The Art and Science of

Motivation

The power of positive reinforcement

OK is not OK!

Today to overcome competition

we need..

• Not just better but the best

quality

• Not just better but the best

quality customer service

• Not just better but the best

response to changing markets
OK is not OK!

• Not just some but total flexibility

• Not just occasional but

continuous innovation

• Not just some but a distinctive

difference

Just an Okay performance is

not OK!
Excellence – A Possibility
 ABC Model of Human
Behavior

• Why do people do what they

do?

• People do what they do

because of what happens to
them when they do what they
do.
 ABC Model of Human
Behavior

A B C
Antecedents Behavior Consequence
 ABC Model of Human Behavior
Antecedent

• Preceding, Prior circumstance,

Event, Object, Style, Phenomenon

• An Antecedent is a ‘trigger’ or
‘signal’ that says – “Do this!”

• It gets behavior gets going the first

time
 ABC Model of Human Behavior

Behavior

• “Behaviors” are things people say

or do
• A behavior can be observed (seen
or heard) while it is occurring
 ABC Model of Human Behavior

Two types of Behavior

A. Reflex behavior
follows stimulus (something
that happens to the person)
in the environment. The
person has not control over it
 ABC Model of Human Behavior

Two types of Behavior

B. Operant Behavior:
occurs when a person acts in
order to operate (influence)
the environment in some
way
 ABC Model of Human Behavior
Consequence

• Consequences are what

happens to the person as a
result of the behavior. They
influence the way the person
will behave again.

The divine consequence-(C) Chicago gallery of digital art

 Impacting

• To change a given
‘behavior,’ you will have to
start with the
consequences
• Since all ‘work behavior’ is
voluntary, managers can
influence ‘it’ by arranging
consequences
 Impacting

3 Ways:
1. Positive reinforcement 3. Neutral or no-
by making the reinforcement by
consequences of their simply asking a
behavior attractive new behavior
2. Negative reinforcement without tying it to
by making consequences
consequences
unattractive
Impacting Performance

The P.R.I.C.E. Motivation System

•Pinpointing
•Recording
•Involvement
•Consequence
•Evaluation
Pinpointing

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Pinpointing Objectives

•Can it be measured accurately?

•Is it realistic?

•Is it meaningful?

•Is it easily understood?

•Is it owned?
Recording

The fact of recording lets people know

that you are interested in what they
are doing, and that nearly always
provided a motivational incentive to do
better
Remember the ‘Hawthorne’
experiments by Professor Mayo?
Recording

• Recoding provides your people with

an objective measure of their work

that can not be talked around or

marked up to personal factor

• Recording makes work fun, like score

keeping in games and sports

Recording

Recording allows an individual to see

how his personal performance ties in

with the larger, overall performance of

the organization
Involvement
• Attitudes towards authority are
changing
• People expect to be consulted
in performing the tasks they are
good at. They want to be
listened to and to be taken
seriously
Involvement

• It is not probably not love that

makes the world go around, but
rather those mutually
supportive alliances through
which partners recognize their
dependence on each other for
the achievement of shared and
private goals
Involvement

• Treat employees like partners,

and they act like partners

• Remember the ‘Pygmalion

Effect?’
The Pygmalion Effect

People naturally try to meet your

expectations of them. Of course, you need

to communicate your expectations.

You can’t expect divine intervention as

Venus helped Pygmalion

 Pygmalion in
Management

If he (the manager) has the confidence in his

ability to stimulate them (the employees) to

levels of performance; he will expect more of

them and will treat them with confidence that

expectation will be met

Pygmalion in
Management

If he doubts about his ability to

stimulate them, he will expect less of
them and will treat them with less
confidence

- J. Sterling Livingston
Pygmalion in Management,
Harvard Business Review, 1969
 Success in
Pygmalion effect

Your success in having the

Pygmalion effect to improve the

performance and motivation of

your team depends upon a

relationship of commitment and

trust
 Success in
Pygmalion effect

• If you have only expectations without

a supportive relationship with your

team, you may see people work

down to the level of commitment you

show and the trust you inspire

 Success with
Pygmalion effect

3 Vital Steps:

• Create a high performance environment

• Share the rewards of your successful

performance

• Inspire others to higher level of

performance
Consequences

In nature, there are no rewards and

punishments. There are only

consequences.

Consequences are what follow

behavior and determine the likelihood

that a behavior will be repeated

Consequences

• Thus consequences
always result when
voluntary behavior
occurs

• Consequences are
continuously at work
altering and influencing
the behavior of
employees
Consequences

Types of Consequences:

1. Reinforcement: anything that

follows and increases the likelihood

that the behavior will be repeated

2. Punishment: anything that

follows a behavior and

decreases the likelihood that

the behavior will be repeated

Consequences

Consequences become in their own

right ‘antecedents’ and reinforce a

behavior.

Managers should be aware to manage

the consequence of consequences.

Consequences

Remember the ‘Red Hot Stove’ Rule:

A. Give a warning

B. Make the punishment

timely (immediate)

C. Make it appropriate

D. Be consistent
Consequences

E. Correct the behavior, not

the person
F. Reinforce the change
Consequences

Check List:
• Verbally praise the person
• Write a note commendation
• Post the person’s name and picture
in a bulletin board or in a company
news letter
Consequences

D. Give him an opportunity to address a

meeting

E. Ask him to join you for lunch

Consequences

• Important Points:

• Be precise

• Quantify ‘it’ wherever

possible

• Keep it personal (avoid

excessive formality)

• Make it timely (immediate)

Evaluation

• Evaluate the performance against

‘Goals and Standards’ etc.
• Evaluate the progress achieved
• Recognize the improvements made
• Reset the goals
• Rearrange consequences
• Re-evaluate
Evaluation

Evaluation is feedback

Feedback is the breakfast of

champions
 The Extinction Effect

• Unless you reinforce good

behavior, that will inevitably
decrease
• By failing to provide desirable
consequences for the employees’
efforts, the manager extinguishes
those efforts. He sets up the
‘Extinction Effect.’
The Synergy Effect

• Groups achieve things that

individuals alone can not achieve

• Almost every major achievement

in the human history is the result
of team work

• Success is team game and not

solo play
 Motivation: The Key to Performance

• People do not change their

behavior unless it makes a

difference for them to do so

 Good Management

• People do not change their

behavior unless it makes a

difference for them to do so

- John D. Rockefeller