Podcast appearances and mentions of edward deci

Are you living on autopilot, or are you living on purpose? In this episode of Simply Said, we're exploring what it really means to live intentionally—and why it matters more than ever. Polly unpacks how aligning your daily choices with your core values and long-term goals can lead to greater happiness, health, and resilience. Drawing on research by psychologists Richard Ryan and Edward Deci, we look at how intentional living helps fulfill essential human needs like autonomy, competence, and connection. Plus, we'll break down practical steps you can take to make more mindful, value-driven decisions in your everyday life. This isn't about doing more—it's about doing what matters most. Join the conversation and get more tools for living well at: pollycampbell.substack.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Il est souvent tentant de penser que recevoir une récompense pour quelque chose que l'on aime faire est un bonus bienvenu. Pourtant, la psychologie nous enseigne que cela peut avoir des effets pervers, connus sous le nom de syndrome de surjustification. Ce phénomène se produit lorsqu'on introduit des récompenses externes, comme de l'argent, des prix ou des félicitations, pour une activité qui était déjà motivée de manière intrinsèque, c'est-à-dire faite par pur plaisir ou intérêt personnel. La motivation intrinsèque est puissante : elle provient de la satisfaction que l'on retire en accomplissant une tâche pour elle-même, que ce soit peindre, jouer d'un instrument, ou faire du sport. Lorsque cette activité est récompensée de façon externe, la dynamique change. Des études ont montré que ces récompenses peuvent en fait réduire notre motivation intrinsèque. Un exemple célèbre est une expérience réalisée par Edward Deci en 1971. Des étudiants, qui adoraient résoudre des puzzles, ont été divisés en deux groupes. Le premier groupe recevait de l'argent pour chaque puzzle résolu, tandis que l'autre groupe ne recevait aucune récompense. Au bout d'un certain temps, ceux qui étaient payés ont montré moins d'intérêt pour les puzzles lorsqu'on a retiré la récompense, alors que l'autre groupe continuait de résoudre les puzzles par pur plaisir. Cela a confirmé que l'introduction d'une récompense externe diminue l'attrait naturel pour l'activité. Pourquoi cela se produit-il ? Recevoir une récompense externe modifie notre perception de l'activité. L'esprit se dit : « Si on me paie ou me récompense pour cela, c'est sûrement parce que ce n'est pas assez agréable ou intéressant en soi. » Cette rationalisation diminue notre enthousiasme naturel et notre sentiment de contrôle, car l'activité passe d'un choix personnel à une tâche dictée par des conditions externes. Le syndrome de surjustification nous enseigne que certaines activités devraient rester intrinsèquement motivantes pour préserver leur attrait. Les passionnés de lecture, d'art ou de sport pourraient se retrouver démotivés s'ils étaient constamment récompensés pour leurs passions. Cela ne veut pas dire que toutes les formes de récompense sont mauvaises, mais que nous devons être attentifs à ne pas dénaturer ce qui nous anime de manière naturelle. En fin de compte, la meilleure motivation est celle qui vient de l'intérieur, un moteur personnel qui nous pousse à agir simplement parce que cela nous rend heureux. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Traditional management uses "carrots," like bonuses, and "sticks", like Performance Improvement Plans, to motivate employees. But are humans really built that way? In this episode, Jacob Stoller and Andrew Stotz dive into the myth surrounding that approach and talk about what actually motivates people at work. TRANSCRIPT 0:00:02.7 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Jacob Stoller, Shingo-Prize winning author of The Lean CEO and Productivity Reimagined, which explores applying Lean and Deming management principles at the enterprise level. The topic for today is myth number four, the myth of sticks and carrots. Jacob, take it away.   0:00:46.2 JS: Thank you, Andrew, and great to continue our conversation. Yeah, it is widely believed that people are motivated by threats and rewards. And to demonstrate that, all you have to do is go into an HR department and look at the job descriptions and the reward programs. And it's all assumes that people are motivated by externalities, right? And that goes back, actually, it's a very, very old way of looking at the world, that there's a term, it's a bit of Latin here, homo economicus. And it's the idea that humans are sort of goal seeking creatures. They seek what's better for them, and it's all material. They'll seek their material gain, and they will behave in very predictable ways, according to that. So you can set up external motivators, mainly money, and you can regulate the way people will behave.   0:01:38.2 JS: So that's the assumption that many businesses are built on. But science has proven that that's not the way human humans work. There've been a number... And starting really in the 1950s, a number of scientists have sort of poked serious holes in that thinking. One of them is Edward Deci, who talked about motivation and did a number of experiments to see that, to find out that people, you know, their motive for doing tasks really kind of transcends rewards. Often they'll do something, for the satisfaction of doing it, in spite of the rewards being greater. We have Frederick Herzberg who developed something called Hygiene Theory. And that's really that... He determined in an organization that money can't actually be a positive motivator. It can't motivate positive behavior, but lack of money can motivate negative behavior.   0:02:49.6 JS: So, you know, and a number of experiments to support that. And then we have, Mihaly Csikszentmihalyi, hard to pronounce, who talks about joy at work and really did experiments and kind of proved that joy at work isn't just some kind of fancy idea that somebody had. But it's actually a scientifically proven principle. Whereas when people have joy at work and they're fully engaged in their work, they do much higher quality work. So that's kind of the background really here. So what we want, when we manage, is we want people to be intrinsically motivated so that they do their best work. And Deming principles are very, very, I think representative of that. I think Dr. Deming understood that people are motivated when they feel a part of something, when they contribute, when they feel that their team members around them are supporting them. And so that's what we try to do. And Lean eorld tries to do that, and we try to do that with Deming principles.   0:04:06.8 AS: You know, when I start off my discussion on this with students and people that I teach in seminars and the like, I always ask them, you know, which, do you believe in, a carrot or a stick? Do you think more people are motivated by rewards or punishments? And it's a great...   0:04:18.1 Jacob Stoller: Oh, okay.   0:04:24.1 AS: Way to kick off a conversation. But, you know, obviously we're gonna get some people that say, I want people to be feeling, you know, positive rewards and feel positive. And then you have the other people that... What I invariably find is that people who are running large companies with lots of employees, it's sticks. Yes, because...   0:04:40.4 JS: Interesting.   0:04:41.8 AS: It's overwhelming. And then when I think about where it's easiest to do joy in work, and where it's easiest to get the intrinsic motivation is, you know, smaller companies where everybody's close and they're really working together. And that's a dilemma that I never really have had a great reconciling of, but I'm interested to learn more about it from the direction that you're coming. So continue on. But that's just something I have in my mind when heard you talk about it.   0:05:13.1 JS: It's tough to do with a big company, but I wanna tell you a big company story. And actually I'm gonna read, a page or two of the book just because it's, I don't want to, it's a complicated story and I wanna make sure you get all the...   0:05:32.5 AS: Well, you've it written so well. So might as well do that.   0:05:36.1 JS: Well, like, gosh, let's hope so. Let's hope so. But, anyway, this is actually by coincidence. I just, what appeared, this morning on their podcast, so, of this company called Barry-Wehmiller. So, but the CEO of Barry-Wehmiller is a gentleman named Bob Chapman. And he's become quite well known in the Lean world and outside of the Lean world because as a pioneer of what we could call human-centric leadership. So he believes in treating people in the company like family members. But he didn't start out that way. He started with a very traditional background. He took over his father's business and he had a typical MBA background with accounting. And so he grew that company in a traditional way. You know, it started, as one company, and it started really by acquisition.   0:06:25.5 JS: He got very, very good at finding undervalued companies and developing them. So the company grew and it became a sort of a multinational, diversified manufacturer of various kinds of machinery. And so he was a huge success. I mean, he was written up in Harvard Business Review, all this kind of stuff, but he had a feeling, he was very much a family man too, and he had a feeling that something wasn't quite right in the companies that he was running. And he's a... Bob is a very... He watches people, he's very sensitive about body language. And he told me of a time he was in the cafeteria of a company, and it was sort of basketball season, you know, March Madness. That's when the university teams, you know, have their finals and all that, and everybody's betting on them, you know, it's a big deal.   0:07:21.9 JS: So he remembers being in there, and the people in the cafeteria all just having a great time and watching them chatter. And then, he watched the... When the clock sort of moved, so it's a few minutes to having to go back to work, he said the body language changed, all of a sudden they just weren't that happy. You know, it just, all the joy kind of drained out of them. And then they went off to their jobs. And Bob said, you know, this is wrong. You know, that it shouldn't be this way. And he was a family man. He said, I wouldn't want my children who I care about to be working in this kind of environment. So how can we care for the people and how can we actually make that work? So here's what I'm gonna start to read, because here's where it gets complicated.   0:08:08.6 JS: "Chapman vowed to change how people were led at Barry-Wehmiller. His business background, however, didn't provide any help for this. 'When I was in business school, I was never taught to care,' he said. 'It was about creating economic value. It was all business models, market cap, market share. I don't remember in my undergraduate in accounting or my graduate school ever learning to care or inspire the people I had the privilege to lead. And I never read, never was told, never heard that the way I would run Barry-Wehmiller would impact the way people go home and treat their families and their health. But the biggest thing we've learned is that the way we learn impacts the way people live.' Working with a group of team members from across the organization, he developed a set of principles called the Guiding Principles of Leadership, or GPL, which put caring for people as front and center to the job for all leaders in the company.   0:09:05.2 JS: "But the question remained, how do we organize the work in a way that gives workers the experience of working in a caring environment? It happened that Barry-Wehmiller had recently acquired a Baltimore based manufacturer of corrugated paper machines called MarquipWardUnited the company had implemented a number of Lean tools and practices under the leadership of Jerry Solomon, who was also the author of several books on Lean accounting. In Chapman's first meeting with Solomon, he introduced him to the Guiding Principles of Leadership and Solomon immediately saw a connection with the challenges companies face when trying to create a Lean culture. Most companies practicing Lean, he noted, never get to the culture piece. The same concern that caused the Shingo Institute to revise its model in 2008." And by the way, I have to interject here. That was covered in a previous chapter, how Shingo Institute found that they had left out the people and the caring part.   0:10:14.4 JS: And that had caused a lot of companies that had adopted Shingo principles to actually, and had won Shingo prizes to actually fall off the ladder, so to speak. But that's another story. Anyway, "Solomon," Jerry Solomon, this is the, from MarquipWardUnited "felt that what the company needed was what he called a delivery mechanism to integrate the Guiding Principles of Leadership with the company's day-to-Day operations. How, for example, does a supervisor in the shop floor interact with the people doing the work? Solomon felt that Lean and GPL were an ideal fit. Chapman was skeptical, though, 'cause he'd heard that Lean is purely about reducing waste and increasing profits, but not about leading people ... passed.   0:11:06.2 JS: And the group that was working on it, this company in Green Bay, actually was ready to report on some of their results. So they invited Bob Chapman and Jerry to come, to fly in to see the report. So what they got was a sort of a typical consultant's report. They said, well, we've implemented this thing and we've got, we've shortened the lead time, we've reduced the defects, whatever. And Chapman's reaction was actually different than what you would expect. He was very, very upset. 'Cause he said, this is supposed to be about people and Guiding Principles of Leadership. That's what you told me Lean was about. But here all I hear is a bunch of numbers. So he was quite upset. He left the room, actually. And they sort of calmed him down, and they said, Bob, please give us another chance.   0:12:03.6 JS: And it so happened that, the next morning there was going to be a report out from people that were actually on the team that had made the improvements. So Bob says, okay, I'll give you another chance, but I want the people that were actually working on that project to come and report to the presidents. So, an incredible setup. You know, you can imagine, you have these people 7 o'clock in the morning. Well, that's not hard for you to imagine, with the hours you keep. But anyway, 7 in the morning, you have all the principals, presidents of these companies, and you have, a couple of, people in the team and a guy who's never presented to a group like that, getting up in front of a whole group of CEOs. So he had some notes, and he went through his presentation, which was very sort of, you know, what you would expect.   0:12:54.2 JS: It was, yeah, we've got the, pretty much what the consultants had said the day before, right? Yeah. We cut the lead time. We did this. And, Bob listened patiently. He said he listened for about 10 minutes, and then he says, and he says, I don't know where this came from. He stood up and said, Steve, that's the name of the guy presenting. How did this change your life? And there was a silence. And you imagine, right? All the CEOs and or the presidents. And then, and this guy who has never presented to a group like that. And Steve just sort of blurted out, my wife is talking to me more. And Bob said, help me, Steve. I don't understand. Please, please explain this. And Steve then went ahead and told, what Bob said was one of the most moving stories he'd ever heard, you know, and what Steve said is, well, Bob, you know how it is.   0:13:53.9 JS: You go to work and, you know, you punch in your clock. And then they give you some things to do. They give you a list of things to do, but they don't give you any support or anything, or they don't give you the tools you need, but you sort of figure it out. You know, you get through the day and you get nine out of 10 things, right? But then maybe that 10th thing you'll run into some problem. He said, and immediately what they do, they never thank you for the things you did right. They jump on you for the problem you have, that you confronted. They tell you, you didn't do things right. And then they complain about your salary and how they have to pay overtime and all these kinds of things.   0:14:41.6 JS: And he said, you know, at the end of the day, I wasn't feeling too good about myself. And I'd go home and I think it was rubbing off on me. I wasn't being very nice to my wife and she wasn't talking to me. But he said, now with this program we have, the Guiding Principles of Leadership with Lean, people, I'm part of something. I'm part of a team. We've worked on some things and I can see the results. And when I ask questions, these engineers are answering my questions. And when I say things, they listen to me. And, you know, we've got the satisfaction of this project where we see the flow now really working out in this area. So I go home and I'm feeling better about myself. And I think I'm nicer to my wife and she's talking to me. And at that point, Bob Chapman turned to Jerry Solomon and he said, we have a new metric for Lean's success. It's going to be the reduction of the divorce rate in America.   0:15:41.7 JS: So that's, I think, very, very central. That story to everything we're talking about here with intrinsic motivation. Because it's not about money. It's, you know, you've gotta pay people decently and then they have to be able to support their families. But it's about respect. It's about seeing yourself accomplish things. And this isn't just a frill, this is a basic human need. I think Dr. Deming recognized that. And he has a wonderful diagram in The New Economics where he talks about, he calls it Forces of Destruction. You know that diagram?   0:16:23.1 AS: Yeah.   0:16:27.5 JS: Yeah. It's the... How the school system and then the job environments just basically wear a person down, wear down their will and their enthusiasm. And, you know what, another CEO pointed out to me that, very interestingly, he said, we have a crisis in this country because people don't have purpose in their work. So they go from job to job when they don't like their job. It's, he said, it's like changing an app. Something goes wrong, they change it, but they got no purpose in their work.   0:17:03.3 JS: And this company, I should I call them out, 'cause he, mention his name is Mark Borsari. And it's a company that makes wire brushes in Massachusetts. But they do, you know... He said, you really have to find the purpose in the interactions of people. It's in the people and it's in the processes. You don't get people excited about wire brushes. You get people excited about being part of a work environment where your opinion is respected and where you can make improvements. So, he said, that's what people need in the workplace right now. And he said, the result is that people, you know, we have people just depressed and upset and, you know, it's a crisis that's perhaps underestimated, but really needs to be addressed. So that's why I feel maybe so passionate about this sticks and carrots myth, because I see how destructive it is to human beings. And I've experienced some of that myself in, you know, my early days in corporate life where you're kind of blamed and evaluated for things that often you have no control over. And it's, you know, you look at something like the Red Bead Game. There are people that actually live that.   0:18:31.0 AS: Just to highlight for the listeners and the viewers, the book that Bob Chapman wrote is called Everybody Matters: The Extraordinary Power of Caring for Your People Like Family, very highly rated on Amazon. And it looks like it's also in audible form, which would be a fun one. And you also mentioned about Jerry Solomon, his book, Who's Counting is another one on the topic.   0:18:32.5 AS: But you know, I was thinking about this for a moment. And I was thinking, you know, I was kind of inoculated to this, I was vaccinated against negative thinking by two things that happened to me when I was young. The first one is, you know, I went into rehab as as a young guy with drug addiction. And I came out of that when I was almost 18. And from that point till today, I've been drug free, alcohol free. And so I had to kind of face all the demons that I had, you know, accumulated at that time, but I left it with a really positive outlook on life.   0:19:29.7 AS: Like I wanted happiness.   0:19:29.8 JS: Interesting.   0:19:29.9 AS: I wanted serenity. And then and then I went to work... I went studied, enjoyed that, I went to work for Pepsi, I really enjoyed it. And then I met Dr. Deming when I was, you know, 24. And and he told me, you know, we should have joy in work. And from that moment on, it's like, that's what I wanted in life. And so I never, I never got caught up in this idea when I worked at Big Bank, you know, Citibank and other places, I just never, nobody could ever convince me that, you know, I should be unhappy with what I'm doing.   0:20:05.5 AS: Like, I really, really enjoyed it. And then I was just thinking about how painful it is, if you haven't been inoculated from the beginning, to have to go through this, and then you end up with, you know, it's it's 9 to 5, it's painful work, it's called work for a reason, it's hard, you know. And I think that before I come to the next questions, you know, about the question we always get on the topic of carrots and sticks, what do we do instead?   0:20:30.6 AS: Before I talk about that, I think I really wanna highlight that what's important is getting your thinking right about this. Whether it's the thinking about I wanna treat people like a family, I want people to enjoy work, I want work to be a source of pride, I want people to wanna work here. You know, if you can get those thoughts right, the solutions to the carrots and sticks, and how do we evaluate and all of those questions, you know, can kind of, they wither away to some extent. What are your thoughts on that?   0:21:02.4 JS: Well, I think Jerry Solomon said it very well, actually. He said, you need a delivery mechanism. And Lean provided that, you know, it has a bunch of tools and organizing principles. So does the Deming's System of Profound Knowledge, right, and the various frameworks that Dr. Deming put together. So that provides that kind of framework. It's not easy to do. I think one of the big hurdles, and this is kind of central to my book is that you're dealing with a lot of unlearning. And they say that it's harder to unlearn something than it is to learn new skills. So we really can't afford to underestimate that.   0:21:51.1 JS: And I think when we have managers and leaders facing massive unlearning challenges, I think what's needed is compassion, you know, we shouldn't be putting them down for applying what they learned, we should be understanding about the changes. And I think Dr. Deming, you know, from the stories I've heard was very good about that.   0:22:00.0 AS: Well, he had something he would say, which was kind of one of his methods of compassions, but I remember him saying, how could they know? How could they know, you know, like, they were brought up in this system, as you've just said, and so, but it's based upon the carrot and sticks and all of these different things. But I'm curious, you know, which I think we at some point we'll get to in our discussion is the, there's listeners and viewers out there. It's like, okay, Jacob, totally agree with you. Andrew, totally agree with you. I want people to have joy in work. But you know, I'm constrained by, you know, the performance appraisals that I got to do.   0:23:07.3 AS: I'm constrained by the punishments and rewards that my company does. And or a leader of a company says, if I let these things go, we're gonna fall apart. How do you respond to that?   0:23:11.6 JS: Well, gosh, I mean, I think you have to just look at the case studies of people that have let that go. And that's why I emphasize I one of the points I emphasize in the book with advice for companies moving forward is a very first step before you do anything is go visit companies that have been successful. You know, go visit Bama Foods, where they have a great culture. Go watch how people interact with people. Go to some of the great Lean companies. All these companies understand that the best gift they can give their employees is to allow them to share what they've learned with other people. It's a great motivator for people. So it's a real win win. So I think it begins with that you've got to see it first. And then you can start to assess where you stand.   0:24:13.6 JS: But we're talking about a transformation here, as Dr. Deming said. We're not talking about implementing a few tricks that we can superimpose on our management system. You've got to manage it completely differently to actually get this kind of intrinsic motivation to be a driving force in your workplace.   0:24:19.2 AS: It just made me think that I wanna come up with the five happiest companies in Bangkok and do a tour and take my students out and my teams out and my company managers out and let's go, you know, see how they're turning on intrinsic motivation, you know. And one thing about Thailand that's interesting is that what people want from work is very different than in the West.   0:24:50.1 JS: Right.   0:24:51.2 AS: And what people want from work is good relationships, harmony.   0:24:57.6 JS: Really.   0:24:57.8 AS: They want connection. They want meaning, more meaning from their work than the typical Western.   0:25:05.8 JS: Isn't that interesting? Interesting.   0:25:05.9 AS: And so when I see and I rail sometimes on to my students about, you know, be very careful about bringing this KPI disease into Thailand, where all of a sudden, you're setting up the Thai people to go against each other, which takes away from what is a core strength is their desire and ability to get along.   0:25:33.3 JS: Isn't that interesting? Wow, so they got a head start.   0:25:42.5 AS: Yeah. My first move to Thailand in 1992, I taught an MBA class. And the first thing I did is what was done with me in my MBA class is say, all right, here's a case study, break into groups, and then, you know, and then they came back and, and then after getting to know them in my first semester that I taught, now I've been teaching for 32 years in Thailand. The first lesson I learned is Thais do not need group work. They need individual work. And because they need to kind of flex that muscle.   0:26:08.8 AS: And then I thought, well, why are we do so much group work in America? Well, because it's Americans are trained and taught from the beginning to think independently, have their own idea, watch out for themselves. And they need help in, let's say, MBA classes to work together.   0:26:26.8 JS: Isn't that interesting?   0:26:26.9 AS: And so what I just saw was a very different dynamic.   0:26:30.3 JS: Wow.   0:26:30.9 AS: And it helped me also to understand that we... The good side of the American, let's say, I know, American worker, I know Americans, just 'cause that's where I grew up. But the good side of that is that there is a lot of independent thinking, they can come up with the good systems and all of that.   0:26:47.3 JS: Sure.   0:26:48.9 AS: But the bad side is that they're oftentimes fired up to be in competition with each other. And KPIs just ignite that fire that just...   0:26:58.2 JS: They do.   0:26:58.3 AS: Really causes, you know, a lot of damage.   0:27:00.5 JS: Well, I got to ask you something, then, do you think that that East versus West kind of mindset is why Dr. Deming's ideas were taken up in Japan when they had been kind of ignored in the US?   0:27:16.9 AS: Yeah, I mean, I definitely I mean, Japan is like an extreme example of Asia and trying to have harmony and everybody, the bigger mission is the company, the bigger mission is the community, the bigger mission is the country. I would say that Japan is like the ultimate in that. Thailand is less so there's more independence and people don't have to be completely allegiant to those things. But still, that desire to be happy at work is there, you know, I think it's there more, it's more innate, for some reason in Thailand, than I saw it in America.   0:27:55.8 AS: And I always explain that, when I worked in America, I think I never went out on a weekend with my colleagues.   0:28:04.5 JS: Really. Interesting.   0:28:05.3 AS: And in Thailand is a very common thing to arrange activities together with your workmates, and go bowling and do this and do that. And I thought, I saw that everywhere. And I was pretty, you know, that just was fascinating to me. So I really, you know, this discussion is all about opening up people's minds, that carrots and sticks are not the only way. And as you said, it's a transformation, it takes time, you got to think about it, you got to reconcile it.   0:28:37.8 JS: Well, and that brings up another really important point, Andrew. And that is that teamwork, team productivity really makes the difference in a company. And when you think about it, you've got a whole bunch of individuals that productivity is very often not gonna add up for reasons, you know, that we've already talked about, you know, it's not part of the system. So team productivity becomes really, really essential. But team productivity, and Kelly Allen actually pointed this out really well to me. And I mean, I'm gonna just look in my notes here to get his words exactly, 'cause he said it so well.   0:29:21.0 JS: Let's see here. And here's Kelly, "a useful operational definition of a team is the collaborative and coordinated efforts of people working together in an atmosphere of voluntary trust." So you got to build that. And, you know, that's kind of tough to do in a lot of North American companies.   0:29:48.5 AS: Yeah. It's such a great point. And I think I've recently been teaching a corporate strategy. And I talk about Michael Porter and all the he's taught about strategy. But one of the things that he mentions towards the end of his books is the idea of fit. And he's talking about how do the pieces fit together in the company. And everybody knows that feeling when the when the process before you or the process after you in your company is being run by somebody that you have a good fit with. It's like everything comes together. And so I think what I realize now is that the power of that coordination that Kelly Allen's talking about is all about how do we get these pieces fit together, working together, coordinating together. That's the magic.   0:30:37.3 AS: Interesting. But Porter, I mean, he talked about a lot of I think, you know, it's been a long time since I've looked at his books, but a lot of his stuff was either or, right? I mean, you know, you decide, am I gonna be a price leader or am I gonna be a quality leader? And I think a lot of what he did disregarded, you know, Deming's Chain Reaction, you know, where he where you actually invest in both. So I mean, that's got a problem and with strategy people in general. Now, I know you've taught strategy. So maybe you're gonna take me apart on this one. But it seems to me that the strategy folks are really missing something.   0:31:29.1 AS: Well, I think most people are missing the type of stuff that Dr. Deming's talking about, but I use an example of McDonald's and Starbucks.   0:31:35.5 JS: Okay.   0:31:37.3 AS: You know, one is a low cost leader. And one is a premium, you know, differentiated, you know, product and service. And we all know which one's which. So which one leads to a sustainable competitive advantage? Which one is better? I always talk to my students. And I say, the fact is, is that both of them have led to a competitive advantage. So part of what, you know, I would say, when I think about corporate strategy, from my perspective, is figure out the direction that fits your DNA, and then pursue that, whether that's about making, you know, I like to tell my students that think of a company run by an engineer, who may be focused on the processes and all that, who may create a very efficient operation, versus a business, let's say run by a marketing or sales person who has a much better contacting and messaging to the customer. Those two business owners should be developing their corporate strategy around their DNA, you know, and if they do that right, that, in theory, should lead to some competitive advantage.   0:31:58.9 AS: And to me, competitive advantage is how do we make sure that our company creates a level of profitability that is higher than the industry average over a sustained period of time. If we think we're doing a corporate strategy that works, and we're making a very low amount of profitability, I think that there's enough reason to argue that that's probably not achieving a competitive advantage.   0:32:37.1 JS: Yeah. And I think we have to put the word sustainable competitive advantage. But along the McDonald's, Starbucks, though, I have a very interesting twist. And I think this was done locally in Canada. But somebody did a blind test of coffees from various outlets to see what rated the highest. And I have to tell you that McDonald's coffee rated very high, higher than Starbucks. So...   0:33:47.1 AS: But it's definitely the case in Bangkok that McDonald's coffee is fantastic.   0:33:50.8 JS: Really.   0:33:51.8 AS: I happen to know very much about that. But I highly recommend that.   0:33:55.7 JS: Yeah. Well, I think we're, you know, we are focusing in this book, essentially on, you know, productivity. Now, marketing, marketing strategy and stuff like that is yeah, I'll acknowledge that. Sure. And that's maybe, you know, I think what Michael Porter was talking about it's very true in terms of marketing. But in terms of quality, output of quality, I think that's where the Deming magic and the Lean magic all come into play.   0:34:12.2 AS: Yeah, I mean, it took me a long time to figure out that what Dr. Deming saying is, if we are continually improving our products and service and our quality, we're driving down costs, and we're making people happier, and we're bringing more value to the market. How... Shall we wrap this up? And how would you summarize what you want people to take away from this?   0:34:26.1 JS: I would say that intrinsic motivation is underestimated in workplaces, it's misunderstood. It's not reflected in the way most companies are organized or their strategies. So it's a big learning curve for companies to create the kind of environment where intrinsic motivation is connected with the workplace. But I think it's worthwhile, it's a very, very important thing. And we have a lot of unhappiness in society. And a lot of it can be traced to a lack of that. So, you know, I hope that more companies will see the importance of this.   0:35:16.6 AS: You know, it's my, my friend who never... He was helping me when I was writing my book, Transform your Business with Dr. Deming's 14 points.   0:36:02.2 JS: That's a great book.   0:36:02.7 AS: And he was editing a book.   0:36:02.8 JS: I love that book, by the way.   0:36:04.3 AS: Thank you. I was trying to make it as simple as possible for the 14 points. But my friend, as he was helping me edit it, he turned to me after many hours of working together over many weeks, he said to me, I figured it out. Dr. Deming is a humanist, he cares about people. And that was just so funny, because he thought going into it, it's all gonna be about, you know, charts and graphs and statistics. And I think that's, you know, that's the key, it's the mindset. I wanna wrap up by by just going through some of Dr. Deming's 14 points that apply to what we're talking about. And, you know...   0:36:39.2 JS: Great.   0:36:39.6 AS: The question really is, you know, when my friend said that Dr. Deming was a humanist, it's 'cause as he started working on the 14 points with me, he started to realize, just listen to these points. Here's point number eight, drive out fear. Yeah, that's critical to having a joyful workplace. Number nine, break down barriers between department. That's the source of so much trouble for people at work is that they're working in silos. Number 10, eliminate slogans and targets and exhortations. Stop focusing on pushing the workers constantly. Figure out how to improve the system.   0:37:10.2 AS: Number 11, eliminate work standards or quotas, eliminate management by objective, management by numbers, substitute leadership. And number 12, remove barriers that rob the hourly worker of the right to pride of workmanship. Remove barriers that rob people in management and engineering of their right of pride of workmanship. My goodness, from eight, nine, 10, 11, 12, all focused on this concept of intrinsic motivation. And to me, that thinking, changing that thinking is what's so critical. Anything you would add as we wrap up?   0:37:25.0 JS: Yeah, I will add one thing to that. And this is very strongly in the book. That is why the first step if you're gonna transform your company is making everybody feel safe. That's got to be the first step, even before you start training them with methods and things like that. You have to build safety, then you can build trust.   0:37:47.2 AS: Fantastic. Well, Jacob, on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. So much happening there. You can find Jacob's book, Productivity Reimagined at jacobstoller.com. And this is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming that I just never stop talking about. And today we talked about it a lot. And that is, "People are entitled to joy in work."  

Let's break down the science of motivation, with a focus on intrinsic and extrinsic motivators. FREE NEWSLETTER MyBodyTutor $50 off daily health and fitness coaching! - Say "paul sent me" in your intake form! Based on research of behavioral scientist Edward Deci, we explore an experiment from the 1970s that illustrates how extrinsic rewards such as money may drive short-term motivation but can detract from long-term success. Additionally, you'll learn how to reframe goals to foster intrinsic motivation and how to maintain motivation for sustained personal growth. Topics Discussed: 00:00 The Science of Motivation 00:24 Edward Dessie's Groundbreaking Experiment 03:16 The Impact of Extrinsic Rewards 06:05 Intrinsic vs. Extrinsic Motivation 06:59 Applying Motivation to Personal Goals 13:59 Finding Your Intrinsic Motivation 21:30 Action Steps for Sustainable Motivation

Let's break down the science of motivation, with a focus on intrinsic and extrinsic motivators. FREE NEWSLETTER MyBodyTutor $50 off daily health and fitness coaching! - Say "paul sent me" in your intake form! Based on research of behavioral scientist Edward Deci, we explore an experiment from the 1970s that illustrates how extrinsic rewards such as money may drive short-term motivation but can detract from long-term success. Additionally, you'll learn how to reframe goals to foster intrinsic motivation and how to maintain motivation for sustained personal growth. Topics Discussed: 00:00 The Science of Motivation 00:24 Edward Dessie's Groundbreaking Experiment 03:16 The Impact of Extrinsic Rewards 06:05 Intrinsic vs. Extrinsic Motivation 06:59 Applying Motivation to Personal Goals 13:59 Finding Your Intrinsic Motivation 21:30 Action Steps for Sustainable Motivation

Commitment, a measure of mental toughness is largely about making promises to yourself and then going on to follow through with those promises, without being sidetracked or derailed.  As a Sports Psychologist I note that a lot of people are highly driven and could be argued to be goal setters.  Regularly setting goals and striving to attain them.  Yet, they aren't shown what are helpful goals and they don't question whether the goals that they set are going to be beneficial for their performance or well-being. In this solo episode I unpick this, where I ask you to consider your goals, are they intrinsic or extrinsic? Are they helping you get to where you want to get to?  Do you feel good, as a result of your goals? This episode should appeal to coaches, parents, teachers and athletes themselves.   Key Learning Points Check out the work of Edward Deci and Richard Ryan prominent US based psychologists and the founders of Self Determination Theory. Deci and Ryan's work on Self-determination Theory suggests that as humans we have three innate psychological needs that are the origin for self-motivation. These are autonomy, competence and relatedness​​. It can be argued that intrinsic goals are motivated by internal reasons or basic psychological needs, such as feelings of competence or relatedness. One example of an intrinsically motivated goal in a sporting context includes a goalkeeper who is having difficulties dealing with crosses.  The goal then is to improve this aspect of the goalkeeper's game, where the goalkeeper tries to see the situation as a challenge that can be overcome or a learning point, if they want to perform better for the team. Extrinsic goals, go on to satisfy external reasons and usually depend on external approval from others, rewards or avoiding punishments. Examples of extrinsic motivation driven goals include: The young goalkeeper who is told by their dad if you play well today, you'll get a bottle of prime after the match or a cricketer who is told by his coach in a grumpy manner that he or she needs to improve their skillset, and learn to master a new shot for the new season. A person's self-motivation and commitment levels, as well as their results are affected differently by the two kinds of goals that they set. Connect with David Charlton Sign Up to The Mental Edge Join David @ The Sports Psychology Hub Instagram, Facebook, Twitter and LinkedIn Relevant Podcast Episodes to Help Your Commitment Levels Ep002: Steve Judge – How to Deal with Adversity Ep021: Steve Hackney – How To Reach Your Full Potential Ep042: Mark Bennett MBE – Characteristics of High Performance Athletes  Ep138: Nick Littlehales – Why do the Mentally Tough see Sleep and Recovery as Important Ep141: David Charlton – How to Help a Child Who Wants to Quit Sport Other Relevant Blogs and Resources to Boost Your Commitment Blog: Focusing on the Process as a Team Blog: Focus on the Process Blog: Why You Should Stop Setting SMART Goals Blog: Cricket Psychology Tips: Control the Controllables 4 Steps To Form A Habit That Actually Sticks Our guide to checking if your goals are intrinsically driven. Self Determination Theory Website

For many, motivation can come in waves. There are days when you feel like you're getting everything on your list done and there are other days when you can barely manage to open up your to-do list. But why does this happen? How can we increase motivation? For starters, we have to look at how motivation is sustained and built. When we have a deeper understanding around motivation we are more likely to leverage this knowledge when we need it the most.  The basis of this podcast is all around self-determination theory. This is a broad framework on the study of human motivation. It defines intrinsic and various extrinsic sources of motivation that has been developed by psychologists, Richard Ryan and Edward Deci, in 1985. Now, we don't go into a lot about self-determination theory but we do break down the three sources of motivation which are: autonomy, competence, and relatedness.  SUBMIT YOUR TIME SUCKING HURDLE! We want to know what is sucking up all of your time either as a teacher or just a person. Head over to our website and submit your TSH so that you can have a chance to be featured on the podcast! SUBSCRIBE & REVIEW Are you subscribed to our podcast? If you're not, I want to encourage you to do that today. I don't want you to miss an episode. Click here to subscribe to iTunes! Now if you're feeling extra loving, We would be really grateful if you left us a review over on iTunes, too. Those reviews help other people find our podcast and they're also fun for us to go in and read. Just click here to review, select “Ratings and Reviews” and “Write a Review” and let us know what your favorite part of the podcast is. Thank you!

Cześć, dziś odcinek solo. Dziś opowiem o tym jak motywować pracowników, gdy nie masz 100 tys na podwyżki? Finanse są istotne. Bez wątpienia dla każdego ważne jest, żeby zarabiać więcej i mieć więcej możliwości dla siebie i innych. Menedżerowie szastają więc przysłowiowymi "marchewkami" lub "kijami" żeby bardziej zmotywować pracowników. Motywacja zewnętrzna często jest jedyną zachętą do zwiększenia zaangażowania pracowników. Edward Deci i Richard Ryan w latach 70 ubiegłego wieku stworzyli teorię samodeterminacji. Okazuje się, że dużo menedżerowie mogą dużo więcej zyskać jak oprócz kija i marchewki stworzą środowisko, gdzie pracownicy sami będą chcieli chcieć. Żeby je stworzyć wystarczą 3 składniki: - potrzeba autonomii - potrzeba kompetencji - i potrzeba więzi (relacji) To te 3 składniki tworzą dodatkową motywację wśród pracowników. Czym mniej kar i marchewek i więcej tych składników w firmach tym zaangażowanie pracowników, efektywność i zyski firm jest większe. Przy okazji dowiesz się też jakich jest 7 zagrożeń zasad kija i marchewki w firmie. Miłego słuchania. -------------------------- Kontakt do mnie: ☎️ 664 707 757

What do you think the most successful people do differently than you? They tap into their unique purpose and design their days to maximize the time spend developing mastery of the things that they choose to do (have autonomy). Paul breaks down how to review your habits and routines to ensure you are optimizing your future. One key is tapping into your intrinsic motivations and maximizing the time you spend living your unique purpose. If you're interested in learning more about motivation and self-determination theory, check out Dr. Edward Deci's excellent TED talk. If you'd like to schedule a complimentary coaching call with Paul, text 559-574-3120.  

What do you think the most successful people do differently than you? They tap into their unique purpose and design their days to maximize the time spend developing mastery of the things that they choose to do (have autonomy). Paul breaks down how to review your habits and routines to ensure you are optimizing your future. One key is tapping into your intrinsic motivations and maximizing the time you spend living your unique purpose. If you're interested in learning more about motivation and self-determination theory, check out Dr. Edward Deci's excellent TED talk. If you'd like to schedule a complimentary coaching call with Paul, text 559-574-3120.  

In this episode 100, I am delighted and honoured to be joined by esteemed researcher, psychologist and co-founder of Self-Determination Theory, Dr. Richard Ryan. Dr. Ryan's work has been cited over 510,000 times and his work with Edward Deci on intrinsic motivation and Self-Determination Theory has changed the way educators understand raising motivation in the classroom. Dr. Ryan provides us with detailed, insightful perspectives on the current research around raising Self-Determination Theory as well as how it applies in the language acquisition classroom. An absolutely fantastic discussion with a researcher that has changed the world of education. This is a must listen for all teachers. Keep in touch and share widely! Full programme notes are available on www.liamprinter.com/podcast. Follow The Motivated Classroom on Instagram @themotivatedclassroom, Twitter @motclasspodcast and Facebook @themotivatedclassroom. I'd love to know what you think, please get in touch! Join the conversation with the hashtag #MotivatedClassroom. Enjoying the podcast? Leave a review on Apple Podcasts or Facebook. Become a Patron of The Motivated Classroom podcast on patreon.com.

We continue to explore motivational theory in order to help our practice,  this is one of the hardest things to get right yet one of the most important aspects of leadership.  We review four further studies in order to try to gain an understanding of what drives the members of our team and determines the outcomes of our team as a whole. In the second episode of the 3-part mini-series we will explore four further key studies into motivational theory; McClelland's Theory of Needs (1961), Vroom's Theory of Expectancy (1964), Porter and Lawlor's Expectancy Theory (1968) and Edward Deci's Research into Externally Mediated Rewards on Intrinsic Motivation (1971).

One of the core tasks of team leaders is keeping motivation and inspiration high. This doesn't mean all great leaders are charismatic and inspiring. In fact, the opposite is often true. Motivating employees isn't about what you say to them, it's about understanding what they're seeking from work. And while understanding the unique desires of each team member might take a while, there's a proven model for understanding human motivation that just might help you uncover your team's motivation mysteries faster. In the mid-1980s, researchers Edward Deci and Richard Ryan outlined a model of motivation called “self-determination theory.” Their theory posited that intrinsic motivation comes in three forms: autonomy, competence, and relatedness. In this article, we'll outline each pillar of motivation and offer some practical ideas for leveraging it to motivate your employees as a leader. 0:00 Introduction 1:51 Autonomy 4:21 Competence 5:47 Relatedness 7:42 Conclusion Often just looking at this list of three pillars of motivation, one becomes apparent as lacking on your team. If so, start focusing there first. But don't neglect the others. Individuals need all three to feel optimally motivated, and a team needs all three in order to do its best work ever. //DO YOUR BEST WORK EVER If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at https://davidburkus.com/resources //ABOUT DAVID One of the world's leading business thinkers, David Burkus' forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever. He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world's top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He's worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy. A former business school professor, Burkus holds a master's degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University. //SPEAKING Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at https://davidburkus.com/keynote-speaker/ //CONNECT + LinkedIn: https://www.linkedin.com/in/davidburkus/ + Twitter: http://www.twitter.com/davidburkus + Facebook: http://www.FB.com/DrDavidBurkus + Instagram: https://www.instagram.com/DavidBurkus //MUSIC "Appreciate That" by David Cutter https://www.davidcuttermusic.com

Summary Research reveals cooperation among strangers has varied over the past 60 years and the results may surprise you.   Transcript Welcome to episode 149 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how cooperation among strangers has varied over time. It's easy to think that society has become more individualistic and self-centred. With that, you might assume that cooperation between strangers has decreased over time. However recent research demonstrates that the opposite is true. In the US at least, cooperation among strangers has steadily increased since the 1950s.   The researchers worked through over 500 studies conducted from 1956 to 2017. This research included over 63,000 participants. In summarising the findings, one of the researchers, Van Lange, said “U.S. society may have become more individualistic, but people have not." Today we'll explore what that means for us in a work setting. Edward Deci and Richard Ryan have contributed greatly to our understanding of human motivation and needs through their research. According to Deci and Ryan, the need for connection, belonging and support is a basic human need. They found that supporting others is also part of that need - we are motivated to help others. We want to help people and cooperate - it motivates us and makes us feel more positive.  As we have steadily moved from regional areas towards cities with more people living alone, we now meet these basic needs more through strangers. Pre-pandemic our days would include many times more interactions with strangers than would have been common in the 1950s. However, with a move towards people working from home, perhaps this trend has shifted back, if only for a few years. Maybe we will build deeper connections in our immediate area around where we live. Only time will tell. Part of what makes work engaging is the ability to work with others - to provide and receive support that contributes to something bigger than ourselves.  This week, why not put these findings to the test. Find ways that you can support others, even those you don't know very well. It won't just help them, it will help you too. If you found this episode helpful, I would love it if you could take a minute to provide a rating and review. This really helps others to find the podcast. Have a great week.   Reference Mingliang Yuan, Giuliana Spadaro, Shuxian Jin, Junhui Wu, Yu Kou, Paul A. M. Van Lange, Daniel Balliet. Did cooperation among strangers decline in the United States? A cross-temporal meta-analysis of social dilemmas (1956–2017).. Psychological Bulletin, 2022; 148 (3-4): 129

Self-determination is an important concept when considering the human motivation to work and perform. Self-determination theory (SDT)1 explains human motivation, and according to Edward Deci, it is “the energy for action. It gets us up in the morning and moves us through the day”. Motivation allows us to make personal choices based on survival, integration, and work with others and allows us to feel we have control over the direction of our lives.

Lucy Abigail is the sole founder of Keys to Clarity - empowerment coaching for fulfilment seekers; individuals who feel unhappy with their life and don't know how to change it.Lucy's words:“I don't know about you, but I'm always trying to find more happiness, satisfaction and fulfilment in my life because I don't want to be on the other side with any regrets. I am a fulfilment seeker.If you don't go for the big dreams, you can be content. Have a house, a good relationship, build a family. However there's always a part of you that knows what your missing out. You're paying all that additional happiness to be comfortable and content and secure within what you know. Here's a thought for you, if you don't put yourself in a position to fail, you never put yourself in a position to succeed either. All you're doing is sustaining who you are, you're not growing or learning, not succeeding. Just sustaining.Keys to Clarity was set up to help others overcome obstacles (or opportunities as I call them) to their happiness. It's purpose is to encourage, educate and empower you to live a fulfilling life. It's what my life is dedicated to right now.My hunt for happiness lead me into the world of positive psychology, the science behind all the best self-help books.There, the world's most reputable psychologists became my teachers and with them I found answers to some of my life's hardest questions.The foundation of what has helped me came from positive psychologists Richard Ryan and Edward Deci's Self-Determination Theory, which states autonomy, competence, and relatedness are essential psychological needs of any individual to be mentally healthy.Studies on being self-determined, especially autonomous, have shown to increase well-being, performance in education, job satisfaction and reduced stress, overall leading to a happier and more fulfilling life.I see a world where everyone has the knowledge and the confidence to live a fulfilling life that makes them happy.I'd appreciate hearing your story! Please use the link to Calendly to book a connection call in the next few weeks. I'm looking forward to connecting with you.”Website: https://keystoclarity.co.ukLinkedIn: https://www.linkedin.com/in/lucy-abigailInstagram: https://www.instagram.com/keys_to_clarityFacebook: https://www.facebook.com/KeystoClarity.co.ukBook mentioned in the interview: https://styin.me/the-gap-and-the-gainCalendly connection call: https://calendly.com/keystoclarity/connection-call

May be worth adopting plant based diet to ease chronic migraine severity, say doctors Stony Brook University and University of Pennsylvania, November 22, 2021 Prescribed meds, elimination diet, yoga and meditation provided no or little symptom relief Boosting dark green leafy veg intake may be key It may be worth adopting a plant based diet, rich in dark green leafy vegetables, to ease the symptoms of chronic migraine, suggest doctors in the online journal BMJ Case Reports. (next) Exercising at the start of fast can help people reach ketosis 3.5 hours faster: study Brigham Young University, November 24, 2021  Now a new Brigham Young University study published in the journal Medicine & Science in Sports & Exercise finds that exercising intensely at the start of a fast may help maximize health benefits of temporarily foregoing food. Ketosis occurs when the body runs out of glucose—its first, preferred fuel—and begins breaking down stored fat for energy, producing chemicals called ketones as a byproduct. In addition to being a healthy energy source for the brain and heart, ketones combat diseases like diabetes, cancer, Parkinson's and Alzheimer's. (NEXT) To calm your emotions, get 15 minutes alone University of Rochester, November 24, 2021 Being by yourself—even for just 15 minutes—may decrease your strong positive and negative emotions, and instead reduce stress and induce calm, a new study suggests. Lead researcher Thuy-vy Nguyen, a doctoral candidate in clinical and social sciences in psychology at the University of Rochester, together with the cofounders of self-determination theory, psychology professors Richard Ryan and Edward Deci, conclude that solitude can lead to relaxation and stress reduction—as long as people actively chose to be alone. (NEXT) Fermented tea could help protect the liver from high-fat diet damage Tianjin University (China), November 30, 2021 Water extracts of a fermented tea, known as Pu-erh tea, could help to reduce oxidative stress and protect the liver against damage caused by a high fat diet, research in rats has found. The study, published in Food Science and Human Wellness, investigated the potential of the polyphenol and theabrownin-rich fermented tea to protect the liver after previous studies linked the tea to a raft of health benefits. “Pu-erh tea can be used as a potential healthy drink for prevention and/or treatment of fatty liver disease and many diseases associated with oxidative stress,” suggested Jing and colleagues. (NEXT) Excessive media exposure to traumatic events could harm kids Florida International University, November 20, 2021 FIU scientists investigating the effects of hurricanes and other natural disasters on children's brain development previously found that increased exposure to media coverage of disasters led kids to have post-traumatic stress (PTS) symptoms regardless of physical proximity. A new follow-up study led by FIU psychologists Anthony Dick and Jonathan Comer confirmed those findings and also showed that individual differences in the response in a key brain region involved in detecting threats—the amygdala—predicted the degree to which viewing storm-related media coverage led children to develop PTS symptoms. (NEXT) Adults with ADHD four times more likely to have generalized anxiety disorder University of Toronto, November 20, 2021 A new nationally representative study published online in the Journal of Affective Disorders found that one in four adults aged 20-39 with attention deficit hyperactivity disorder (ADHD) had generalized anxiety disorder (GAD). Those with ADHD were four times more likely to have GAD at some point in their life, when compared to those without ADHD. Even after controlling for other relevant factors, including sociodemographics, adverse childhood experiences, and a lifetime history of substance use disorders and major depressive disorders, those with ADHD still had more than double the odds of GAD. (OTHER NEWS NEXT) The Madness of Anthony Fauci Rather than own up to his disastrous policy and medical advice, Fauci instead is accelerating his messianic impulses.  By Julie Kelly It's nearly impossible to select the most maniacal comment made by Dr. Anthony Fauci in his nearly 70-minute interview with “Face the Nation” host Margaret Brennan that aired over the weekend. Joe Biden's chief coronavirus advisor and miniature global menace spent more than an hour denying responsibility for his documented mistakes, bragging about his self-appointed role as the world's doctor, hogging credit for the vaccines, and attacking anyone who has challenged his unrivaled ego and track record of failure. Portraying himself as a victim rather than the cruel, megalomaniacal tyrant he is, Fauci took aim at Donald Trump, Florida Governor Ron DeSantis, Senators Rand Paul (R-Ky.) and Ted Cruz (R-Texas), and Congressional co-sponsors of the “Fire Fauci Act,” which would zero-out the salary of the federal government's highest-paid bureaucrat and audit Fauci's correspondence and financial transactions during the pandemic. While declaring, “I represent science,” Fauci humbly graded the scientific approach to the pandemic an “A+” while incongruently  warning about a “fifth wave” of the virus and explaining away one scientific stumble after another, from useless temperature checks to the need for bi-annual booster shots and randomly claiming the virus spread is “40 to 50 to 60 percent . . . asymptomatic.” Science! Of all his alarming remarks, however, Fauci's push to get experimental vaccines for babies and young children to market as quickly as possible is the most depraved. When asked by Brennan, who has spent the better part of two years asking Fauci how to run her life and the lives of 330 million Americans, when he expects vaccines for children between the age of six months and five years to be available, Fauci said he hopes the shots are ready by the beginning of next year. “I would hope it would be in the first quarter because the studies are being done right now on children from two to five and then from six months to two years,” Fauci told Brennan. “I don't think there's going to be an issue with efficacy. But when you're dealing with children, it's a very sensitive area. And that's the reason why [it] may take a little bit longer.” When parents question whether it's necessary to vaccinate children, Fauci replies that, “yeah, we do want to be vaccinating the children because we want to vaccinate and protect everyone in society, including children.” Now, that is not the conclusion of a sound man of science, as Fauci again insisted he is in the interview, or even a man of common sense and humanity—that is the raving of a madman.Only a demon would propose injecting a child, including babies who cannot yet even walk or talk, with a rushed “vaccine” to allegedly minimize a virus that poses no serious health threat to them. Only a sociopath would dismiss parental fears about not just the medical necessity of the shot for the child but also unknown side effects that their children could suffer in both the near and long term. And only a sadist would continue to promote his own destructive policies that have inflicted incalculable human suffering but done nothing to halt the spread of a virus that is lethal to only a tiny percentage of the population. In a just world, Anthony Fauci would be giving lengthy television interviews clad in an orange jumpsuit from the confines of a federal penitentiary. Aside from his crimes against humanity, especially the tragic toll on senior citizens and young people, Fauci has clearly committed a number of crimes including lying to Congress and the American people in his official capacity and misappropriating federal funds on ghoulish scientific experiments. He violated the Hatch Act by using his government post for political purposes; for example, the weekend before the 2020 election, Fauci told the Washington Post that Joe Biden “is taking [the pandemic] seriously from a public health perspective,” but that Trump was only looking at it from an economic standpoint. Contradicting the president, Fauci warned the country was in for a “world of hurt” with rising COVID-19 cases and that “all the stars are aligned in the wrong place as you go into the fall and winter season.” Fauci has repeatedly and treasonously defended the Chinese Communist Party, something he did yet again in his interview with Brennan. Still peddling the “wet market,” rather than Wuhan laboratory-produced, theory about the origins of SARS-CoV-2, Fauci disputed Brennan's claim that “Beijing acknowledges now that they don't think it originated in that market.” Fauci shot back: “I think you could say we don't know how and where it originated. There were wet markets in Wuhan that are ample opportunity for a virus to jump from an animal that gets brought in from all parts of China that are very closely related physically to bat enclaves in caves and come to the market. So I don't think anyone can say that it didn't come from here or it did come from here.” The vaccines for which Fauci takes credit have been a costly failure. He, along with Joe Biden, misled the American people into believing the vaccines are safe and effective. But caseloads continue to spike despite high vaccination rates; Fauci himself recently admitted the prophylactic effect of the vaccines has waned and boosters are now required to extend what little short-term benefit the first round of injections provided. COVID fatalities this year are slightly ahead of 2020, a metric no one, including Dr. Anthony Fauci himself, publicly predicted. Rather than own up to his disastrous policy and medical advice, Fauci instead is accelerating his messianic impulses. He's unsure, Fauci told George Stephanopoulos on Sunday morning, whether new lockdowns are needed to prevent the spread of the omicron mutation. “Prepare for the worst,” Fauci warned. Music, undoubtedly, to the ears of Xi Jinping. Ironically, Fauci, who laughed off his own criminal culpability related to the pandemic in Brennan's interview, wants others investigated both for the handling of COVID-19 and the four-hour protest at the Capitol earlier this year. In one sinister exchange with Brennan, Fauci nervously giggled and rhetorically asked Senator Ted Cruz, “What about January 6, senator?” He also wants a 9/11-style commission to investigate the Trump Administration's response to the crisis. The top focus, Madman Fauci noted, should zone in on why “Trump left things up to the states.” Chalk up the U.S. Constitution as another thing Anthony Fauci has no clue about. But perhaps Fauci is on to something. When Republicans take over the House next year, they should immediately form several 9/11-style commissions to investigate numerous scandals stemming from the Trump era; at the top of the list should be a public accounting of Fauci's leading role in the COVID-19 crisis; his misstatements to the public and Congress on the “science”; his relationship with the Chinese Communist Party; his political machinations before the 2020 election; and his ties to pharmaceutical companies and other parties with a financial interest in pushing vaccines. Further, Fauci should testify under oath on what scientific basis he recommended using American children, including babies, as pharmaceutical lab rats. If indeed he is “America's doctor,” as Margaret Brennan so obsequiously claimed, and to which Fauci agreed, then he should be properly investigated for medical malpractice at the very least. A wide-ranging federal probe into what happened during the pandemic? Maybe for once, the madman is right. (NEXT) With Low Vaccination Rates, Africa's Covid Deaths Remain Far below Europe and the US MISES INSTITUTE, 11/23/2021 NOTE: TOTAL POPULATION OF AFRICA 1.3 BILLION, LARGEST NATIONS NIGERIA (206 MILLION), ETHIOPIA (115 MILLION), EGYPT (103 MILLION) Since the very beginning of the covid panic, the narrative has been this: implement severe lockdowns or your population will experience a bloodbath. Morgues will be overwhelmed, the death total toll will be astounding. On the other hand, we were assured those jurisdictions that do lock down would see only a fraction of the death toll. Then, once vaccines became available, the narrative was modified to "Get shots in arms and then covid will stop spreading. Those countries without vaccines, on the other hand, will continue to face mass casualties." The lockdown narrative, of course, has already been thoroughly overturned. Jurisdictions that did not lock down or adopted only weak and short lockdowns ended up with covid death tolls that were either similar to—or even better than—death tolls in countries that adopted draconian lockdowns. Lockdown advocates said locked-down countries would be overwhelmingly better off. These people were clearly wrong. Undaunted by the increasing implausibility of the lockdown narrative, the global health bureaucrats are nonetheless doubling down on forced vaccines—as we now see in Austria—and we continue to be assured that only countries with high vaccination rates can hope to avoid disastrous covid outcomes. Yet, the experience in sub-Saharan Africa calls both these narratives into question: Africa's numbers have been far, far lower than the experts warned would be the case. For example, the AP reported this week that in spite of low vaccination rates, Africa has fared better than most of the world: [T]here is something “mysterious” going on in Africa that is puzzling scientists, said Wafaa El-Sadr, chair of global health at Columbia University. “Africa doesn't have the vaccines and the resources to fight COVID-19 that they have in Europe and the U.S., but somehow they seem to be doing better,” she said…. Fewer than 6% of people in Africa are vaccinated. For months, the WHO has described Africa as “one of the least affected regions in the world” in its weekly pandemic reports. But that "conventional wisdom" flies in the face of the reality of covid in Africa, which is that there have beenfewer deaths. In any case, the World Health Organization reports that covid deaths in Africa make up only 2.9 percent of covid deaths, while Africa's population is 16 percent of the global total. Africa's covid total could double or triple, and Africa would still be faring far better than Europe and the Americas. (NEXT) Excess Deaths Caused by Vaccines (an email letter) As you know, since the summer there has been a 10% excess of deaths in England, largely due to cardiovascular problems and mainly in younger adults and men. Some argue this is due to vaccines directly killing people, as the spike protein (produced in our bodies from the gene added to our cells by the vaccines) is known to damage heart cells, blood vessels, and the normal clotting mechanisms. Others claim it is the spike protein, but blame the spike protein produced by virus infection. I have now looked at the relevant data quite carefully, and the only explanation that fits all the data is as follows: The vaccines have reduced levels and/or duration of virus in individuals (hence also reduce severe covid symptoms) but unfortunately the spike protein produced by the vaccines added on top of the spike protein produced by the virus is having a lethal effect in many people. The net result is that vaccines have merely displaced deaths from being (and being recorded as) frank covid deaths to now being cardiovascular deaths, coincident with an increase in virus prevalence This phenomenon will fade away as the virus fades away after December, as the winter peak of respiratory diseases passes. But everything will be made worse if we roll out mass booster vaccinations. Regards Professor Anthony J Brookes Department of Genetics & Genome Biology University of Leicester (NEXT) Despite Pledge, Biden Leaves Tap Open, Approving Billions in Arms Deals to Saudi Arabia A new MintPress News study based on Dept. of Defense documents can reveal that U.S. weapons manufacturers have sold well in excess of $28.3 billion worth of arms to Saudi Arabia since the Yemen War began, including 20 separate deals inked during Biden's presidency. Alan Macleod MINT PRESS NEWS. November 19th, 2021 “The war in Yemen must end,” declared President Joe Biden in his first major foreign policy speech; “and to underscore our commitment, we are ending all American support for offensive [Saudi] operations in the war in Yemen, including relevant arms sales.” Yet studying sales records from the Department of Defense (DoD), MintPress can reveal that less than one year into his presidency, the Biden administration has already approved 20 separate weapons contracts, worth just shy of $1.2 billion, to Saudi Arabia alone. This includes a $100 million shipment of Black Hawk helicopters, support for Apache gunships, and a $78 milliondeal to buy 36 cruise missiles. A new and controversial $650 million deal announced earlier this month has yet to be finalized but will likely soon follow, boosting sales up to levels equal with the earlier years of the Trump presidency. Sorting through thousands of approved contracts, the Department of Defense has approved in excess of $28.4 billion worth of sales from American companies to the armed forces of Saudi Arabia since they began their military intervention in the Yemeni Civil War in March 2015. This includes billions of dollars worth of arms, supplies, logistical support and training services. While this is a gargantuan number (already larger than Yemen's gross domestic product), it is certainly a serious underestimate of just how much the military industrial complex is benefiting from what the United Nations has called the “world's worst humanitarian crisis.” In addition to the $28 billion figure, Saudi Arabia is also a named customer (often along with other nations) in weapons deals worth more than $34 billion over the same period. However, the amounts the Saudis actually paid in these were not disclosed, though in some of these orders Saudi Arabia was clearly the primary buyer. For example, a $3.4 billion DoD-approved radar deal with Raytheon lists only two buyers: Saudi Arabia and the tiny nation of Kuwait (population 4.2 million). Added together, this means that the DoD has greenlighted the sale of somewhere between $28 billion and $63 billion worth of arms from American companies to Saudi Arabia since the latter began its attack on the largely civilian population of Yemen. The biggest profiteer from Yemen's destruction has been aviation giant Boeing, which brought in $13.9 billion in sales over the period. Next comes Lockheed Martin, which has signed 62 separate contracts with the Kingdom since March 2015, worth in excess of $7.4 billion. Third on the list is missile expert Raytheon, which has cashed in on the violence to the tune of $3.3 billion. In total, 86 U.S. companies have profited from sales to Saudi Arabia since its intervention in Yemen, including household names like General Electric, Booz Allen Hamilton and Honeywell. The full list is also available in the accompanying spreadsheet.

HEALTH NEWS    May be worth adopting plant based diet to ease chronic migraine severity, say doctors Stony Brook University and University of Pennsylvania, November 22, 2021   Prescribed meds, elimination diet, yoga and meditation provided no or little symptom relief Boosting dark green leafy veg intake may be key It may be worth adopting a plant based diet, rich in dark green leafy vegetables, to ease the symptoms of chronic migraine, suggest doctors in the online journal BMJ Case Reports. The recommendation comes after they treated a man who had endured severe migraine headaches without aura for more than 12 years.  He had tried prescribed meds (Zolmitriptan and Topiramate); cutting out potential ‘trigger' foods, including chocolate, cheese, nuts, caffeine, and dried fruit; and yoga and meditation in a bid to blunt the severity and frequency of his headaches. Nothing had worked. His headaches were accompanied by sensitivity to light and sound, and nausea and vomiting. On a scale of 0–10, he scored the pain severity as 10–12 out of 10.  The report authors advised the man to adopt the Low Inflammatory Foods Everyday (LIFE) diet, a nutrient dense, whole food, plant-based diet. The LIFE diet includes eating at least five ounces by weight of raw or cooked dark green leafy vegetables every day, drinking one 32-ounce daily green LIFE smoothie, and limiting intake of whole grains, starchy vegetables, oils, and animal protein, particularly dairy and red meat. After 3 months his migraines stopped completely, and they haven't returned in 7.5 years.      Exercising at the start of fast can help people reach ketosis 3.5 hours faster: study Brigham Young University, November 24, 2021       Now a new Brigham Young University study published in the journal Medicine & Science in Sports & Exercise finds that exercising intensely at the start of a fast may help maximize health benefits of temporarily foregoing food. Ketosis occurs when the body runs out of glucose—its first, preferred fuel—and begins breaking down stored fat for energy, producing chemicals called ketones as a byproduct. In addition to being a healthy energy source for the brain and heart, ketones combat diseases like diabetes, cancer, Parkinson's and Alzheimer's. For the study, the researchers asked 20 healthy adults to complete two 36-hour fasts while staying hydrated. Each fast began after a standardized meal, the first fast starting without exercise and the other with a challenging treadmill workout.  Exercise made a big difference: when participants exercised, they reached ketosis on average three and a half hours earlier in the fast and produced 43% more BHB. The theory is that the initial exercise burns through a substantial amount of the body's glucose, prompting a quicker transition to ketosis. Without exercise, the participants hit ketosis about 20 to 24 hours into the fast. To calm your emotions, get 15 minutes alone University of Rochester, November 24, 2021 Being by yourself—even for just 15 minutes—may decrease your strong positive and negative emotions, and instead reduce stress and induce calm, a new study suggests. Lead researcher Thuy-vy Nguyen, a doctoral candidate in clinical and social sciences in psychology at the University of Rochester, together with the cofounders of self-determination theory, psychology professors Richard Ryan and Edward Deci, conclude that solitude can lead to relaxation and stress reduction—as long as people actively chose to be alone. In general, solitude, the research finds, has a lessening effect not only on arousing positive emotions but also strong negative emotions, ultimately leaving people calmer, more relaxed, less angry, and less anxious. The researchers define solitude as “a psychological experience of being alone without communications, stimuli, activities, or devices that might facilitate virtual communications such as text messaging or social media.”   Fermented tea could help protect the liver from high-fat diet damage   Tianjin University (China), November 30, 2021   Water extracts of a fermented tea, known as Pu-erh tea, could help to reduce oxidative stress and protect the liver against damage caused by a high fat diet, research in rats has found.   The study, published in Food Science and Human Wellness, investigated the potential of the polyphenol and theabrownin-rich fermented tea to protect the liver after previous studies linked the tea to a raft of health benefits.    “Pu-erh tea can be used as a potential healthy drink for prevention and/or treatment of fatty liver disease and many diseases associated with oxidative stress,” suggested Jing and colleagues.   After the trial, they found that the Pu-erh extract led to decreases in body weight, fat index, MDA and NOS levels. They suggested that these were linked to increases in hepatic T-SOD, CAT and GSH-Px activities. Furthermore, it was found that the extracts increased production of hepatic glycogen and the activity of PK, and reduced glucose levels, thus potentially protecting the liver from the diseases associated with type II diabetes.     Excessive media exposure to traumatic events could harm kids Florida International University, November 20, 2021 FIU scientists investigating the effects of hurricanes and other natural disasters on children's brain development previously found that increased exposure to media coverage of disasters led kids to have post-traumatic stress (PTS) symptoms regardless of physical proximity. A new follow-up study led by FIU psychologists Anthony Dick and Jonathan Comer confirmed those findings and also showed that individual differences in the response in a key brain region involved in detecting threats—the amygdala—predicted the degree to which viewing storm-related media coverage led children to develop PTS symptoms. "Children are among the most vulnerable individuals during disasters, because they are still developing a sense of security, and have little personal control over their environments," said Anthony Dick, psychology professor and researcher at the Center for Children and Families. "PTS can adversely affect long term health in children, but these findings will help us inform communities and families on how they can better prepare for and respond to disasters in ways that mitigate potential negative long-term mental health effects."   Adults with ADHD four times more likely to have generalized anxiety disorder         University of Toronto, November 20, 2021   A new nationally representative study published online in the Journal of Affective Disorders found that one in four adults aged 20-39 with attention deficit hyperactivity disorder (ADHD) had generalized anxiety disorder (GAD). Those with ADHD were four times more likely to have GAD at some point in their life, when compared to those without ADHD. Even after controlling for other relevant factors, including sociodemographics, adverse childhood experiences, and a lifetime history of substance use disorders and major depressive disorders, those with ADHD still had more than double the odds of GAD. "These findings underline how vulnerable adults with ADHD are to generalized anxiety disorders," says lead author Esme Fuller-Thomson, professor at the University of Toronto's Factor-Inwentash Faculty of Social Work and Director of the Institute for Life Course & Aging. "There are many studies linking adult ADHD to depression and suicidality, but less attention has been paid to generalized activity disorders and other adverse outcomes across the life course."

Idag handlar podden om positiv psykologi och hur forskningsresultat från de senaste 30 åren kan hjälpa oss nå närmare vår fulla kapacitet och samtidigt känna oss lyckliga. Termen positiv psykologi inom forskningen växte fram alltmer mot slutet av 1900-talet och början av 2000-talet som ett komplement till traditionell psykologiforskning som nästan uteslutande handlade om hur man behandlar mental sjukdom för att ta patienter från -1 till 0. Positiv psykologi handlar istället om hur man tar någon från ett friskt nuläge till något ännu bättre. Från 0 till 1, eller kanske från 1 till 100.Efter en kort "historia" om hur den positiva psykologin växte fram under 1900-talet genom storheter som Abraham Maslow, Edward Deci, Walter Michel, Viktor Frankl, Martin Seligman, Michael Emmons och Tal Ben Shahar zoomar jag in på fyra viktiga koncept som kan hjälpa oss nå bättre resultat. Flow (Mihaly Csikszentmihalyi), Willpower (Roy Beimeister, Kelly McGonigal), Grit (Angela Duckworth) och Mindset (Carol Dweck).Och som vanligt finns en koppling till uråldriga filosofier som fungerat under tusentals år :)Dela gärna med dig av podden om du gillar avsnittet och läs gärna mer på ironcoach.se eller lavaleadership.com om du är intresserad av att jobba tillsammans med mig!

Today it's great to have Richard Ryan on the podcast. Dr. Ryan is a professor at the Institute for Positive Psychology and Education at the Australian Catholic University in North Sydney and professor emeritus in psychology at the University of Rochester. Dr. Ryan is a clinical psychologist and co-developer of Self-Determination Theory (SDT), one of the leading theories of human motivation. He's among the most cited researchers in psychology and social sciences today, ranking among the top 1% of researchers in the field. Dr. Ryan has been recognized as one of the eminent psychologists of the modern era, listed among the top 20 most influential industrial organizational psychologists and has been honored with many distinguished career awards. He's co-author with Edward Deci of the book Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness. Topics · Dr. Ryan's interest in psychology · Dr. Ryan's influences in psychology and philosophy · What is self-determination? · The continuum of motivation · The underdog narrative as a motivating force · Self-Determination Theory's Basic Needs · Is benevolence a basic need? · Ego involvement in exploration and self-esteem · Dr. Ryan's attempt to meet Maslow · Transcendence, mindfulness, and integration · Self-Determination Theory in relationships · Changing organization culture through motivationWorks · How do we fix the current education system? · Dr. Ryan's view of positive psychology · SDT as a criterion to improve social policy · Dr. Ryan's upcoming projects --- Support this podcast: https://anchor.fm/the-psychology-podcast/support

Today it's great to have Richard Ryan on the podcast. Dr. Ryan is a professor at the Institute for Positive Psychology and Education at the Australian Catholic University in North Sydney and professor emeritus in psychology at the University of Rochester. Dr. Ryan is a clinical psychologist and co-developer of Self-Determination Theory (SDT), one of the leading theories of human motivation. He's among the most cited researchers in psychology and social sciences today, ranking among the top 1% of researchers in the field. Dr. Ryan has been recognized as one of the eminent psychologists of the modern era, listed among the top 20 most influential industrial organizational psychologists and has been honored with many distinguished career awards. He's co-author with Edward Deci of the book Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness. Topics· Dr. Ryan's interest in psychology· Dr. Ryan's influences in psychology and philosophy· What is self-determination?· The continuum of motivation· The underdog narrative as a motivating force· Self-Determination Theory's Basic Needs· Is benevolence a basic need?· Ego involvement in exploration and self-esteem· Dr. Ryan's attempt to meet Maslow· Transcendence, mindfulness, and integration· Self-Determination Theory in relationships· Changing organization culture through motivationWorks· How do we fix the current education system?· Dr. Ryan's view of positive psychology· SDT as a criterion to improve social policy· Dr. Ryan's upcoming projects

What is behavioral economics, and how can it help us design better products? Our guest today is Kristen Berman, co-founder of Irrational Labs. You'll learn the key concepts, tips for motivating users, how behavior shapes design, resources for studying behavior, and more.Download the MP3 audio file: right-click here and choose Save As.Podcast feed: subscribe to https://feeds.simplecast.com/4MvgQ73R in your favorite podcast app, and follow us on iTunes, Stitcher, or Google Podcasts.Show NotesIrrational Labs — Kristen's companyQuicken by Intuit— one of Kristen's previous projectsDan Ariely — Kristen's co-founderWikipedia's List of Cognitive BiasesThe 3B Framework — designing for behavioral changeWhy we Do What We Do — a book by Edward Deci on motivationBurning Man — a famous festivalSteady — a fintech appOptimism Bias — one of the cognitive biasesUserlist — Jane's tool, email marketing automation for SaaSJuul — an example of replacing a behavior instead of stopping it entirelyBehavioral Economics Bootcamp — 20% off using promocode UIBREAKFASTIrrational Labs Newsletter — great resource on behavioral economicsPredictably Irrational — a book by Dan ArielyInfluence — a book by Robert CialdiniFollow Kristen on TwitterToday's SponsorThis show is brought to you by Userlist — the best way for SaaS founders to send onboarding emails, segment your users based on events, and see where your customers get stuck in the product. Start your free trial today at userlist.com.Interested in sponsoring an episode? Learn more here.Leave a ReviewReviews are hugely important because they help new people discover this podcast. If you enjoyed listening to this episode, please leave a review on iTunes. Here's how.

Taylor and Skylar discuss the long term benefits of intrinsic motivators versus the short term benefits of extrinsic motivators."Why We Do What We Do" by: Edward Deci: https://www.amazon.com/Why-We-What-Understanding-Self-Motivation/dp/0140255265Mojo Mindset: https://ideas.classdojo.com

Professor Jane L. Ireland PhD is a Chartered Psychologist, Forensic Psychologist, and Chartered Scientist. She has a background in both psychology and law. She holds a professorial chair at the University of Central Lancashire and is clinical lead for violence therapies at a secure forensic psychiatric unit. Jane regularly provides expert witness services in family, criminal and personal injury cases. Her research interests include aggression, psychopathy, personality disorder, self-injurious behaviour and treatment evaluation. She is an accredited EMDR (trauma) therapist who leads a trauma clinic.   Further reading:   John Archer Rowell Huesmann Murray Straus Kaj Bjorkqvist   She also recommended for functional analysis:   Jackson, H.F., Glass, C. & Hope, S. (1987). A functional analysis of recidivistic arson. British Journal of Clinical Psychology, 26, 175-185.   And for motivation publications by Richard Ryan and Edward Deci.

Hello Teacher Brain!If I told you I'd give you $1000 to work out every day for a year,  do you think you'd do it? The answer might surprise you! Studies show that external rewards (like money), can actually have negative effects on motivation! Not only that, but they squelch creativity, encourage cheating and can result in exploitation of the reward-based system.Like most things, the answers are within.Intrinsic motivation is long-lasting, and has positive benefits to self-esteem, resilience, achievement, and engagement.In the 1940s, Professor Harry F. Harlow discovered intrinsic motivation while he was studying rhesus monkeys.  Up until then, it was believed there were only 2 types of motivation, and external rewards were believed to offer the greatest motivation for behaviour. Harlow proved that untrue. However, his discovery didn't become validated until 2 decades later when Edward Deci picked up where Harlow left off.  He discovered that not only did extrinsic reward not increase motivation, it actually decreased it. In 2011, Daniel H. Pink published the book, Drive, on the matter. In it he identified  the 3 pillars of intrinsic motivation as:Autonomy MasteryPurposeToday we dive in!!LINKSCoaching with Sarah Nykoruk  Instagram Facebook GroupFacebook Page LIGHTS ON. - Be the Boss of Your BrainModern Classrooms Project - Self Paced Learning Series

Edward Deci and Richard Ryan expanded on the early work differentiating between intrinsic and extrinsic motivation and proposed three main intrinsic needs involved in self-determination- relatedness, competence, and autonomy. In the third episode of the self-determination theory series, Dan and Kelly focus on the third need- autonomy- one that constitutes a feeling of overall psychological liberty and freedom of internal will. 

I dette kapitel af ”Ledelse med Trolle” spiller vi på motivationsklaviaturet og prøver at komme med en forklaring på et af de mest grundlæggende spørgsmål om den menneskelige psyke: Hvorfor gør vi noget fremfor ingenting? Vi kan afsløre, at det har meget med bestræbelsen om at blive elskværdig at gøre. I udsendelsen kommer vi ind på: Hvad du som leder, lærer, forældre eller bare menneske kan gøre for at motivere andre. At tre grundlæggende psykologiske behov (autonomi, kompetence og tilhør) er de drivende elementer bag motivation. At motivation ikke er en mængde man kan have meget eller lidt af, men varierer i typer af motivation. Vi tager afsæt i motivationsteoriens svar på Ronaldo og Messi. Hvad de to spillere har i trofæer har forskerne bag ‘self-determination theory’ eller selvbestemmelsesteorien i titler. Richard Ryan er Professor ved Institute for Positive Psychology & Education ved Australian Catholic University og Professor Emeritus i psykologi ved University of Rochester. Edward Deci er Professor i Psykologi og Gowen Professor i Humaniora ved University of Rochester samt direktør for dets ‘Human Motivation Program’. Ud fra self-determination theory viser Mikael Trolle motivationens forskellige ansigter. Hvorfor det kan motivere at blive belønnet? Og hvorfor meningen opstår, når det ikke handler om at blive belønnet, men anerkendt eller elsket.

Motivation is one of the most important learning design principles – but also one of the most difficult to design for. Lots of the things we need to learn aren't intrinsically motivating, especially if it's something just have to learn for work or for our studies. And extrinsic motivators, like rewards and punishments often don't work. So, a key aim for Learning Designers is to maximise the intrinsic motivation in a learning experience. That means fostering self-direction and agency, providing positive feedback on performance, and encouraging perseverance when things get hard (and learning is hard!) We share some examples of recent learning experience that we've gone through and which we found really motivating (music production, running and wellbeing) – and think about why that was, and what some of the Learning Design decisions were in the products that we used. We discuss two theories of motivation: Self-determination theory (from researchers Richard Ryan and Edward Deci) suggests that there are three essential ingredients for motivation: autonomy, competence and relatedness. That means we need to feel in control of our learning, we need to feel like we're achieving and making progress, and we need to see how what we're learning is relevant to our lives and personal interests. The 'ideal future self theory', based on research by Zoltán Dörnyei tells us that if we can help learners to build a clear and tangible vision of who they want to become through learning, then we can develop motivation. And finally, we talk about how we've put these theories into practice in some of our recent projects.

Dr. Edward Deci is Professor of Psychology and the Gowen Professor in the Social Sciences at the University of Rochester, as well as the director of the Human Motivation program. He is well known in psychology for his theories of intrinsic and extrinsic motivation and basic psychological needs. With Richard Ryan, he is the co-founder of self-determination theory (SDT), an influential contemporary motivational theory. Self-determination theory is a macro theory of human motivation that differentiates between autonomous and controlled forms of motivation; the theory has been applied to predict behavior and inform behavior change in many contexts including: education, health care, work organizations, parenting, and sport (as well as many others).

Managing practices of today are still deeply rooted in the industrial era. But there is a new way emerging called: regenerative management. Our guest, Kim Korn (in collaboration with our other guest Joe Pine) are on the mission to make this new way become the new standard for managing organizations. Kim shares with us the foundational ideas for regenerative managing practices that aim to help your organization grow rather than just stay focused on self-optimization. LINKSKim's website“Handbook of Self-Determination Research” by Edward Deci and Richard Ryan“Man’s search of meaning” by Victor Frankl“Radical management” by Stephen Denning“In search of excellence” by Thomas Peters and Robert Waterman Jr.“Good to Great” by Jim Collins“Infinite possibility” by Joe Pine and Kim Korn“Freedom Inc” by Brian Carney“The Tyranny of Metrics” by Jerry Z. Muller

Significantly increase engagement in your UX workshops by applying Self Determination Theory We've all been there. Finally, the decision-makers are on board and in the room to participate in a high-powered workshop. Energetically, you explain the agenda, go over general housekeeping, and move onto the first activity. Instead of enthusiasm, you're met with blank stares and a room full of folded arms. Tumbleweeds blow and crickets chirp. One of the biggest challenges with running UX workshops getting attendees to participate in design activities. How do we motivate people to buckle down and contribute during our small amount of time together? What drives us to participate? What intrinsically pushes us to want to engage in a task? For over forty years, Dr. Edward Deci and Dr. Richard Ryan have worked with hundreds of psychologists and behavioural specialists to develop Self Determination Theory, the theory of human motivation. Motivation is described by Deci as, “Doing an activity with a sense of interest, enjoyment, and value” (Ryan & Deci, 2017, p. 36). Self Determination Theory identifies three universal human needs that must be met for motivation to occur. These needs are autonomy, competence, and relatedness (Ryan & Deci, 2017; Wehmeyer & Shogren, 2017). About a year ago I started applying Self Determination Theory to the planning and facilitation of my workshops. I've noticed three improvements: Attendees achieved deeper levels of synthesis More ‘heads-down' task engagement Increased teamwork This talk will explain how to apply Self Determination Theory's universal human needs—autonomy, competence, and relatedness—to a workshop setting. Viewers will receive practical tips to improve workshop planning and facilitation. Ryan, R. M., Deci, E. L. (2017). Self-determination theory: Basic psychological needs in motivation, development, and wellness. New York: Guilford Publishing Wehmeyer, M., Shogren, K. (2017). Development of self-determination through the life-course. Springer: London.10.1007/978-94-024-1042-6.

What motivates us to do our best in some areas of life, while in others we only give the bare minimum to get the job done? And how can individuals, as well as business leaders and coaches, develop environments that inspire people to give and be at their best? In this insightful episode of Being Human, Prof. Richard Ryan joins host Dr. Chua Sook Ning to talk about three fundamental needs that drive our motivation (relatedness, competence, and autonomy) and what life looks like when those needs are fulfilled compared to when one or more is lacking. Richard Ryan is the University of Rochester Professor Emeritus of Psychology, and also a clinical psychologist and co-developer with Edward Deci of Self-Determination Theory (SDT), one of the most influential theories of human motivation. For more information on Relate Malaysia and our services, visit www.relate.com.my or email us at: inquiries@relate.com.my

Summary The objective of leadership is aligned motivation. When we inspire people from the outside in we build a team that contributes because they want to, rather than because they have to.   Transcript Hello and welcome to episode 81 of the Leadership Today podcast where each week we tackle one of today’s biggest leadership challenges. This week we look at inspiring others from the outside in. The objective of leadership is aligned motivation. As leaders we want a group of people who aren’t just motivated, but are motivated towards the same vision and objectives. There’s no point in having a group of motivated people who are headed in different directions. It’s not much better to have a group of people who know exactly where they are headed, but lack the motivation and drive to get there. As leaders we need to align the motivation of our people. But how do we achieve this? Do we just need to hire people who are already on board with where we are headed as an organisation? And then what happens when the direction changes? How do we move people towards a new vision and direction? That’s where understanding human motivation can be really helpful. I’ve referred to the work of Deci and Ryan before. It’s fair to say that they have done more to build our modern understanding of motivation than any other researchers. Deci and Ryan suggest that we often think about motivation as a single thing - that motivation varies just in amount. As a result we then try to work out how to make a person more motivated to do something we want, or less motivated to do something we don’t want. Their work demonstrates that it’s more helpful and accurate to think about types of motivation. The first distinction they make is between autonomous and controlled motivation. With autonomous motivation I’m doing something with a sense of willingness, volition and choice. I’m undertaking the action or completing the work because I enjoy doing it, and I find it interesting and personally valuable. It’s likely the work aligns with my values and interests. With autonomous motivation I do it because I want to. With controlled motivation I’m doing something to gain a reward or to avoid punishment. I’m completing the work because I feel pressured, demanded or obliged. With controlled motivation I do it because I have to (or at least I feel like I have to). Not surprisingly, Deci and Ryan found that autonomous motivation is much better for performance, creativity, problem solving, well-being and engagement. Having freedom and autonomy is a basic human need. We’re much better off as human beings when we have autonomy and freedom. When we think about autonomous motivation, we typically think about it in terms of intrinsic motivation - that it’s something inside of us. Here we are doing the activity or work because we personally find it interesting and enjoyable, and not just because someone told us to do it. So it’s easy to think of intrinsic motivation as ‘good’. People then contrast that with extrinsic motivation, where we are doing an activity in order to get something else. That ‘something else’ might be a financial outcome, the praise and approval of others, or a good grade. Therefore many people lump all types of extrinsic motivation into the ‘bad’ category. However, Deci and Ryan found that people could internalise extrinsic motivation in a way where they own it as their own. Over time a person could come to understand the inherent value of the activity and integrate it into who they are. The extrinsic element could be an idea or a concept such as a team purpose. If I come to identify with that purpose, I can eventually own the purpose as my own. At that point I have become autonomously motivated. I’ve taken the extrinsic idea and made it an intrinsic purpose. The leader who has helped me to do that has aligned my motivation. At that point I’m not doing it because you told me to do it, rather I’m doing it because I want to do it. It’s perhaps a subtle difference, but our job as leaders isn’t to motivate people, but rather to inspire them. When we inspire someone we are sparking their motivation towards a particular direction. That’s different to thinking we can somehow impart motivation onto others, or force them to be motivated. This change in mindset helps us to understand that aligned motivation is about inspiring people. As Deci puts it, it’s not about focusing on how we can motivate others, but rather how we can set up the conditions where people can motivate themselves. So how do we go about inspiring people from the outside in? Understand what motivates our people. We take the time to uncover what connects people to the work, and what motivates them outside of work. We need to understand their perspective and interests. That takes time - there aren’t any short cuts. Communicate a compelling vision. We take our plans and shape them into a vision that is clear, concise and memorable. It’s an influencing exercise. We need to approach it the same way we would try to sell someone a new product or service. It’s an upfront investment that will pay dividends later. Align individuals to the vision. We work with each individual to help explain the vision and why it matters in a way that is aligned with their interests. We allow our people to make the choice to engage. Define roles in the context of the vision. We take the time to ensure all the work we undertake links back to the vision. This helps to explain why the ‘me too’ and ‘black lives matter’ movements have been so successful in engaging a broader group of people where other approaches have had limited success. By way of illustration, both movements have allowed me as a white male to see my role in being part of the solution. So even though I haven’t been on the receiving end of sexism, exploitation, racism or abuse in any significant way, I have been able to align my motivation with those who have. The countless leaders in both movements haven’t motivated me, rather they have set out the conditions that allow me to understand their perspective and how that aligns with my own, and then demonstrated how I can support and help. That’s a very different approach to telling me I have to change, even though clearly I have unwittingly benefited from being on the better end of the equation for years. Rather the leaders have inspired me by drawing out my personal values of fairness and equality, and by encouraging me to take action. And that’s what great leadership looks like. When we inspire people from the outside in we align their motivation, building a team that contributes because they want to, rather than because they have to. Great leaders take the time to listen and understand first. I hope you found that episode helpful. In the show notes I’ve included links to a couple of videos with Edward Deci explaining Self-Determination Theory in more detail.   References https://www.youtube.com/watch?v=m6fm1gt5YAM https://www.youtube.com/watch?v=VGrcets0E6I

Varför bör vi sätta och sträva mot mål? En djupdykning i motivationsforskningen (bla Edward Deci) för att se hur vi kan bli mer autonomt motiverade. En ekvation från Piers Steel som ger svaret på varför vi ibland prokrastinerar och vad vi kan göra för att öka motivationen i stunden. Optimera dina mål med min modell LAVA som ger dig svaret på om målen du strävar mot verkligen är optimala för dig.  Hur ser vi till att sätta mål så att vi får motivationen på köpet?Frågor för reflektion:Hur kan du lägga mer av din tid på aktiviteter du älskar? (LOVE)Är dina mål dina och ligger måluppfyllelsen inom din kontroll? (AUTONOMY)Vilka värderingar ligger i linje med ditt mål, vad är du beredd att offra och kan du hitta något högre syfte med målet du jobbar mot? (VALUES)Hur ser du till att göra dina mål mer utmanande så att du måste utvecklas för att fixa dem? (AMBITION)Om du gillar avsnittet vore jag jättetacksam om du vill prenumerera OCH ge ett omdöme på iTunes. Det hjälper till att sprida podden till fler. Jag har medvetet tagit beslutet att inte sälja din uppmärksamhet och tid till annonsörer för att hålla podden reklamfri, så istället vore jag superglad om du vill tipsa två av dina vänner om podden. När vi tillsammans strävar mot vår fulla potential kommer världen bli en lite bättre plats! Om du har frågor som du vill att jag tar upp eller vill ha hjälp att nå nästa nivå når du mig, Christian Malmström på christian@ironcoach.se eller via ironcoach.se eller lavaleadership.com.

Na Universidade de Rochester, na década de 70, o psicólogo Edward Deci fez uma experiência sobre comportamento e motivação. Ele selecionou um grupo de pessoas…Continue lendoSuperjustificativa

https://youtu.be/Gz3JGYg9W8E Oggi vi voglio parlare di una teoria sulla motivazione che è alla base del coaching e che è molto utile per sapere come motivare i collaboratori. Mi riferisco alla teoria sull’autodeterminazione di Edward Deci e Richard Ryan, due psicologi che affermano che le persone agiscono mosse da due tipi di motivazioni: le motivazioni intrinseche,…

In this podcast I discuss the emotional intelligence skill of internal motivation. I also, discuss how every skill of emotional intelligence is connected to another. A high-level of personal awareness allows us to recognize the impact we have on others in any given situation. The more aware we are, the less likely we are to have a breach of integrity. In order to maintain that integrity during difficult to manage situations, we must have strong internal motivation. This is also known as intrinsic motivation, or a deep drive or desire to do the right things for the right reasons. This is the opposite of extrinsic motivation, which is nothing more than a desire to avoid punishment or a yearning to gain a reward such as recognition, success, influence, or money. Internal motivation is a critical aspect of mental toughness and a high EQ. It’s what keeps you going when external issues and problems arise so you can move past them. It makes it easier to stay the course when you’re passionate about and believe in what you’re doing. To better understand the intricacies of internal motivation, let’s consider a 1975 study conducted by psychologists Edward Deci and Richard Ryan at the University of Rochester,[1] which found people have three innate psychological needs. Everyone needs to feel:• Competent• Heard• AutonomousInternal motivation intensifies as these needs are fulfilled. Deci and Ryan explain that when people feel competent, heard, and autonomous, they freely seek what interests them. It’s under these conditions that a person makes the conscious decision to engage and commit to helping your organization succeed. When internal motivation is well-developed, people learn to persevere and trust their ability to conquer day-to-day challenges. In this podcast I discuss a real-life example concerning a saleswoman named She was doing very well, hitting her numbers month after month. Then all of the sudden, she went into a sales slump. At the same time, her husband lost his job, and they found themselves in a tough financial situation. Even though she received a salary, her commissions had dropped and the couple could barely cover their monthly household bills. Soon she became obsessed with the idea that she would lose her job, too. Tune in to hear what happens.[1] https://msu.edu/~dwong/StudentWorkArchive/CEP900F01-RIP/Webber-IntrinsicMotivation.htm

Entre lo que la ciencia sabe sobre la motivación y lo que hacen las empresas hay una gran brecha, causada por suposiciones anticuadas sobre el potencial humano y el rendimiento individual. Hace ya medio siglo que Edward Deci demostró con experimentos que cuando se emplea el dinero como recompensa externa de alguna actividad, el sujeto pierde interés intrínseco por la actividad. El efecto pasa y, a largo plazo, puede desmotivar. El ser humano tiene una tendencia inherente a buscar novedades y retos, a ampliar y ejercitar sus capacidades, a explorar, a aprender. Motivación 1.0 — El 'palo y zanahoria' puede funcionar a veces, pero solo son eficaces en una franja muy estrecha de circunstancias. Motivación 2.0 — Se centra en la optimización de los beneficios, usando gratificaciones condicionadas (si... entonces...) que no solo son ineficaces en muchas situaciones, sino que pueden dar al traste con las altas y creativas capacidades conceptuales fundamentales para el progreso socioeconómico actual y futuro. Motivación 3.0 — No rechaza los beneficios, pero pone el mismo énfasis sobre la optimización de la finalidad. Se apoya en la capacidad para dirigir nuestra vida, extender y expandir nuestras capacidades y vivir una vida con finalidad genera la más potente motivación. NO ESTOY SEGURO DE QUE SEA PARA TI, PERO quiero hacerte un REGALO (Accede Gratis a mi TEST DISC de Personalidad) ENTRA AQUÍ: https://bit.ly/2Gt89rS Descubre CÓMO ERES y CÓMO TE VEN los demás. ¡Gracias por ESCUCHAR el PODCAST! davidblancoperez.com

Entre lo que la ciencia sabe sobre la motivación y lo que hacen las empresas hay una gran brecha, causada por suposiciones anticuadas sobre el potencial humano y el rendimiento individual. Hace ya medio siglo que Edward Deci demostró con experimentos que cuando se emplea el dinero como recompensa externa de alguna actividad, el sujeto pierde interés intrínseco por la actividad. El efecto pasa y, a largo plazo, puede desmotivar. El ser humano tiene una tendencia inherente a buscar novedades y retos, a ampliar y ejercitar sus capacidades, a explorar, a aprender. Motivación 1.0 — El 'palo y zanahoria' puede funcionar a veces, pero solo son eficaces en una franja muy estrecha de circunstancias. Motivación 2.0 — Se centra en la optimización de los beneficios, usando gratificaciones condicionadas (si... entonces...) que no solo son ineficaces en muchas situaciones, sino que pueden dar al traste con las altas y creativas capacidades conceptuales fundamentales para el progreso socioeconómico actual y futuro. Motivación 3.0 — No rechaza los beneficios, pero pone el mismo énfasis sobre la optimización de la finalidad. Se apoya en la capacidad para dirigir nuestra vida, extender y expandir nuestras capacidades y vivir una vida con finalidad genera la más potente motivación. NO ESTOY SEGURO DE QUE SEA PARA TI, PERO quiero hacerte un REGALO (Accede Gratis a mi TEST DISC de Personalidad) ENTRA AQUÍ: https://bit.ly/2Gt89rS Descubre CÓMO ERES y CÓMO TE VEN los demás. ¡Gracias por ESCUCHAR el PODCAST! davidblancoperez.com

Entre lo que la ciencia sabe sobre la motivación y lo que hacen las empresas hay una gran brecha, causada por suposiciones anticuadas sobre el potencial humano y el rendimiento individual. Hace ya medio siglo que Edward Deci demostró con experimentos que cuando se emplea el dinero como recompensa externa de alguna actividad, el sujeto pierde interés intrínseco por la actividad. El efecto pasa y, a largo plazo, puede desmotivar. El ser humano tiene una tendencia inherente a buscar novedades y retos, a ampliar y ejercitar sus capacidades, a explorar, a aprender. Motivación 1.0 — El 'palo y zanahoria' puede funcionar a veces, pero solo son eficaces en una franja muy estrecha de circunstancias. Motivación 2.0 — Se centra en la optimización de los beneficios, usando gratificaciones condicionadas (si... entonces...) que no solo son ineficaces en muchas situaciones, sino que pueden dar al traste con las altas y creativas capacidades conceptuales fundamentales para el progreso socioeconómico actual y futuro. Motivación 3.0 — No rechaza los beneficios, pero pone el mismo énfasis sobre la optimización de la finalidad. Se apoya en la capacidad para dirigir nuestra vida, extender y expandir nuestras capacidades y vivir una vida con finalidad genera la más potente motivación. NO ESTOY SEGURO DE QUE SEA PARA TI, PERO quiero hacerte un REGALO (Accede Gratis a mi TEST DISC de Personalidad) ENTRA AQUÍ: https://bit.ly/2Gt89rS Descubre CÓMO ERES y CÓMO TE VEN los demás. ¡Gracias por ESCUCHAR el PODCAST! davidblancoperez.com

Welcome to Amy Alkon's HumanLab: The Science Between Us, a weekly show with the luminaries of behavioral science.Many people seem to think that the most effective motivation comes from outside of us, that motivating is something one person does to or for another. The studies done by my guest tonight, psychologist Dr. Edward L. Deci, find that self-motivation, not external motivation, is at the heart of creativity, responsibility, healthy behavior, and lasting change.This is essential to understand whether we are trying to motivate ourselves or looking to encourage others to successfully motivate themselves.On tonight's show, Dr. Deci will tell us what research shows about we go wrong in our thinking on motivation and how we can become more self-motivated -- and thus happier and more successful in every aspect of our lives.Dr. Deci's book we'll be discussing tonight is "Why We Do What We Do: Understanding Self-Motivation." Join me and all my fascinating guests every Sunday (at our new half-hour time), 7-7:30 p.m. Pacific Time, 10-10:30 p.m. Eastern Time, at blogtalkradio.com/amyalkon or subscribe on iTunes or Stitcher.Please support my show (and increase your confidence and become more productive) by buying my new "science-help" book, Unf*ckology: A Field Guide to Living with Guts and Confidence.

Jeg har sat lektor og PhD Ib Ravn i stævne på Århus Universitet. Han er manden, der om nogen giver virksomheder gode råd til, hvordan man bedst faciliterer sine møder og får mest muligt ud af hver enkelt mødedeltager. Han er den, der rådgiver og forsker i, hvordan man får flere medarbejdere til at byde ind ved møderne, så det ikke er 20%, der taler 80% af tiden. Og så er han også den i Danmark, der ved allermest om indre og ydre motivationsfaktorer i kraft af hans arbejde med motivationsteorien SDT (Selfdetermination Theory eller på dansk Selvbestemmelsesteorien). En motivationspsykologi som er udviklet af to amerikanske psykologer og professorer på University of Rochester i New York, Richard Ryan og Edward Deci, for mere end 30 år siden. En teori der i høj grad har stået sin prøve og givet svar på, hvorfor ydre motivationsfaktorer som god løn, pensionsopsparing, flextid, fri frokost og fitnessrum ikke altid giver den trivsel blandt medarbejderne, som man havde håbet på. Hvis vi vil sætte nulfejlskulturen fri, så handler det i høj grad om, hvordan vi skaber et miljø, der engagerer medarbejderne, og hvor de trives, så de rent faktisk tør at fejle og eksperimentere. Derfor var det oplagt at høre Ib Ravn, om vi overhovedet kan drage paralleller mellem nulfejlskultur og motivationsteorien. Deci & Ryans motivationsteori Ib giver en indføring i Deci & Ryans oprindelige forskning fra 1970’erne, hvor specielt Edward Deci gik op imod det adfærdspsykologiske paradigme i psykologien, som var koncentreret om den tese, at det væsentligste i mennesket var dets adfærd. Hvis man skulle studere adfærden objektivt, så kunne man gøre det på mennesker, men man kunne også gøre det på duer og rotter, som man satte ind i labyrinter, bure og fodrede med korn og andre stimulanser eller gav dem stød for at få dem til gøre bestemte handlinger. Edward Deci fandt ud, gennem forskellige forsøg, at dyr og mennesker ikke kun handler i forhold til udefrakommende straf eller belønning. De har også en egen interesse i at handle. Et omfattende forsøg med rhesusaber i 1950’erne gennemført af psykologen Harry Frederick Harlow[i] viste, at aber ikke kun handlede efter belønning. I forsøget gav man aberne nogle små mekanismer med lås og skydelære på, som de kunne pille ved. Hvis de fik åbnet låsen, så fik de en jordnød. Da eksperimentet var slut, sad aberne stadig og pillede ved låsene, selv om de ikke længere fik belønning.   Dette studium fik Deci & Ryan til at interessere sig for, om der er noget i det indre menneske, som er eksplorativt og undersøgende for dets egen skyld, og om det har en naturlig og spontan tendens til at række ud i verden og pille ved ting og undersøge ting, for at finde ud af, hvad der foregår. Denne tese har gennem utallige forsøg vist sig at holde stik. Mennesket er et eksplorativt og et nysgerrigt væsen, som har en egen interesse i at handle. Det er sidenhen blevet en grundpille i deres psykologi. De kalder det for ’indre motivation’ eller med et engelsk udtryk ’intrinsic motivation’. Indre motivation er identificeret ved, at tingene er interessante, spændende eller sjove i sig selv, til forskel fra ’ydre motivation’ eller på engelsk for ’extrinsic motivation’, hvor man er påvirket af ydre faktorer. Det kunne være eksterne belønningsfaktorer, konkurrencer, deadlines eller mange andre ting, som mennesker udsættes for udefra. Det der er kendetegnet ved den form for motivation er, at det er adskilleligt fra selve aktiviteten. Det er noget andet end selve aktiviteten. Ib Ravn: ’Kan man som knægt lære at synes om at slå græs? Ja det kan man måske godt. Men hvis Daddy lover en 50 kr. for at slå græs, så er det noget andet end det at slå græs. Derfor vil græsslåningen ikke nødvendigvis opleves som særligt interessant. Belønningen hindrer, at fokus bliver at bruge sin krop en varm sommerdag. Det er de 50 kr., man er fokuseret på. Og det er ulempen ved ydre motivationsfaktorer. Interessen forskydes fra selve aktiviteten til den belønning, man får for det. Det er derfor, at sådan noget som karakterer måske er en dårlig idé i skolen i det hele taget. For det der bliver vigtigt, når man læser geografi i 1.G er ikke at forstå, hvordan systemer og geologi fungerer, det er at få en ordentlig karakter’. Her er Ib og jeg enige i, at hele læreprocessen bliver negligeret lidt til fordel for karakteren eller den ydre belønning. Hans holdning er, at man forskyder børnenes interesse for indholdet, når man giver ydre motivationsfaktorer, som den belønning, man udlover bagefter. Det synes jeg i høj grad hænger sammen med nulfejlskulturen. Hvis vi gerne vil skabe organisationer med en større grad af innovativ frihed til at turde at fejle og lære af sine fejl, så er der brug for at fokusere på den indre motivation, der hvor man er eksplorativ, og der hvor man tør at eksperimentere. Det kunne derfor være lidt interessant at kigge nærmere på, hvordan Deci & Ryan arbejdede med den indre motivation. Ib fortæller videre, at det blev tydeligt for Deci & Ryan i løbet af 1970érne og i begyndelsen af 1980érne, at mennesker var spontant interesseret i forskellige ting, uafhængigt af ydre faktorer, og faktisk ret ofte ville gøre tingene af egen interesse. Derfor konkludede forskerne, at mennesker har et behov for at være selvbestemte. For at ville ting selv og ikke være påvirket udefra. De opdagede også, at ydre motivationsfaktorer havde en underminerende effekt på den indre motivation. Jo mere man giver folk bonus og belønninger, trusler og straf, jo mindre vil folk være indre motiverede for tingene. Ib Ravn: ’Man kan måske nok tvinge en flok soldater til at bygge en bro på 3 dage ved hjælp af ydre motivationsfaktorer, men det er svært at motivere folk til at synes om det, de laver ved hjælp af ydre motivation’. De basale psykologiske behov for trivsel Men Ib Ravn fortæller også, at forskerne konkluderede, at ydre motivationsfaktorer kunne være givtige i forbindelse med rutinemæssigt arbejde og arbejde, der ikke krævede synderligt kreativitet og opfindsomhed. Men hvis det handler om læring og vedholdenhed, så lider det i høj grad, hvis man benytter ydre motivationsfaktorer. Derfor rejser spørgsmålet sig naturligt, hvordan man kan stimulere menneskets indre motivation. I løbet af 1980’erne postulerede forskerne, at mennesket er født med en række behov for at opnå trivsel. Et af behovene er behovet for ’autonomi’. At man har brug for at tage beslutningerne selv, at være i førersædet for sit eget liv og ikke at være underlagt kontrol og pres udefra. Tilsvarende har man også et behov for at kunne skabe resultater, for at kunne bruge redskaber, for at kunne agere kvalificeret i verden, så man kan se, at ens handlinger får de resultater, som man havde til hensigt. Det blev formuleret som behovet for ’kompetence’, altså oplevelsen af at man faktisk er dygtig og kan mestre.  I slutningen af 1980érne tilførte de teorien et tredje behov, som var behovet for ’samhørighed’ og for at indgå i en sammenhæng med andre mennesker og være sammen om at udrette noget. Og at modtage og give venskab, kærlighed og omsorg til andre mennesker. Et elementært behov som mange psykologer har peget på som nødvendigt at få dækket.  Men de tre behov i en sammenhæng mener Deci & Ryan er fundamentalt for menneskets psykologi. Her er det store spørgsmål, ifølge Ib, hvordan man får mennesker til at gøre noget, som de måske ikke umiddelbart er motiveret for. Det gælder både i uddannelsessystemet og i arbejdslivet. I stedet for at sige til dem, at de skal synes det er sjovt, og at de skal se at komme i gang, vise lidt engagement og være interesseret, så mener han, at man i stedet skal sørge for, at deres psykologiske behov for autonomi, kompetence og samhørighed er rimeligt godt dækket. Hvis mennesker har mulighed for at vælge ud fra parametre, de selv står inde for, som er i overensstemmelse med deres egne dybe værdier, og de har autenticitet i det, de gør, så vil deres indre motivation også øges. Hvis de tilligemed oplever, at de har færdigheder, de bliver anerkendt for, og deres initiativer i organisationen bliver set, så øger det også den indre motivation. Og kan de så gøre det sammen med andre mennesker og blive en del af et fællesskaber, så har det også en stor betydning for den indre motivation.  Her bliver jeg nysgerrig på, hvordan Ib tænker, at de tre behov – behovet for autonomi, kompetence og samhørighed kan medvirke til, at vi kan slippe nulfejlskulturen fri og få en mere foretagsom ånd. Her mener Ib, at nulfejlskulturen i al sin enkelhed er en ’pind’ man har stående uden for sig selv og derfor er en ydre motivationsfaktor. Den legende tilgang, hvor man er eksplorativ og undersøger verden bliver ikke tilgodeset i nulfejlskulturen, og dermed underminerer man også den indre motivation, som giver den oprigtige trivsel. Ib: ’Når man diskuterer menneskets elementære tre behov for dels at være til stede i verden og opleve, at det er mig, der er her, jeg er god nok og jeg kan noget – så er vi et helt andet sted, end at tale om fejl. Vi er der, hvor mennesker gør tingene, fordi de er interessante, og de gør dem sammen med andre. Vi bliver bedre med erfaringen, og der udvikler vi vores kompetencer, hvis vi fokuserer på det, der er interessant og vigtigt og spændende at lave’. Den indre motivation bliver presset Han er dog stadigvæk så realistisk, at han erkender, at indre motivation hos en 3årig, der leger i sandkassen ikke kan overføres 1:1 med mennesker i organisationer, hvor KPI mål og strategier og visioner let overtager hverdagen. Her bliver vores indre motivation presset udefra, fordi vi er en del af et samfund, hvor vi skal agere ansvarligt og påtage os pligter både privat og på jobbet, for at dagligdagen kan køre. Derfor er det ambitionen i selvbestemmelsesteorien, at normen og rutinerne og de pligtlignende handlinger, som alle mennesker er nødsaget til at tage på sig, bliver accepteret og internaliseret i det enkelte menneske. Man gør pligterne til sine egne. Her giver Ib eksemplet med, når man får børn og skal skifte ble. Når man har gjort det 100 gange, så er det ikke længere så ubehageligt, som i starten. Så går der nogle år med det. Optimalt bliver det bare en rutine. Det er blevet en naturlig del at agere på, og i selvbestemmelsesteorien kalder man det for ’integreret regulering’. Man gør det ikke, fordi det er sjovt i sig selv. Og når barnet holder op med at bruge ble, så er det nok de færreste mennesker, der savner at skifte ble. Men i perioden, hvor det står på, har man opnået det, som selvbestemmelsesteorien betegner som ’autonom regulering’. Man regulerer sine indsatser og emotioner på en sådan måde, at det er velintegreret og autentisk, og man er blevet et sammenhængend individ. I daglig tale er det, hvad jeg kalder ’det sure med det søde’. Her mener Ib, at hvis det virkelig lykkes med menneskers integrering af de ’sure’ ting, så bliver det bare en del af en rutine, man påtager sig. Ib: ’Hvem synes eksempelvis, at det er sjovt at støvsuge og gøre rent. Det gør de færreste, men hvis man er et modent velafbalanceret menneske, så får man det gjort. Man tænker ikke over det, måske taler man med andre imens eller hører musik i ørerne, og så bliver det gjort uden de store psykiske omkostninger’. Men derfor mener Ib alligevel godt, at rutineopgaverne kan gøres på en måde, så det ikke virker anstrengende, men det kræver, at man har et element af overraskelser og opdagelser, som supplerer rutineopgaverne. Jeg sammenligner det med, at jeg har en række opgaver på mit job, som jeg finder rigtig spændende, og hvor jeg har mulighed for at dykke dybere ned i opgaven og blive klogere. Hvis de opgaver fylder mest i min hverdag, så er det nemmere at acceptere, at der også vil være nogle opgaver, som skal overstås eller bare gennemføres, for at vi kan komme videre i en proces. Men balancen skal tippe til fordel for de opgaver, hvor jeg føler mig autonomt motiveret. Ib har ingen fejl Men nu er jeg nysgerrig på, hvordan Ib selv ser på nulfejlskulturen og det at begå fejl. Som forberedelse til vores samtale, så gik Ib og reflekterede over, hvorvidt han selv havde nogle fejl. Og han kunne ikke rigtig finde nogen. Det bedste han kunne komme i tanke om var fra dagen før, hvor han spillede badminton og stillede sig en halv meter for langt frem på banen. Måske kan det kaldes en fejl, men det er i højere grad en refleksion, hvis man spørger Ib. Han synes, det er svært at bruge kategorien ’at begå en fejl’ på de ting, som han foretager sig. Derfor tænkte han også umiddelbart, at han ikke begik fejl. Det er ikke fordi, han er perfekt, fejlfri eller arrogant. Han gør ligesom så mange andre mennesker, eksperimenterer og prøver sig frem, man han tænker bare ikke på de ting, der ikke lykkes, som fejl. De eksisterer ikke i hans oplevelse, og det er ikke en kategori, han bruger. Den anden dag udarbejdede han et tilbud til en kunde, hvor kunden reflekterede over drejebogen og meldte tilbage, at hun ikke var sikker på, at eftermiddagen ville fungere i forhold til målgruppen. Så satte han sig ned og brugte et par timer mere på at lave en bedre eftermiddag til kunden. Nogle ville måske kalde det en fejl, men for ham var det bare en aha oplevelse eller en refleksion. Ib: ’Man forsøger at lave noget, som fungerer, og somme tider lykkes det ikke helt. Og så må man justere, og så kan man håbe, at man bliver bedre af det. Og det gør man vel også, hvis man 10 gange står får langt fremme på banen i en serv. Så går man lige en halv meter længere tilbage og ser, om det så lykkes. Man kunne måske godt analysere det som fejl, men jeg gør det egentlig ikke’. Her mener jeg, at det i højere grad handler om at være refleksiv i forhold til sin egen tilgang frem for at være optaget af, hvorvidt det er en fejl eller ikke en fejl. Her vil det være mere givtigt at kigge på, om det er en del af en læringsproces. Det støtter Ib op omkring, for i processen med at være eksplorativ vil der være nogle indsatser, der rammer målet og andre, der rammer ved siden af, som ikke lykkes så godt. Derfor vil han også langt hellere hæfte sig ved refleksionen end fejlen. Ib: ’Ja, jeg gjorde nogle ting, og så tænkte jeg over det bagefter. Og jeg snakkede med nogle andre om det og hørte hvad de sagde. Og så stillede jeg mig selv spørgsmålet, skal vi prøve at lave det om næste gang?’ Han mener, at ved at kalde tingene for fejl, så kan man i sig selv skabe en form for panik eller angst for at fejle. Her uddyber jeg, at det måske i virkeligheden er det, som sker i vores samfund blandt unge, hvor man bliver handlingslammet, fordi man ikke tør at fejle. Og når man bliver handlingslammet, så holder man sig inden for stregerne, og så tænker man ikke nyt. Spil spille og fokusér ikke på stregerne Det er måske i virkeligheden ikke så vigtigt at lægge vægt på stregerne, hvis man spørger Ib. Han mener, at stregerne er normer og standarder, som omverdenen og tradition har sat op for en og som i en vis forstand ikke er indre motiveret. Hvis man var badmintonspiller og kun kiggede på stregerne, så ville man blive så nervøs, at man ikke kunne spille inde på banen, fordi man ville være bange for at slå hver eneste slag. Stregerne skal derfor kun i spil ved de sjældne tilfælde, hvor bolden er helt ude. Så skal man holde det op i mod reglerne. Men det skal være kampen og det sjove, man skal fokusere på og spille spillet. Ib: ’ Vi skal passe på med ikke at tale stregerne op. Vi skal i stedet have fokus på indholdet og som leder kan man sige: ’I det her næste projekt, vi skal i gang med, vil jeg gerne bede jer alle sammen lige at reflektere i 2 min. over, hvad der bliver interessant og spændende ved det projekt. Det diskuterer man så efterfølgende i sin medarbejdergruppe, og det giver energi at høre de andre kollegaer fortælle, hvad der har betydning for dem’. Lederen kan, ifølge Ib, gøre en kæmpe forskel ved bare at give det nye projekt 15 minutters opmærksomhed og høre, hvad der indefra bliver det interessante, udviklende eller lærerige hos hver enkelt medarbejder. Det er at lægge vægten på spillet frem for på stregerne og de muligheder, man har for at træde forkert og lave fejl. Denne tilgang mener jeg også giver den enkelte medarbejder muligheden for at ’boble over’ med det, som vedkommende synes er rigtig spændende. Og det er i virkeligheden autonomien – det ene af Deci & Ryans psykologiske behov, som man virkelig fremmer. Her supplerer Ib, at det andet psykologiske behov ’kompetencen’ er lige så interessant. For når man står over for en opgave, så søger det enkelte menneske de steder hen, hvor udfordringerne er optimale, hvor de har den rigtige størrelse. Medarbejderne vil ikke fortælle om de ting, hvor de ved, at de vil knække halsen – men tage fat i de aspekter, som man har øvet sig i og måske bringe det endnu videre end sidst. Og til slut mener jeg, at det også handler om at bringe det sidste behov i spil – nemlig behovet for samhørighed, når man i teamsamarbejde sparrer med sine andre kollegaer. Ib anbefaler, at man som leder spørger, om medarbejderne kan forestille sig at udføre nogle af opgaverne i par. Han kan også få dem til at fortælle, hvilke af medarbejdernes styrker, der kan komme i spil på opgaven, og hvad de har været gode til før, som de kan bruge nu. På den måde lægger man vægt på det, som er den indre motivation i arbejdet og det at have oplevelsen af, at man udretter noget vigtigt sammen.    

The topic of motivation is one we’ve been tracking and thinking about for years. That’s because it’s incredibly important for us as learning business leaders to understand the tremendous effect it has on learning. And when it comes to the topic of motivation, we continually find ourselves referring to Edward Deci’s, Why We Do What We Do: Understanding Self-Motivation, a book we strongly feel needs to be in the library of every learning business professional.  In this episode of the Leading Learning podcast, Celisa and Jeff give a high-level look at the key elements of human motivation from Deci’s book. They discuss the distinction between intrinsic and extrinsic motivation, the importance of finding the balance between the two, and the impact this all has on learning. Full show notes available at https://www.leadinglearning.com/episode162.  Our sponsor for this episode is Learning • Technology • Design™ (LTD), our annual virtual conference designed specifically for those who work in the business of lifelong learning, continuing education, and professional development. LTD 2019 will be our fourth time offering this virtual conference, and we know from all the feedback we have received that past attendees have found it a unique and highly valuable experience. Registration is open at ltd.tagoras.com, and through these last few days of November we are offering reduced pricing as well as the opportunity to extend a complimentary invitation to a colleague or friend who has not attended LTD before. We’re also offering a patronage opportunity that may interest companies that serve learning businesses. You can find out about being a patron by visiting ltd.tagoras.com/patron, and we’d like to spotlight one of current patrons: Digitell, a company that helps clients leverage their content and provides conference content capture, content archiving and distribution, live streaming, Webcasts and more. You can find out more at digitellinc.com.

In Marcilie's interview we discuss: Marcilie's background as a Positive Discipline trainer and Life and Leadership coach What lead her to start a coaching practice and leave corporate Why it's so hard to get our kids to do what we want them to do Intrinsic motivation versus extrinsic motivation The positive discipline tools that she recommends to foster intrinsic motivation in our children Looking underneath the behavior to try to understand why it's hard for your child to cooperate Belonging and significance as the keys to connection and cooperation and how to cultivate it in your kids The "Eye to Eye" tool as a way to get kids to listen and cooperate the first time you ask them to do something Using age appropriate responsibilities for fostering a sense of capability and competence Edward Deci and his work relating to intrinsic motivation: relatedness, competence, and autonomy Giving children choices and how it creates buy in because the brain likes it's own ideas best! Family meetings as a way to involve your children in the process of making decisions that affect the whole family A few stories about how giving choices led to greater cooperation in Marcilie's family Developmental milestones and play into your child's sense of capability What to do if your child is lacking skills and not feeling very competent How your child mastering tasks and seeing success builds momentum, motivation, and energy (research from Daniel Pink from the book Drive: The Surprising Truth About What Motivates Us) (affiliate link) For more information and additional words of wisdom on motherhood from Marcilie, visit themodernmomsociety.com/episode25

Psychology professors Richard Ryan and Edward Deci, the founding fathers of Self-Determination Theory (SDT), talk with Quadcast host Sandra Knispel about what really motivates us, why money is often a poor incentive, and their new book Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness.  SDT is one of the most widely accepted theories of human motivation in contemporary behavioral science.   

Edward L. Deci is one of the world’s leading researchers on human motivation and this book is *packed* with scientific wisdom—exploring what we know about the power of intrinsic motivation (vs. extrinsic motivation), the importance of autonomy (vs. being controlled) and the need for authenticity (vs. alienation). Hint: If you want happiness, focus on relationships, personal growth and making a contribution; don’t go after fame, wealth and beauty.

Edward L. Deci is one of the world’s leading researchers on human motivation and this book is *packed* with scientific wisdom—exploring what we know about the power of intrinsic motivation (vs. extrinsic motivation), the importance of autonomy (vs. being controlled) and the need for authenticity (vs. alienation). Hint: If you want happiness, focus on relationships, personal growth and making a contribution; don’t go after fame, wealth and beauty.

"Edward Deci, Professor of Psychology and Gowen Professor in the Social Sciences at the University of Rochester, gives a lecture on facilitating motivation and Psychological Well-Being in Universities as part of the Baruch College Master Teacher Series for faculty development. Professor Deci is a founder of Self-Determination Theory (SDT), one of today's most influential motivational theories. He writes of his work: “I examine a variety of issues in human motivation, isolating basic processes and testing their application to education, health care, parenting, mental health, and work organizations in the U.S. and across cultures. Using both laboratory and field methods, my work focuses primarily on the nature and development of self-determination.” Professor Deci is introduced by Associate Provost Dennis Slavin. The workshop takes place on October 30, 2008, at the Baruch College Vertical Campus, Room 14-270."

"Edward Deci, Professor of Psychology and Gowen Professor in the Social Sciences at the University of Rochester, gives a lecture on facilitating motivation and Psychological Well-Being in Universities as part of the Baruch College Master Teacher Series for faculty development. Professor Deci is a founder of Self-Determination Theory (SDT), one of today's most influential motivational theories. He writes of his work: “I examine a variety of issues in human motivation, isolating basic processes and testing their application to education, health care, parenting, mental health, and work organizations in the U.S. and across cultures. Using both laboratory and field methods, my work focuses primarily on the nature and development of self-determination.” Professor Deci is introduced by Associate Provost Dennis Slavin. The workshop takes place on October 30, 2008, at the Baruch College Vertical Campus, Room 14-270."

"Edward Deci, Professor of Psychology and Gowen Professor in the Social Sciences at the University of Rochester, gives a lecture on facilitating motivation and Psychological Well-Being in Universities as part of the Baruch College Master Teacher Series for faculty development. Professor Deci is a founder of Self-Determination Theory (SDT), one of today’s most influential motivational theories. He writes of his work: “I examine a variety of issues in human motivation, isolating basic processes and testing their application to education, health care, parenting, mental health, and work organizations in the U.S. and across cultures. Using both laboratory and field methods, my work focuses primarily on the nature and development of self-determination.” Professor Deci is introduced by Associate Provost Dennis Slavin. The workshop takes place on October 30, 2008, at the Baruch College Vertical Campus, Room 14-270."

"Edward Deci, Professor of Psychology and Gowen Professor in the Social Sciences at the University of Rochester, gives a lecture on facilitating motivation and Psychological Well-Being in Universities as part of the Baruch College Master Teacher Series for faculty development. Professor Deci is a founder of Self-Determination Theory (SDT), one of today’s most influential motivational theories. He writes of his work: “I examine a variety of issues in human motivation, isolating basic processes and testing their application to education, health care, parenting, mental health, and work organizations in the U.S. and across cultures. Using both laboratory and field methods, my work focuses primarily on the nature and development of self-determination.” Professor Deci is introduced by Associate Provost Dennis Slavin. The workshop takes place on October 30, 2008, at the Baruch College Vertical Campus, Room 14-270."