Lesson 11
Human Motivation
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Purpose
• To understand what motivates us?
• To learn about primary and secondary choices
• To see what happens when we have conflicting
motivations
• To understand several observations about motivation
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Human Motivation
Human motivation is the result of a discrepancy
between:
– What we want – our desired state
– What we have – our current state
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Human Motivation
Desired state
Tension
Desired state
and actual state
are the same
Action
Actual state
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Being Thirsty
Desired level
of hydration
Thirsty
Drink water
Current level
of hydration is
lower
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Desired and actual level
of hydration are the same
Structural Tension
Desired State
Tension
Actual State
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Primary and Secondary Choices
•General desire – what we want
•Primary choice – specific aspiration or
desired result
•Secondary choice – desired result to
support a primary choice
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Primary and Secondary Choices
An Example
•General desire – care for children
•Primary choice – provide upbringing and
education
•Secondary choice – earn enough money for
upbringing and education
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Structural Conflict
Conflict occurs when two or more tension–
resolution systems compete.
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Structural Conflict
An Example
Tension
Resolution
Hungry
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1
Overweight
2
3
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Eat
Don’t eat
Structural Conflict
• Definition:
– Two or more tension-resolution systems in which
the points of resolution are mutually exclusive
• Attempts to resolve the conflict lead to
oscillation
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Structural Conflict
Is Like A Swing
• We can’t be at both high points at the same time
• Once we reach one high point, all of the momentum
is gone and gravity leads us back to the other high
point.
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Creating a Senior Structure
• We cannot resolve structural conflict
• We can create a structural-tension system that
takes precedence over it.
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A Senior Structure
An Example
Current Reality
Vision
•Not healthy now
•Enjoy eating
•Weight fluctuations
•Conflict eating and dieting
•To be healthy
Tension
Seeks resolution
Actions to be healthy
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Conflicting Values
• Sometimes our values are in conflict.
• For example – are we honest or loyal in giving
a job reference to a coworker for whom we
had job performance concerns.
• The action we take may show which value is
predominate.
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Examples of Motivations
• When Sam’s job is going well, he wants recognition and rewards.
• If his job is threatened because of a weak economy, Sam wants security to
keep his job and provide for his family.
• Betty values the organization’s mission and is passionate about helping the
organization achieve its vision. She organizes her work-life to support this
priority. She is not motivated by recognition, rewards or job security.
• Bob oscillates between taking on challenging new responsibilities which he
enjoys and staying in his existing position where he is comfortable.
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Observations on Motivation
• We want what we want and value what we value.
• Different people have different motivations.
• If circumstances change, so may our motivations.
• A met desire is no longer a source of motivation.
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Observations (continued)
• A met need may not stay met and therefore may become a new
desire.
• Some needs cannot be met simultaneously, resulting in
oscillating behaviors.
• When values are in conflict, our actions will reflect which ones
predominate.
• We can organize our lives around aspirations and values,
making secondary choices to support them.
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Implications for Leaders
• Organizations cannot impose values.
• Therefore they need to hire and advance people with values consistent with
those of the organization.
• We can inspire people if our opportunities fit their aspirations and values.
• Leaders need to be sensitive to what motivates particular individuals in
particular situations.
• We can create environments that can influence, but not control behavior.
• There is no formula – each situation is unique.
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Summary
• What motivates us is a discrepancy between what we want and
we have.
• We make primary choices which are supported by secondary
choices.
• Conflicting values – our actions reflect the ones that are
predominate.
• By understanding human motivation we become better leaders.
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Bibliography
Fritz, Robert. The Path of Least Resistance. New
York: Fawcett Columbine, 1989.
Fritz, Robert. The Path of Least Resistance for
Managers. San Fransico: Berrett-Koehler
Publishers, 1999.
Fritz, Robert. Your Life as Art. Newfane, Vermont:
Newfane Press, 2003.
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This lesson is a modified excerpt from the book, Compass – Creating Exceptional Organizations: A Leader’s
Guide, written by William F. Brandt, Jr., cofounder and former CEO of American Woodmark Corporation –
the third largest producer of kitchen cabinets in America.
Copyright 2013
William F. Brandt, Jr.
This lesson may be copied, presented and/or distributed to up to five people. Distribution beyond five is
subject to a user fee as described in the website: CompassCEO.com
The book and related materials are also available from the website: CompassCEO.com
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