands the current status of motivational theory in psychology. I would also note that later in her comment that the hype is down and intrinsic motivation is down to being described as “part of the core set of theories dealing with motivation in psych right now,” I would say that still is not an accurate statement.

Specifically Ms. Sierra  says “[intrinsic motivation theory] doesn’t displace Skinner and behaviorism, it adds another layer for what happens under a very specific subset of conditions.”  The first assertion is correct, but the second is not. Intrinsic motivation does not add another layer to anything, except one of methodological confusion. There is convincing evidence, too extensive to be reviewed here, that the methods on which assertions of the superiority of so-called intrinsic motivation over extrinsic motivation are based are flawed. She goes on to note that the “studies [of intrinsic motivation] have continued,” as if that adds credibility to them. It does not. ESP experiments “continue,” too.  As a behavioral scientist with considerable experience in the methods and findings of experimental studies of learning and motivation, I am convinced that intrinsic motivation belongs in the same category as snake oil.

Another claim is that “Cameron’s meta-analysis was itself flawed and as such, not taken seriously in nearly all University psych programs today.”  Such hyperbole, really! What evidence is there for this outrageous observation? This meta-analysis was published in the American Psychologist, one of the world’s most prestigious and widely distributed psychological journals. Every article published therein is subject to strict peer review, during which leading experts in the world on a particular topic scrutinize the research to determine whether it is sufficiently meritorious to warrant publication there.  I am comfortable in asserting that it isn’t flawed. It was a carefully conducted, well-thought-out analysis that showed something that many people didn’t want to hear. Why should they? They have built their reputations and fortunes on having the data look one way, but a group of (probably) underpaid academics with an eye toward finding out what the truth is comes along and upsets their gravy train. What do you expect? Speaking of extrinsic reinforcement, people financially invested in another point of view are not going to be happy.

Although it is clear there are competing views of intrinsic motivation, I find it unacceptable to state the disagreement with what the science of behavior shows through a series of weak, overstated assertions that simply are not true. Intellectual honesty is based on a knowledgeable assessment of the data, not on what we want to see as true. Two points on intellectual honesty.  First, to even imply that Dr. Daniels’ assessment is not intellectually honest and not based on his assessment of the data, is simply too ad hominem to be considered. Second, and ironically, it’s quite bold to visit Dr. Daniels’ blog and call on him to stop denying what Ms. Sierra herself sees as the truth about intrinsic motivation, while strongly asserting that Dr. Daniels’ position is basically without merit.