Module II·Article II·~2 min read
Modern Theories of Motivation: Self-Determination and Flow
Motivation and Engagement
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Self-Determination Theory (SDT)
Deci and Ryan (1985, 2000): three universal basic psychological needs:
Autonomy — the feeling that you yourself choose how and what to do. This should not be confused with the absence of control: a person may feel autonomy when performing someone else’s assignment if they understand the purpose and share the values.
Competence — the feeling that you are coping with challenges and growing. Tasks should be sufficiently difficult (but not excessively so) to create a sense of growth.
Relatedness — a sense of belonging and significance to others.
Intrinsic vs. extrinsic motivation:
Intrinsic: a person does something for the activity itself (interest, enjoyment). It is stable, productive, and creative.
Extrinsic: for external reward (money, praise) or to avoid punishment. “Overjustification effect”: adding money to an interesting job may decrease intrinsic motivation.
The State of Flow
Mihaly Csikszentmihalyi: flow is the optimal state of consciousness, when a person is fully immersed in an activity, loses track of time, and feels highly effective.
Conditions for flow: clear goals; immediate feedback; balance between challenge and competence (the task is slightly more complex than the current level, but not excessively so).
For a leader: create conditions for flow within the team. This means: clear, measurable objectives; regular feedback; gradually increasing task difficulty.
Intrinsic Motivation and Organizational Design
How to create an organization that fosters intrinsic motivation:
- Autonomy: flexible working methods, self-managed teams, 20% time on own projects (Google)
- Mastery: training, coaching, challenging “edge” assignments
- Purpose: connecting work with a greater meaning (“we don’t sell soap, we improve hygiene and health for millions”)
Practical Task
Assess your current work environment according to SDT: (1) To what extent do you feel autonomy (1–10)? (2) To what extent do tasks develop your competence (1–10)? (3) To what extent do you feel connected to the team (1–10)? (4) What specifically can be changed in your role or team to improve each of the three indicators?
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