Models II — Motivation & Change
What drives people, and how to move an organisation from its current state to a desired future state. Knowing each person’s dominant motivator — and managing the human side of change — is central to delivery.
Motivation models§4.2.3
Hygiene & Motivation Factors
Hygiene factors (pay, conditions) prevent dissatisfaction; motivation factors (achievement, growth, purpose) create satisfaction.
Intrinsic vs Extrinsic
Intrinsic comes from the work itself; extrinsic from external rewards. Most project work aligns with intrinsic motivation.
Theory of Needs
Driven by achievement, power or affiliation; relative strength varies by experience and culture.
Theory X, Y & Z
X: work for income, top-down. Y: intrinsically motivated, coaching. Z: meaning / well-being and a job for life.
Change models§4.2.4 · current → future state
Managing Change in Organizations
Iterative, five interconnected elements with feedback loops:
- Formulate change
- Plan change
- Implement change
- Manage transition
- Sustain change
ADKAR® Model
Five sequential steps individuals go through:
- Awareness — why change is needed
- Desire — to support it
- Knowledge — how to change
- Ability — practise it
- Reinforcement — make it stick
8-Step Process for Leading Change
A top-down approach: the need for and approach to change originates at the top and is promoted down through the layers of management to the change recipients.
Satir Change Model
Describes how people experience and cope with change — moving through late status quo, resistance, chaos, a transforming idea, integration, and a new status quo.
Transition Model
Three stages of transition (the human response to change): Ending / losing / letting go → the Neutral Zone (confusion, but also creativity) → the New Beginning (acceptance, energy).