In a message dated 99-04-30 23:33:49 EDT, you write:
> First, Lets talk about motivation for a second. First, one of the core
> assumptions of motivation is that it is an inner drive i.e, I cannot
< motivate someone, A person is motivated to do something because of an
> inner need to do either be in community with others, derive meaning from
> their activities, or to be part of something wherein they may feel they
> are doing something that makes a difference (be part of something
> special). To follow one's bliss. To have a sense of purpose about
> one's life. Senge uses the term Personal Mastery to say basically the same
> thing. I base these ideas not so much on psychology but on mythology, an
> understanding of the belief systems that pervade every society. So says
> Joseph Campbell. This to me is real motivation.
I wanted to respond to the concept of not being able to motivate someone
that was espoused to in the aforementioned qoute.
I find it difficult to extract the human from her/his nervous system. What
I mean is, since motivation is, be it at a more pervasive level of belief
systems or values, a function of the nervous system. A simple or complex
network of stimulus response mechanisms. That to instigate a motive is to
influence emotionaly.
What I think the author is communicating is a distinction along what level
of cognitive structures is the leader approaching. The author was mainly
focusing on the more pervasive levels of emotional drive, motivation.
No matter what level of a persons reinforcement structure, they can be
motivated if the connections of what will produce what are made. The basis
to all communication, in essence, is an act of influence, a sense of
motivating the brain to at least process the information or avoid, the
basis of motivation, the approach or avoidance behavior. The greater the
previous emotional connection in the individual to the concept, the
greater ability the communicator has to influence the reciever.
In an applied context the communicator can influence, motivate, this is
based on their ability to profile the individual or group, if they are
drawing connections that produce approach or avoidance. The most effective
motivating structure is one that both connects the negative, the
undesirable consequences, to the old behavior, and also connects the
positive, the desirable consequences, to the new behavior.
In order to make those connections "stronger" the communicator can "tap
into" the deeper more pervasive belief structures, values, dreams, desires
( all are reinforcement structures ) of the group or individual. Basically
knowing what is important to them and how does the present change connect
with that. By making those connections between deep reinforcement
structures and desire changes, the communicator has created either a
stronger approach motivation or a stronger avoidance motivation, most
people don't reside in dissonance for all too long.
The more repeated occurances of the connections, the greater the strength
of influencing structure.
By the steps...
1) know the people you are wanting to influence...get to know what is
important to them
2) make the connections between what you are attempting to do with those
values
3) repeat step two several times and with several examples
4) wait...be patient... alteration of strategies takes time
The best example I have of this was attempting to motivate my father to
convert his life long business to computers. He was a computer phobe...and
still is for the most part. It took about five years to accomplish this
process. At first his eyes would almost cross when even mentioning
computers. He would have a list unconsciously prepared of all the reasons
why not to. I would slowly and gently approach one objection with a
reframe into one of his values, making money, survival.
Eventually, the time span of the conversation grew. His defensiveness
lightened. Today he won't hire people without computer skills. His first
step of a strategy involves "how can we use the computer for this".
Glen
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