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Why Motivating People Doesn't Work ... and What Does
Susan Fowler
Overview
Why Motivating People Doesn't Work ... and What Does
by Susan FowlerIn "Why Motivating People Doesn't Work ... and What Does," Susan Fowler challenges common assumptions about motivation and offers a new approach to help individuals and organizations enhance motivation. The book explores the concept of optimal motivation and discusses why traditional methods of motivation often fall short.
Key Points / Ideas
Rethinking Motivation
Throughout the book, Fowler argues that the traditional carrot-and-stick approach to motivation is ineffective. Instead, she advocates for creating an environment of optimal motivation where individuals are intrinsically driven to excel.
The Six Motivators
Fowler identifies six motivators that influence behavior: choice, connection, competence, meaningfulness, progress, and choice. She explains how these motivators can be combined to create a motivating environment that aligns with individuals' core psychological needs.
The Motivational Framework
The author introduces the Motivational Outlooks framework, which categorizes individuals into three distinct motivational outlooks: disinterested, external, and internal. Fowler demonstrates how recognizing and understanding these outlooks can help leaders and organizations tailor their motivational strategies.
Autonomy Supportive Leadership
Fowler emphasizes the role of autonomy supportive leadership in fostering optimal motivation. She outlines specific practices leaders can adopt to empower their team members and create an environment that nurtures intrinsic motivation.
Evidence and Examples
Fowler presents a wide range of evidence from academic research, real-life case studies, and her own experiences as a consultant and practitioner. These examples highlight the limitations of traditional motivation strategies and illustrate how adopting an optimal motivation approach can lead to improved outcomes.
Conclusion
"Why Motivating People Doesn't Work ... and What Does" challenges conventional thinking about motivation. Fowler provides compelling insights and offers a practical framework for fostering optimal motivation in individuals and organizations. The book encourages readers to reevaluate their approach to motivation and consider the six motivators and the Motivational Outlooks framework. By incorporating autonomy supportive leadership practices, individuals and leaders can create engaging environments that enhance intrinsic motivation and overall satisfaction.
Readers interested in exploring the topic further may want to check out other books on motivation, such as "Drive" by Daniel H. Pink or "The Power of Self-Determination Theory" by Edward L. Deci and Richard M. Ryan. These books offer additional perspectives on motivation and provide valuable insights to help individuals and organizations unlock the power of optimal motivation.
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