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Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation
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Audible Audiobook
Listening Length: 8 hours and 58 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: HarperAudio
Audible.com Release Date: October 7, 2015
Language: English, English
ASIN: B00YFOHL3G
Amazon Best Sellers Rank:
A good book that at the very least adds incrementally to the literature. Definitely worth reading. The ToMo survey instrument seems fairly well developed and probably useful, as is the 6-dimensional ToMo motivational model. A downside for me is that the book is written in the business genre, with lots of case study type examples. Unfortunately, case study examples may be of dubious value, other than perhaps to motivate enthusiasm in readers. (Lots of business books that make extensive use of case study examples contain claims that have proven to be very wrong over time, so the studies don't prove much.) The book gets better as it progresses, broadly peaking towards the end in Part IV. A good deal of attention is paid to Fundamental Attribution Error (appropriately so, but I would have liked to have seen a bit more complex model such as is used in Attribution Style). Other important cognitive bias issues are inadequately covered (I would suggest Daniel Kahneman's, Thinking Fast and Slow, for an excellent background on that subject). Free riders are discussed a little, but more detail about that issue can be found in Jonathan Haidt's, The Righteous Mind. The tribe, band, hunting party, clique breakdown of groups was new to me, and very thought provoking. Also useful was the frequently overlooked observation that people in many jobs are so busy with tactical work, they have no time available for adaptive development. The Fire Watcher idea is good, but certainly not foolproof. I would also say some of what is covered in this book about adaptive work culture seems closely related to what is known from the Positive Psychology movement. It has been observed by various researchers that there is a tipping point in positivity when the ratio of positive to negative reinforcers is somewhere between 4:1 and 6:1. Above that people can get so positive they may get a little too out of touch with reality and insufficiently risk averse for their own good. Still, perhaps to arrive at a stable adaptive culture it might be necessary to maintain people somewhere above the minimum positivity tipping point, but I don't know if anybody has studied the issue in a business context. Sadly, the book doesn't go into any of that, but maybe the authors' next book will have some more to add.
There are several good points made in this book. But, I feel as though the authors beat them to death. Over and over and over again with the same point.If you're new to managing people, or if you're looking for ideas on how to structure, reward, or motivate your team, this is a pretty good book of things to keep in mind. So long as you can get past the repetitiveness.
Why do I personally recommend this book?This booked helped me when I got to a point in my life when I really felt like I have had been doing something wrong and I knew I could do better but did not know how. I found Doshi and McGregor's HBR article and I knew this is something I can truly relate to, every word just made sense to me.While reading the book there will be so many Aha moments, when you finally understand what you are doing wrong and what you should change.After reading Primed to Perform, my perspective on motivation really changed and I hope their message find more and more people and organizations.Primed to Perform gives a new perspective on motivation in the workplace and also in your own personal life with a framework, a tool that allows you to systematically implement changes to improve performance and well-being.Why is McGregor and Doshi‘s work so important?McGregor and Doshi build on and connect psychological theories that are developed by researchers all over the world. The main theory behind the book is the Self-determination theory by Ryan and Deci.What's brilliant about the book is that Ryan and Deci's complex human motivation theory is transformed to a culture building mechanism which is simplified and transformed by McGregor and Doshi to help organizations gain a competitive advantage.To measure whether an organization's culture is developing in the right way they suggest a 5-step ToMo analysis with a first step as easy as a 6-question questionnaire among the employees, which shows how strong is an organization's culture.McGregor and Doshi translated the motivational theory to an easy to understand framework with clear steps on what to do.Why do I recommend this book to CEOs, executives, HR professional and anyone else who is interested in motivation and organizational culture, but are not experts in psychology and motivation theories?Let me answer this question by giving you an example of how the theory sounds vs. how McGregor and Doshi explain it,Motivation based on SDT:From a scientific point of view, Self-determination theory (SDT) says that motivation can either be controlled or autonomous. According to Cognitive evaluation theory, autonomous motivation increases performance for complex, creative tasks in the long run, while controlled motivation leads to worse performance. According to the SDT, if a person performs a task for which they hold intrinsic interest, motivating with additional extrinsic rewards will undermine intrinsic motivation, as it shifts people from an internal to an external locus of control. Intrinsic motivation, which is fully autonomous, only occurs when a person performs a task truly for the sake of enjoyment. In other cases extrinsic motivation occurs. Extrinsic motivation has different types in relation to the autonomy of the person performing the task. SDT suggests that extrinsic motivation varies greatly in how autonomous it is. The different types of extrinsic motivation based on how autonomous they are the following from least to most: External regulation, Introjection, Identification and Integration.Motivation according to McGregor and Doshi:"Why people participate in an activity affects their performance in that activity.Their motive affects their performance." There are different kind of reasons why people do their job, the understanding of these reasons is key to maximize performance. Direct motives are directly linked to the activity, they drive performance (autonomous motivation). Indirect motives are further removed form the work itself and usually harm performance (controlled motivation). The six motivational factors for work were identified: Play (Intrinsic motivation), Purpose (Integration), Potential (Identification), Emotional pressure (Introjection), Economic pressure (External regulation), and Inertia (Amotivation).Isn't it easier to understand and more intuitive McGregor and Doshi’s explanation?The example I gave was just a small fraction of the book that gives and overall understanding on the dynamics of organizational culture focusing on motivation.Those who read Primed to Perform make the first step to renew their organization's culture to one which tackles the challenges in today's highly competitive and changing markets.The realization of the changes needed to be done might be shocking at first, but this is how actually growth can happen.
Our head of software development picked this book up after hearing it discussed - and mentioned it to me (I'm in HR). The book astutely and credibly speaks to 6 ways in which we tend to be motivated - 3 of them producing a positive effect, and 3, while still motivating us to do something, bring along some baggage with the achievement. Through empirical research, and identifying with my own experiences of what works and what doesn't in my own career, and in the workplaces I've been part of - I'd say they nailed it.
Anyone/any organization leading 5 or more people needs to read this. The clarity the authors provided in the six motivation classes was spot on and very illuminating. If you lead people or an organization, you MUST understand and implement the thoughts in this book.
This topic is mandatory study for all organisations. Examples given are a bit too numerous - more proof than is needed. I was hoping for a section on implementation - strategies for various size of teams and their stage of cultural evolution. Never-the-less, the Authors prove the wonders that result from a "primed" team. Thank you both. I'll now redouble my efforts to persuade and demonstrate the mutual benefits of high Total Motivation to our team.
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