Unlock the intrinsic motivation of knowledge workers

Question 1

Leverage the Systems View

Answer 1

With SAFe, knowledge workers are now able to:

Communicate across functional boundaries Make decisions based on an understanding of the economics Receive fast feedback about the efficacy of their solution

Participate in continuous, incremental learning and mastery

Participate in a more productive and fulfilling solution development process —one of the most powerful motivations of all

Question 2

Understand the Role of Compensation

Answer 2

Pink, Drucker, and others have pointed out the fundamental paradox of compensation as a motivational factor for knowledge workers [1, 2]:

If you don’t pay enough, people won’t be motivated. But after a point, money is no longer a motivator.

That is the goal of intellectual freedom and self-actualization. When that state is achieved, the knowledge worker’s mind is free to focus on the work, not the money.

After this point, adding incentive compensation elements can shift the focus to the money, rather than the work, resulting in poorer employee performance.

Question 3

Provide Autonomy with Purpose, Mission, and Minimum Possible Constraints

Answer 3

Pink asserts that knowledge workers have a need for autonomy—the ability to self-direct and to manage their own lives.

Providing autonomy, while harnessing it to the larger aim of the enterprise, is an important leadership responsibility [1].

Managers and workers also know that the motivation of self-direction must occur within the context of the larger business objective.
To this end, leaders must provide some larger purpose—some connection between the aim of the enterprise and a worker’s daily work activities. When building systems, knowledge workers collaborate as a team.

Being part of a high-performing group is yet another critical motivation. Leaders can inspire teams to do their best by providing guidance [4]:

The mission, a general goal and strategic direction, and a strong vision Little, minimal, or even no specific work or project plans Challenging requirements, along with the minimum possible constraints as to how teams meet these requirements

Question 4

Create an Environment of Mutual Influence

Answer 4

“To effectively lead, the workers must be heard and respected” [2] in the context of an environment of mutual influence [4].

Leaders create this kind of environment by giving tough feedback supportively, by showing a willingness to become more vulnerable, and by encouraging others to engage in positive ways:

Disagree where appropriate Advocate for the positions they believe in Make their needs clear and push to achieve them Enter into joint problem-solving with management and peers Negotiate, compromise, agree, and commit We live in a new age, where the workers are smarter and have more local context than management can ever have.

Unlocking this raw potential can significantly improve the lives of those doing the work, as well as provide better outcomes for customers and the enterprise.