"If people are good only because they fear punishment and hope for reward, then we are a sorry lot indeed."

I've previously posted about the famous The Tale of the Five Monkeys and "The Way We Do Things 'Round Here" Syndrome (an experiment that probably never actually happened in exactly the way it has been portrayed all over the Internet).  As it turns out, the psychologist Harry Harlow conducted several experiments with monkeys (unfortunately, he violated a number of modern-day ethical principles for animal research in the process) and came up with the novel (at that time) theory of intrinsic motivation.


Basically, Harlow placed puzzles in the monkeys' cages and was surprised to discover that the monkeys solved the puzzles on their own.  They didn't receive any rewards for doing so, nor did they avoid any punishments because they solved the puzzles.  The monkeys solved the puzzles merely for the pleasure of completing a difficult task.  The personal satisfaction that they achieved by solving the puzzles was its own reward - hence, intrinsic motivation.  He later found that offering external rewards did not lead to improved performance.  As a matter of fact, offering rewards actually disrupted the completion of the task.


Harlow therefore identified three levels of human motivation:


1. The first level of motivation is for survival.  We do things to assure our survival.
2. The second level of motivation is to seek rewards and avoid punishment.
3. The third (and perhaps more important than the second) level of motivation is intrinsic - we do things to achieve internal satisfaction.


The management guru, W. Edwards Deming had this to say about how managers try to motivate their employees to do a good job:


Our prevailing system of management has destroyed our people.  People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning.  The forces of destruction begin with toddlers - a prize for the best Halloween costume, grades in school, gold stars - and on up through the university.  On the job people, teams, and divisions are ranked, reward for the top, punishment for the bottom.  Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.


Albert Einstein also believed in the theory of intrinsic motivation:


Economists and workplace consultants regard it as almost unquestioned dogma that people are motivated by rewards, so they don't feel the need to test this. It has the status more of religious truth than scientific hypothesis. The facts are absolutely clear. There is no question that in virtually all circumstances in which people are doing things in order to get rewards, extrinsic tangible rewards undermine intrinsic motivation. 


He goes on to say, "If people are good only because they fear punishment and hope for reward, then we are a sorry lot indeed."


So, the question to consider then, is how can leaders and managers motivate their teams without using rewards or punishments?  In other words, how can we as leaders leverage intrinsic motivation?  Here are some suggestions:


1. Provide challenging assignments - most of us like a challenge and will have a desire to "step up" to the challenge.


2. Offer a choice - individuals have different skills and values, so why not leverage this fact by giving them an opportunity to choose the assignments that are best matched to their skill set and personal preferences?


3. Provide a clear path to advancement - promotion is certainly a form of reward, but it is also important to make sure that individuals always have an opportunity to advance and see a clear path forward.


4. Provide regular feedback - giving regular, constructive feedback is one of the best ways to promote intrinsic motivation, as it allows individuals to feel as though they have some degree of control over their personal success and professional development.


5. Allow individuals to participate in decision-making - individuals who participate in decisions will feel a sense of camaraderie as key stakeholders in the success of the organization.