Intrinsic Motivation and Self-Determination in Human Behavior - Assignment Example

Intrinsic Motivation and Self-Determination in Human Behavior Introduction In all areas of studies, there are the basic building blocks which form the basis for more complex processes. How often do we hear that we need to return to basics to understand the nature of complex processes and ideas? Many academics and even expert practitioners would often claim that convoluted ideas can actually be deciphered by an analysis involving basic principles. The aim of this report is to determine whether this is also true in organizational management. Specifically, the goal is to critically analyze whether organizational team building is really just a matter of ensuring the right mix off skills and making sure that all members cooperate. Early on, the proposition seems to be true as it is appealing but research and retrospection conducted for the study would indicate that the claim is actually oversimplified. The arguments that will prove this point are presented and detailed in the ensuing discussion. The Multifaceted Nature of Team Development Team building is essentially defined as a continuous, multifaceted process where the members learn to work together for a common goal. It can pertain to any assembly of individuals in different areas of concern such as in sport and in business. The core principles that operate in building any successful team include making the members appreciate and develop a shared vision and unity of purpose, gradually forming a collaborative and synergistic teamwork and establishing an open and honest communication process. However, an effective team does not only cooperate for this can be forced or coerced. An effective team is essentially where people forms relationships that surpasses work. It also involves peer and social support and a build-up of trust that combines to create a positive team culture and a cohesive group atmosphere. This process only comes only after several stages of team building. Thus, the process of making people work together as a team involves an understanding of complex social and psychological processes which is further explored in the ensuing discussion. Different Individuals Have Different Needs Human Psychology would tell us that every individual is unique in his own ways. Group and team development strategies try to make team members to appreciate common goals. A manager tries to develop in his group a need to achieve the organization’s objectives. He tries to motivate the members to work together as a team. However, the knowledge that all individuals are unique informs us that the development of synergistic relationships is easier said than done. Philosophical undertakings followed by scientific research would tell us that ensuring cooperation among team members can be difficult due to the differences in their needs. Probably, the most prominent illustration of the differences in needs that will show the complexity of the individual is Abraham Maslow’s Hierarchy of Needs. Maslow argued that individuals have a hierarchy of needs which he depicted with a pyramid composed of five levels shown in Figure 1. Figure 1: Maslow’s Pyramid of Needs (Wikipedia Illustrated Online, 2009) Maslow later added two levels namely aesthetic needs where people desire to create and experience balance and beauty in life and cognitive needs where employees desire to acquire knowledge. From the figure above, we can see that physical needs are the foremost concern of every individual but these changes over time. Maslow considers human behaviour to be dominated by ‘unsatisfied needs’. Individuals are considered to be a ‘perpetually wanting animal’ and will aspire for the next higher levels of needs once satisfied with his previous concerns. He will seek perfection and constantly develop himself. Essentially, Maslow’s theory shows us that there are different kind of needs of team members and these changes over time. Team building and development cater to the social needs as it can make individuals feel a sense of belonging to the company and the workforce. However, members also have esteem and career growth needs. The need to feel recognized and be given the opportunity to rise up the organization’s ladder would lead them to compete rather than cooperate. This differential needs indicate different levels of dedication and work behaviour. The need for career development is a big issue in team building. Groups only provide the best of solutions and strategies when everyone share whatever information, facts, opinions and feelings they may have. This pooling of ideas and the ensuing discussion cannot be possible if one is inclined to stand out as he may not deem it helpful in his career to share his ideas to others who may benefit from it. Another important complexity that makes team building not a cooperation and skills issue is the influence of personal factors in the teamwork propensity of the individual. Family issues, religious beliefs and future plans can influence individuals to become a non-team player. Assurance of cooperation is not a simple process but a system of acquiring knowledge on the cultural background of the employee. Different Team Development Styles At this point in our discussion, it should be pointed out that team-building and group development is centred on the team member’s skills and propensity to cooperate. However, there are also factors that rely on the team-builder (i.e. manager, boss, supervisors). According to Fred Luthan, certain types of practices work better than others for certain people and certain jobs. Some work settings require strict control and authoritative management to ensure high productivity and teamwork while some would call for a more lenient approach. It is up to the management to determine the necessary leadership style that is suited to the situation and the job at hand. (in Deci & Ryan, 2005) As a rather extreme example of manager-dependent group motivation is the case of Ronald Allen of Delta Airlines. In a response to a financial disaster, Allen conducted a brutal downsizing campaign and humiliation of his employees. Employees were frightened and were ‘coerced’ to work together and to come up with solutions. This example maybe extreme but these tactics made it possible for employees to form groups and come up with innovations that enabled the company to hurdle the financial disaster and able to compete again in the cut-throat industry. Inevitability of Conflict A group is composed of individuals with differing, often competing, interests. This is especially true in highly competitive business environments making the concept of cooperation highly unlikely. Conflict is often inevitable and in some cases, it is even fostered. A more thorough discussion regarding the complexities of team building due to conflict is provided below. Conflict exists whenever two or more parties are in disagreement or in opposition. It often arises from incompatible interests or goals due to competition for reward and resources, differences in value and beliefs system and leaders acting inconsistent with the organization’s goals and vision. There are two broad categories of conflict: work related and personal. Personal conflict can arise from organizational conflict and is the hardest to resolve. There are even cases where conflict has become institutionalized such that it exists long after the antagonists have moved on. Many people often consider conflict as dysfunctional. Indeed, there are conflicts which prevent goals and objectives from being achieved. These are situations that can result to reduced productivity, negative feelings, stress, poorer decision making and decreased cooperation due to decreased communication, decreased cooperation and political backstabbing. However, there is also the existence of functional conflicts that can lead to the achievement of project/organizational goals. These conflicts serve to improve the performance of opposing parties. There are frictions which can result to increased effort, better understand and better decision making. Disagreements can also reveal key issues that needs to be addressed and serves as an impetus for change. It is also an avenue for getting suppressed feelings to get aired. The science of conflict management is actually well-discussed in many management textbooks signifying the fact that it is an integral part of group and team development. Conflict is a fact of life, leadership and team building. Effective team leaders and developers tend to serve as mediator and the arbitrator who helps in resolving a conflict. What is important, however, is the realization that ensuring cooperation in a team is easier said than done. Improbability of Right Mix of Skills Every person has his own set of strengths and weaknesses but the probability of having team members previously possessing the right mix of skills is minimal. In many cases, managers are left to make the best of the team members provided or left to him. However, the process of team building also involves determining personality types and developing the strengths associated with it. In the business world, several complex methods are used to determine what set of skills an employee may consciously or unconsciously possess. Methods for determining personality types include the Myers – Briggs Type Indicator (MBTS) and the Keirsey Temperament Sorter (KTS). To illustrate how complex the process of determining skills, let us take a look into KTS. David Keirsey expounded his idea of classifying people, the KTS theory, in his highly acclaimed book, “Please Understand Me”. The KTS outlines four basic human behavior types and called them ‘temperaments’. Each ‘temperament’ is further subdivided into 4 ‘character types’ based on 8 categories. To illustrate: ARTISAN GUARDIAN RATIONAL IDEALIST Promoter (ESTP) Supervisor (ESTJ) Fieldmarshal (ENTJ) Teacher (ENFJ) Crafter (ISTP) Inspector (ISTJ) Mastermind (INTJ) Counselor (INFJ) Performer (ESFP) Provider (ESFJ) Inventor (ENTP) Champion (ENFP) Composer (ISFP) Protector (ISFJ) Architect (INTP) Healer (INFP) The Letters E, S, T P, I , N, F, P correspond to the following: TECHNICAL TERMS MEANING   TECHNICAL TERMS MEANING (E) Extroversion Expressive vs. (I) Introversion Attentive (S) Sensing Observant vs. (N) Intuiting Introspective (T) Thinking Tough-Minded vs. (F) Feeling Friendly (J) Judging Scheduled vs. (P) Perceiving Probing To determine the skills and personality types, the person must undergo a test where his scores are tallied and compared to the personality type corresponding to it. For the layman, the process may seem to be simple but it actually requires a thorough and deep understanding of psychological, social, cultural and even political factors. Conclusion Team and group building is a complex affair and not simply a matter of making people cooperate and having the right mix of skills. Competition among team members and not cooperation in some teams is actually fostered. This is especially true in the business sales department where members compete with numbers. Conflict is also inevitable and can lead to organizational growth when it is of the functional type. When people are in conflict, the resolution can lead to the establishment of important relationships that extends beyond work behavior. Essentially, team development requires an understanding of how social, cultural, psychological and other factors blend together. It is not simply a process of determining how to make people cooperate. It is a process of how to make the best out of every individual or team member so that he will function to the fullest for the interest of the organization. Team building is indeed complex and every process must be thoroughly thought of. References: Deci, Edward L. & Ryan, Richard M. (2005). Intrinsic motivation and self-determination in human behavior. New York: Plenum. Keirsey, David (1998). Please Understand Me. Prometheus Nemesis Book Company: US. Wikipedia Illustrated Online (2009). Maslow’s Hierarchy of Needs. Retrieved August 12,2009 from www.wikipedia.com Read More