People have mental contracts, and it’s important to understand and empathize with them. The solution to lack of clarity is to make it impossible to be misunderstood, and to do so from the very outset, so that there is never a need to be remedial. Usually, the best solution is productive clarity, because motivational losses usually occur in the event of unclear objectives or unclear directions. Treat these occasions as incidents, to be investigated and addressed. When a team member or colleague shifts from motivated and engaged to unmotivated and disengaged - ready to quit perhaps - it’s a motivational loss. The opposite case can generate “motivational losses”. These “motivational moments” or “mission moments” can contribute to the sense of a shared mission and vision. Similarly, feedback should be highly specific to the action in question, as opposed to a general - and, even worse, vague or unclear - evaluation. Dashboards and end-of-period bonuses are too delayed for motivational purposes. After-action feedback should be as close to immediate as possible, so that there is no uncertainty about whether action is praiseworthy or not. Fast, tight feedback loops are the engines of adaptive systems.įeedback is the energy of adaptive systems, and Luca urges that the feedback loops must be fast and tight. A different environment can be demotivating, with negative long term consequences. This shows that their behavior is observed, appreciated and valued - a motivational environment to which they will adapt positively. Your system action could be as simple as checking back with employees regarding assignments very quicky and providing feedback. Motivation results less from direct efforts (such as a “motivational speech”) but rather from the establishment of an environment in which good effort is recognized and rewarded.

the longer term, second order future behaviors that are made more likely as a consequence of the immediate action. Key Takeaways and Actionable Insights Complex systems are a business’s everyday environment, and every business behavior is an adaptation.Įvery action a manager or leader takes should be aimed not just at its direct outcome but also for the adaptations triggered in your team, i.e.

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