I recently attended some events where talks on different subjects brought the audience to specific puzzle pieces of understanding on how complex adaptive systems perform best, especially taking into consideration the human factor.
The first talk was at an event hosted by Lego®, where Pedro De Bruyckere did a talk about "How play changed the world (and vice versa)".
In a previous article, I’ve talked about an elegant experiment from 1962 we’ve re-done.
At the moment of writing this article, we’ve completed 2 dry runs: One with a small group of students, and one bigger group of agile coaches, managers and scrum masters.
We got plenty of feedback, and improvement is on its way.
Lately I discovered an interesting experiment described in a book about transparency by Warren Bennis. It was not that much in detail, but the references -as in all good reads- were well mentioned.
The experiment we’re talking about was done in 1962 at the Massachusetts Institute of Technology.
Introducing the Co-Learning achievement unlocked app
It can be hard to explicitly appreciate someone for their behaviour. And it can be even harder to accept appreciation. And yet appreciation is something that can have such a big impact on people's motivation. Achievement cards use the gamification element of achievements, getting recognition for a certain behaviour or perseverance.
Whenever we do a kick-off of a new team, we also help them start their journey together by defining their team goal, vision and/or values. This visualisation of the team goal helps the team grow mutual understanding and speed up their team bonding process. Making a visual representation of this goal gives an easy aid to reminding team members of the elements they had all agreed upon.
When I am requested by a client to start coaching a team, I always start with some one on one conversations with each team member. The first conversation will usually be a bit difficult, and not go into what you would really like to know about this person. These first conversations tend to be about fear for the unknown, and a lot of thirst to have detailes cleared out that usually aren't clear yet. By the second conversation people usually are more at ease, the situation gets less uncomfortable.
The internet is full of little lists about what motivates us, which are usually a mix of intrinsic an extrinsic motivation. But how can you find out which intrinsic motivational element is important for your team members? And do these motivators stay the same throughout someone's career, or under the influence of a major change in your company?
One of the tools we often use to get to that understanding is the technique Moving Motivators from the Management 3.0 toolkit. It starts from the 10 intrinsic work related motivators: