So far this week the participants have been dealing with the topics of management and leadership. Today the group have moved on to the issue of motivation in relation to management and its various theoretical perspectives. Heike from the GIZ joined as a guest to the days training because she wanted to get a feel of how the group felt leadership is being dealt with in the course and the participants were able to therefore provide feedback.
In order to get the participants thinking about their experiences with motivation the facilitators created buzz groups to have them discuss how management motivates staff and how management acts when they de-motivate staff. The group then broke away from the buzz groups and started to throw aspects of their conversations at the trainers who out of this created mind maps for both motivation and de-motivation. This task shown that the participants had obviously experienced a lot of these factors throughout their work life.
Michael and Ilka told the group that there is a need for them to reflect on their own approach to motivate others. They then presented a number of models for motivation and linked these to the leadership theories discussed on Tuesday. The group were then taken through various models which included ‘fulfillment of human needs’ model and ‘stable characteristics’ model. More weight was then given to ‘expectancy theory’ and even more so was given to the ‘two-factors theory’ (Herzberg’s theory). This was due to the work planned for the participants after lunch which would heavily feature this model. It was explained to the group that this model was to do more with job satisfaction and that satisfaction is a different dimension to dis-satisfaction. This was shown on a pin board with colored cards showing the various factors related to the working environment which when missing were seen to cause dissatisfaction (I.e. Hygiene factors) and the factors which will continually drive the motivation of staff (I.e. motivational factors). It is certainly the most complex of the models and therefore the group had a lot of work for after the lunch break.
The participants therefore got stuck into their next task after the break. They were given individual work on analyzing the de-motivating and motivating factors of the current situation in their organisations. This led to them partnering up with another member of the group and exchanging the information of the individual section of the task. There was then an option for the participants to share any aspects of the task in the plenary. The facilitators went on to state that the Herzberg theory was their favorite theory (although like most models and theories this week they said there is no right or wrong) because of its applicability to a variety of situations, which includes ESD.
An option was then presented to the group regarding the topic for Friday’s class. The group were asked whether they would do work about leading themselves (which can be seen at the top of the leadership triangle and has not been touched upon ) or continue with what had been planned in delegation. It was thought best to leave this decision to the facilitators.
I apologize for the photo of the day (above). I was highly motivated to take this photo as these members of what I call the ‚purple club‘ were seated together in the ‚purple corner‘.