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

GETTING THE BEST FROM YOUR STAFF:

A NEW APPROACH TO MANAGEMENT AND MOTIVATION

Two Approaches To A Job

• Algorithmic:

– A task in which a set of established instructions are followed to one conclusion. Extrinsic profit maximizes

• Heuristic:

– Opposite of algorithmic, involves experimentation with possibilities to devise a novel solution. Intrinsic purpose maximizes.

Carrots and Sticks Seven Deadly Flaws

• Intrinsic motivation

extinguished

– Play into work; work into play

• Diminished performance

– Raising incentives does not improve performance

• Creativity thwarted

– Rewards narrow focus

• Crowd out good behavior

– Taint altruistic act; push out the desire to do good

Carrots and Sticks Seven Deadly Flaws

• Can encourage shortcuts; unethical behavior

– Enron, Ford Pinto, modifiers, unnecessary service

• Become addictive

– The exception becomes the rule, and is expected

• Can foster short‐term thinking

– Concentrating on short gains at the price of long‐ term commitment

And When It Work

• Baseline rewards: adequate and fair
• Routine tasks; no creativity, intrinsic

motivation

• Vary tasks, turn work into play
• Daily routine tasks – “if‐then” rewards

– Offer a rationale why task is necessary – Acknowledge task is boring – Allow people to complete task in their own way

And When It Works

• Basic elements for right brain creativity and

rewards

– Compensation adequate and fair – Congenial work place – Autonomy, mastery, relate to larger purpose

• Not “if‐then” but “now that”

– A surprise, after the project is finished, not before – Now that the project is magnificently done . . .

And When It Works

• For creative, right brain tasks:

– Consider non‐tangible rewards; praise and positive feedback – Provide useful information; praise about effort and strategy rather achieving a particular outcome Is the Task Mostly Routine? Yes: Can it be made less routine

No: Use rewards; even if/then; but Rational Boring Own way

No: mastery, autonomy, purpose Use now/that rewards Praise & feedback; Useful info.

Type I and Type X

• Type X: Yesterday’s theory

– Fueled by extrinsic desires – Concerned less with inherent satisfaction

• Type I: 21st Century theory

– Concerned less with external rewards – Inherent satisfaction of the activity itself Need to move from Type X to Type I

Type I Traits

• Almost always outperforms Type X in the long

run.

• Type I is both born and made.
• Type I does not disdain money or recognition
• Type I is a renewable source
• Type I behavior promotes greater physical and

mental well‐being

Moving from Type X to Type I

• Autonomy

– What they do; When they do it; Who they do it with; How they do it

• Mastery

– A mindset; See abilities as infinitely improvable; Demands effort, grit and deliberate practice

• Purpose

– 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.

Autonomy

• Task – FedEx days
• Time – ROWE v. billable hours
• Technique – Ritz‐Carlton
• Team – Building cooperation

Mastery

• The desire to get better and better at

something that matters.

• Compliance v. Engagement
• Goldilocks Tasks
• Mindset – all in your head
• Painful
• Unattainable

Purpose

• Provides context for mastery and autonomy
• Goals
• Words: Hippocratic Oath; us/they; why not

how

• Policies: Time to do meaningful activities
• Purpose goals v. profit goals.

Type I’s: 13 Ways to Improve Your Hospital or Group

• Time for noncommissioned work: The Big Idea

– Carve out a small island of noncommissioned work

• 20 percent time with training wheels

– Noncommissioned work – Start small, 10%, small group, limited time

• Turn your next off‐site into a FedEx Day

– One day to work on whatever staff wants – Have the proper tools – Must deliver something; new idea, better internal process

13 Ways Continued

• Conduct an autonomy audit

– How much autonomy do you have over your tasks? – How much autonomy do you have over your time at work? – How much autonomy do you have over your team at work? – How much autonomy do you have over your technique at work?

13 Ways Continued

• Feedback:

– Annual review flaws: Yearly and rehearsed – Self and/or peer performance reviews monthly – Not as a replacement, but supplement – Set both smaller and larger goals – Relationship to larger purpose – Be honest

13 Ways continued

• Peer‐to‐peer “now that” rewards

– Avoids flaws of corporate carrot rewards – Carry a different meaning – Puts feedback control in the hands of those closest to the activity

13 Ways Continued

• Take three steps toward giving up control

– Involve people in goal‐setting – Use non‐controlling language: must/think about; should/consider – Hold office hours

• Play “Whose purpose is it anyway?”

– In own words “What is our group/department/hospital’s purpose?” – Uniform or all over the map

• Is it “we” or “they”?

13 Ways Continued

• Design for the 85%

– Workforce policies designed for 15%: Those that need rigid structures and strict enforcement – Systems design rules to guard against bad behavior actually promotes it – Assuming good faith encourages good behavior

13 Ways Continued

• Promote Goldilocks for groups: Not too easy,

not too hard

– Begin with a diverse team – Group a “No competition zone” – Try task shifting – Concentrate on purpose, not rewards

13 Ways Continued

• Get agile

– Build projects around motivated people – Simplicity – Self‐organizing teams

• Start small and subversive

– Ask the right question – Be strategically subversive – 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?