Two Approaches To A Job Algorithmic: A task in which a set of - PDF document

Two Approaches To A Job  Algorithmic:  A task in which a set of established instructions are A NEW APPROACH TO MANAGEMENT AND followed to one conclusion. Extrinsic profit maximizes MOTIVATION  Heuristic:  Opposite of algorithmic, involves experimentation with possibilities to devise a novel solution. Intrinsic purpose maximizes. Carrots and Sticks Seven Deadly Carrots and Sticks Seven Deadly Flaws Flaws  Can encourage shortcuts; unethical behavior  Enron, Ford Pinto, modifiers, unnecessary service  Intrinsic motivation extinguished  Play into work; work into play  Become addictive  Diminished performance  The exception becomes the rule, and is expected  Raising incentives does not improve performance  Creativity thwarted  Can foster short ‐ term thinking  Rewards narrow focus  Crowd out good behavior  Concentrating on short gains at the price of long ‐ term commitment  Taint altruistic act; push out the desire to do good And When It Work And When It Works  Baseline rewards: adequate and fair  Basic elements for right brain creativity and rewards  Routine tasks; no creativity, intrinsic motivation  Compensation adequate and fair  Congenial work place  Vary tasks, turn work into play  Autonomy, mastery, relate to larger purpose  Daily routine tasks – “if ‐ then” rewards  Offer a rationale why task is necessary  Not “if ‐ then” but “now that”  Acknowledge task is boring  A surprise, after the project is finished, not before  Allow people to complete task in their own way  Now that the project is magnificently done . . .

And When It Works Yes: Can it be No: mastery, Routine? made less autonomy, routine purpose  For creative, right brain tasks: No: Use Use rewards; now/that  Consider non ‐ tangible rewards; praise and positive even if/then; rewards feedback but Praise & Rational feedback;  Provide useful information; praise about effort and Boring Useful strategy rather achieving a particular outcome Own way info. Type I and Type X Type I Traits  Almost always outperforms Type X in the long run.  Type X: Yesterday’s theory  Fueled by extrinsic desires  Type I is both born and made.  Concerned less with inherent satisfaction  Type I does not disdain money or recognition  Type I: 21 st Century theory  Concerned less with external rewards  Type I is a renewable source  Inherent satisfaction of the activity itself Need to move from Type X to Type I  Type I behavior promotes greater physical and mental well ‐ being Moving from Type X to Type I Autonomy  Autonomy  Task – FedEx days  What they do; When they do it; Who they do it with; How they do it  Time – ROWE v. billable hours  Mastery  A mindset; See abilities as infinitely improvable;  Technique – Ritz ‐ Carlton Demands effort, grit and deliberate practice  Purpose  Team – Building cooperation  Goals that use profit to reach purpose; in words that emphasize more than self interest; in policies that allow staff to pursue purpose on their own terms.

Mastery Purpose  The desire to get better and better at something that  Provides context for mastery and autonomy matters.  Compliance v. Engagement  Goals  Goldilocks Tasks  Words: Hippocratic Oath; us/they; why not how  Mindset – all in your head  Policies: Time to do meaningful activities  Painful  Purpose goals v. profit goals.  Unattainable Type I’s: 13 Ways to Improve Your 13 Ways Continued Hospital or Group  Conduct an autonomy audit  Time for noncommissioned work: The Big Idea  How much autonomy do you have over your tasks?  Carve out a small island of noncommissioned work  How much autonomy do you have over your time at work?  20 percent time with training wheels  How much autonomy do you have over your team at  Noncommissioned work  Start small, 10%, small group, limited time work?  How much autonomy do you have over your technique  Turn your next off ‐ site into a FedEx Day at work?  One day to work on whatever staff wants  Have the proper tools  Must deliver something; new idea, better internal process 13 Ways Continued 13 Ways continued  Feedback:  Peer ‐ to ‐ peer “now that” rewards  Annual review flaws: Yearly and rehearsed  Self and/or peer performance reviews monthly  Avoids flaws of corporate carrot rewards  Not as a replacement, but supplement  Set both smaller and larger goals  Carry a different meaning  Relationship to larger purpose  Be honest  Puts feedback control in the hands of those closest to the activity

13 Ways Continued 13 Ways Continued  Take three steps toward giving up control  Design for the 85%  Involve people in goal ‐ setting  Use non ‐ controlling language: must/think about;  Workforce policies designed for 15%: Those that need should/consider rigid structures and strict enforcement  Hold office hours  Play “Whose purpose is it anyway?”  Systems design rules to guard against bad behavior actually promotes it  In own words “What is our group/department/hospital’s purpose?”  Uniform or all over the map  Assuming good faith encourages good behavior  Is it “we” or “they”? 13 Ways Continued 13 Ways Continued  Promote Goldilocks for groups: Not too easy, not too  Get agile hard  Build projects around motivated people  Simplicity  Begin with a diverse team  Self ‐ organizing teams  Group a “No competition zone”  Start small and subversive  Ask the right question  Try task shifting  Be strategically subversive  Concentrate on purpose, not rewards  Emphasize results Paying People the Type I Way  Ensure internal and external fairness  Pay more than average  Make performance metrics wide ‐ ranging, relevant, and hard to game  Salespeople: are they different?