WHY ARE WE HERE?

1. To have fun To learn To make a difference WHY ARE WE HERE?

2. Profound Knowledge: Knowledge of Psychology

3. Disclosures The presenters disclose that they have nothing to disclose.

4. Objectives At the completion of this presentation, attendees will be able to: • Define intrinsic and extrinsic motivation and how these relate to overjustification. • Describe how fear affects performance • Describe the role of the manager in motivating staff and involving all staff in transformation.

5. Knowledge of Psychology • Psychology may help us understand people and interactions between people and circumstances. • People learn in different ways and at different speeds. Some learn best by reading, some by listening, some by watching pictures - still or moving, some by observation, others by doing. • People are the drivers of quality and change. To make change happen and improvement systematic, the leader must believe in the value of individuals and the ability to trust and model the behaviors required to build a culture of collaboration. • “A leader’s main obligation is to secure the faith and respect of those under him. The leader must himself be the finest example of what he would like to see in his followers.” (Homer Sarasohn. 1948)

6. Influence

7. Motivation What motivates people??? Different Things As a manager, one must understand that people are different. The manager must be aware of these differences and use them for optimization of everybody’s abilities and inclination.

8. Motivation INTRINSIC MOTIVATION • People are born with a need for relationships with other people, and with the need to be loved and esteemed by others. There is an innate need for self-esteem and respect. • Engaging the hearts and minds of people inspires intrinsic motivation. • Joy in successful performance and recognition are the most effective means of optimizing employee commitment and self-driven performance. • Management that denies their employees dignity & self-esteem will smother intrinsic motivation.

9. Motivation EXTRINSIC MOTIVATION • Some extrinsic motivators rob employees of dignity and self-esteem. If for higher pay or for a higher performance evaluation, I do what I know to be wrong, then I am robbed of dignity & self-esteem. • Extrinsic motivation is submission to external forces that neutralize intrinsic motivation -- one is ruled by these forces. Extrinsic motivation is a “zero-defect” mentality.

10. Motivation

11. Motivation Overjustification • When an extrinsic reward (e.g., money, prizes) is given to someone who was intrinsically motivated, thus making the extrinsic reward unnecessary. • It is vital that managers take the time to listen to an employee, to understand what he/she is looking for: recognition by the company, or by his peers, flexible working hours, time to take a class, etc. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation. • There are fine lines between extrinsic motivation, intrinsic motivation, and overjustification; but it is the responsibility of managers to discern the differences between these concepts.

12. Fear Deming’s 14 Points for Management: Point 8 Drive out Fear “No one can put in his best performance unless she/he feels secure. Se comes from Latin, meaning without. Cure means fear or care. Secure means without fear, not afraid to express ideas, not afraid to ask questions. Fear takes on many faces. A common denominator of fear in any form, anywhere, is loss from impaired performance and padded figures. Another loss from fear is the inability to serve the best interests of the company through necessity to satisfy specified rules, or the necessity to satisfy, at all costs, a quota of production.” Deming (1982) Out of the Crisis (pp. 59 & 61)

13. The Importance of Driving Out Fear Driving out fear is not just one of the 14 principles. Fear affects – and is affected by – nine of the other principles: Break down departmental barriers Remove barriers Institute training Eliminate work standards End awarding business on price tag Cease dependence on mass inspection Institute education and retraining Continuous Improvement Eliminate slogans and exhortations Drive Out Fear

14. FEAR Maslow’s Hierarchy of Needs

15. Fear • Actual conversation: • Millwright to foreman: “That bearing (in a blast machine) is about to go out, and it will ruin the shaft along with it when it goes if we don’t take care of it now.” • Foreman: “This load of castings must be on its way today.” • The production continued, the bearing freezes, the shaft is badly grooved; 4 days lost for repairs.

17. Fear • It is the role of the manager to determine how to keep employees in this upper level and how to make the best use of their talents and skills. This means that the employees must have their physical needs met, feel safe and secure, and have a sense of belonging to the organization. Only then can employees begin to develop self-esteem and their creative potential. • Quality improvement will occur only when employees are at these higher levels. • Self-fulfillment, creativity and self-worth are the strong internal motivators that give people pleasure.

18. Summary • Management with knowledge of psychology combined with theory of knowledge, variation, and a system will be a strong force in the future. • Planning and involvement of everyone in the organization is a requirement for successful implementation of the Deming philosophy. • “Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.”

19. Last Thought “The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not to find and record failures of men, but to remove the causes of failure: to help people do a better job with less effort.” Deming, (1982) Out of the Crisis, pg. 248