Chapter 8

00:23:39
https://www.youtube.com/watch?v=t7IxKuqQ-m0

摘要

TLDRThe video delves into the concept of motivation at work, exploring its definition as the conditions responsible for behavior's intensity, quality, and direction. It discusses different theories explaining motivation, such as Freud's instinct theory, Maslow's hierarchy of needs, and Lewin's field theory. The video emphasizes the complex nature of motivation, noting that there's no single theory explaining it entirely. It touches upon the metaphorical models of motivation and the impact of motivation on work-life balance, particularly during the COVID-19 pandemic. The relationship between motivation, performance, and personality traits is examined, highlighting that motivation is crucial for performance alongside other factors. Finally, it discusses attitudes in the workplace and their measurement in organizations.

心得

  • 📈 Motivation at work is about intensity, quality, and direction of behavior.
  • 🔍 Various theories explain motivation, including Freud and Maslow.
  • 🙌 Motivation is essential for performance and influenced by ability and constraints.
  • ⚖️ Work-life balance impacts motivation, especially in current times.
  • 🤔 Attitudes in the workplace are linked to job satisfaction and commitment.
  • 🧠 Conscientiousness enhances motivation, while neuroticism diminishes it.
  • 📚 Metaphors like 'person as a machine' aid in understanding motivation.
  • 💡 Maslow's hierarchy of needs is more complex than a simple pyramid.
  • 🔄 Motivation theories have evolved over time, embracing different aspects.
  • 🔗 The interaction between motivation and environment is critical.

时间轴

  • 00:00:00 - 00:05:00

    The video introduces the concept of motivation at work, highlighting its connection to movement and behavior. Motivation is defined by three components: intensity, quality, and direction. It questions why individuals do what they do, emphasizing controlled behavior in daily life versus automatic biological functions. The discussion touches on historical perspectives like Freud's instinct theory and Maslow's replacement of instincts with needs, including basic necessities like food and water. The behaviorist perspective links motivation to rewards and punishments, while Lewin's field theory focuses on the interaction between behavior and environment.

  • 00:05:00 - 00:10:00

    The speaker acknowledges the complexity of motivation, stating that there is no single theory that comprehensively explains it. This complexity presents an opportunity for new ideas and discoveries in psychology. Various models depict motivation through metaphors such as the human as a machine, influenced by internal needs and external stimuli, and the person as a judge or intentional being, weighing information or developing goals. These models reflect historical contexts and advancements, such as the steam engine. Unveiling the link between motivation and performance, the speaker foreshadows further discussion on the interplay of motivation, ability, and situational constraints.

  • 00:10:00 - 00:15:00

    The video delves into work-life balance, especially relevant during the COVID-19 pandemic, where remote work has blurred boundaries between professional and personal life. This shift sometimes extends work hours, affecting motivation and balance. It distinguishes between motivation and attitudes—while motivation can fluctuate daily, attitudes are more stable, concerning job satisfaction and organizational commitment. The speaker touches on the relationship between motivation and personality, highlighting the positive connection between conscientiousness and motivation, contrasting with the negative impact of neuroticism.

  • 00:15:00 - 00:23:39

    Maslow's theory of needs, commonly misrepresented as a hierarchy or pyramid, is discussed, clarifying that no strict hierarchical order exists among needs. Maslow's and Herzberg's theories differ mainly in structure rather than need categorization. The speaker also presents reinforcement theory, showcasing a rat experiment highlighting the brain's reward system. This theory explains addiction and emphasizes caution with instant rewards, particularly for young people who might be more susceptible. The segment ends with a discussion on rewards and behavior regulation, previewing content for the following lecture.

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思维导图

视频问答

  • What is motivation at work?

    Motivation at work involves the conditions responsible for the intensity, quality, and direction of ongoing behavior in a work environment.

  • What are some theories of motivation mentioned?

    Theories include Freud's instinct theory, Maslow's needs theory, behaviorist approach, and Lewin's field theory.

  • What is the relationship between motivation and performance?

    Motivation is crucial for performance, alongside ability and situational constraints.

  • How does motivation relate to work-life balance?

    Work-life balance affects motivation as satisfaction in work or private life can influence each other, especially highlighted during the COVID-19 pandemic.

  • What are attitudes in the workplace?

    Attitudes in the workplace involve stable feelings or beliefs about specific people, groups, ideas, or jobs.

  • How do motivation and personality relate?

    Certain personality traits like conscientiousness are positively related to motivation, while neuroticism is negatively related.

  • What are some metaphorical models of motivation?

    Models like 'person as a machine' and 'person as a judge' explain different ways people process motivation.

  • What is Maslow's theory of needs?

    Maslow described a hierarchy of needs that express themselves as internal drives, although the hierarchy concept is debated.

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  • 00:00:01
    [Music]
  • 00:00:03
    we're going to talk about motivation at
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    work um motivation is a um is a word
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    which in the word itself uh says a lot
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    to motivate has something in like
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    movement yeah so it's the the Latin word
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    of Mo it's it's moving one to another
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    it's it's moving what makes people move
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    what makes people tick yeah what makes
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    that people do what they're doing um if
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    you look at the definition of um um of
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    motivation here at slide number two it's
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    motivation concerns the conditions that
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    are responsible for the intensity the
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    quality and the direction of ongoing
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    Behavior okay let's take out a couple of
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    things which are important from this uh
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    from this definition so motivation is uh
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    so has to do with intensity so it's the
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    it is the amount of energy that you put
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    into something so it's intensity how
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    intense are you doing something what is
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    the quality of what you do so do you do
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    you take care of it is it just it's not
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    only energy in terms of quantity it's
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    also quality make sure you do the right
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    things and the direction so to what so
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    it's it's your it's Direction has to do
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    with Focus so you're focus on one thing
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    and not on the other of ongoing
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    Behavior now behav Behavior itself
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    there's a lot of behavior that we do not
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    control as we speak I'm breathing in and
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    breathing out I can more or less control
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    that but I cannot control my heartbeat
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    at least I cannot stop it just like that
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    well at least with some external forces
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    I could but you know what I'm trying to
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    say so a lot of behavior is is is not
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    ongoing but but the things that you do
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    in daily life you choose you you focus
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    on certain things you put a certain
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    quantity of of it and a certain quality
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    that's what motivation is about why do
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    we do what we do and in this case we're
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    talking about motivation at work so why
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    do we do what we do at work that's what
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    this chapter is about if you go to slide
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    number three you will see is that um um
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    that already for ages people thought
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    about why do people do what they do and
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    um uh also the ancient Greek
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    philosophers thought about it but if you
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    if you if we focus on psychology the
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    first ones to reink about that is or the
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    one of the famous one was Zigman
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    Freud and he said people have
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    instincts now the idea of an instinct is
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    that it's a pattern of behavior which is
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    innate yeah so it's already there before
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    birth it's it's something that we cannot
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    control or not easily control because
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    it's there and you know that Freud said
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    you know we have certain needs certain
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    sexual needs certain and needs need for
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    aggression and we need to control those
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    okay um so that's one of the first
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    theories about motivation um mlo and I
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    will talk about muslo uh quite a few um
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    uh quite a few times during this lecture
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    and next lecture is but what he said is
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    that our instincts gradually are
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    replaced by needs so the things that we
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    need where an instinct is something
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    which is there and and just has to get
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    out uh uncontrollable is uh we have
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    certain needs and some of these needs
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    are basic uh mov said like eating and
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    drinking um and there is um uh there are
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    things that we just need because to to
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    satisfy ourselves um and we can live
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    without
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    them I'll get back to musli later on and
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    there then there was the behaviorist
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    approach which was more in the 50s and
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    60s when people said it is a matter of
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    reward whether or not Behavior comes
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    back so we are motivated by the idea of
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    getting uh of getting reward or knowing
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    that we could get punished if we don't
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    do
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    something another theory is the field
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    the theory from Leen who said it's more
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    like group dynamics and and and Leen
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    said is we cannot look at individual
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    behavior of a individual of individual
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    Behavior without looking at the person's
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    environment yeah so he said is that
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    behavior is always an interaction with
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    the environment
  • 00:04:30
    okay we will go through a couple of uh
  • 00:04:33
    theories about motivation but before I
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    go to the next slide I I want to share
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    with you that when I was a student uh
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    maybe for you ages ago but for me
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    yesterday I remembered that I heard all
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    these theories of motivation and I
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    thought
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    like can somebody just give me the right
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    answer to the question what motivates
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    people yeah so there are maybe eight
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    theories or 10 theories or five but give
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    me the correct one
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    and then I can learn that and continue
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    with my life well the bad news is uh the
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    good news is that that psychology is a
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    fascinating science which is so young
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    that we do not have answers to a lot of
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    questions that's the honest answer
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    there's a lot of things we don't know
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    and motivation is such a complex concept
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    that we just do not have the one theory
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    that explains it all so some Behavior we
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    can really explain with a certain Theory
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    but other other things we can't so it's
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    a highly complex uh matter and that
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    gives us the opportunity to Pioneer and
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    to invent new ideas and it's it's
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    there's a lot of things still to be
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    discovered but the bad news is I cannot
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    give you this one theory that explains
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    it all yeah so that that's the
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    explanation why you get so many theories
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    to explain something and that as a
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    scientist you studying on an in an
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    academic world is that the world is
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    so incredibly complex it's it's
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    indefinitely complex that we will never
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    have this one theory that explains it
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    all this is almost scci scientific
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    philosophy that I'm talking about but
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    here you see it in real life there is
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    not this one theory of motivation again
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    that's bad news for you if you don't
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    like this field and if you just want to
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    go on and and and make your exam and and
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    and uh move on with your life but if you
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    think about how fascinating it is that
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    we do not know we still do not know why
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    people do what they do and we don't have
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    this one Theory wow you know it's a
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    let's get and let's go and find it good
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    chapter um uh slide number four um
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    people have used uh over the last couple
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    of decades um different metaphors to to
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    explain what what um what motivation is
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    all
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    about and the first and it's not not an
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    coincidence that a lot of these
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    metaphors um uh correspond with uh in
  • 00:07:07
    Inventions or or the context in which
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    those people lived and the first
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    metaphor is the the human as a machine
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    and of course 100 years ago when the the
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    steam engine was there was like a was
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    what is the internet now was the steam
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    uh the steam motor uh 150 years ago it
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    was it was an amazing it was a
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    disruptive thing for for the way that we
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    interacted with each other all of a
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    sudden we could transport much faster
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    than before without horses that was
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    amazing so people thought like like a
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    steam engine is constructed this is the
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    way that our brain is constructed and
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    this is the way that we are motivated so
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    people's behavior and actions are a
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    reflection of
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    involuntarily um performed without
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    conscious conscious awareness so
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    people's behaviors and actions are
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    reflexive so we respond to things so
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    there is like Freud says there's there's
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    all all these needs you know I have
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    certain very basic needs that that are
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    are instincts that come out of me and I
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    need to control those like a steam
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    engine that there's there's Force coming
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    from from below and there's the there's
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    a another force that has to control um
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    the steam coming out of the engine that
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    that is
  • 00:08:30
    uh how the first people the first
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    metaphors of uh of motivation so you are
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    pushed yeah you're pushed by internal
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    needs and you're pulled by external
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    stimuli and that's that's the way that
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    people viewed motivation um uh 100 years
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    ago if you go to slide number five um
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    it's a person as a judge that's a
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    completely different way of thinking so
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    the judge is somebody who looks at
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    information
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    and looks at another information starts
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    weighing you know this might be true
  • 00:09:04
    this might be true um so the person as a
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    judge is it means that the individual
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    seeks information about the extent the
  • 00:09:14
    person and others perceive uh as
  • 00:09:17
    responsible for positive and negative
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    events so there's positive there's
  • 00:09:21
    negative let's weigh
  • 00:09:22
    them um so you can hypothesize about
  • 00:09:26
    foundation for events and actions of
  • 00:09:29
    others
  • 00:09:30
    okay so if if I do this then I'll then
  • 00:09:32
    that might happen that is you
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    judging okay um and you can also look at
  • 00:09:39
    person as uh as somebody who's
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    intentional which is not weighing pros
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    and cons but you have a certain
  • 00:09:44
    intention so so so there's something you
  • 00:09:47
    want to achieve yourself so you develop
  • 00:09:49
    goals and plans okay so there's
  • 00:09:52
    different metaphors of uh of dealing
  • 00:09:54
    with it and let's have a look at the at
  • 00:09:56
    the next slide slide number six so here
  • 00:09:58
    you see it all together on table 8.1 so
  • 00:10:00
    the person as a machine it means
  • 00:10:02
    automatic response by the individual if
  • 00:10:05
    you're pushed by the internal needs so
  • 00:10:07
    response to needs and drives okay person
  • 00:10:11
    as a machine also has pulled by the
  • 00:10:13
    environmental s stimuli which means uh
  • 00:10:17
    respond to external stimuli and
  • 00:10:20
    reinforcement okay then you have person
  • 00:10:22
    as a scientist yeah which means
  • 00:10:25
    voluntary responses by the individual so
  • 00:10:28
    this is voluntarily which is an an
  • 00:10:29
    important word because you don't find
  • 00:10:31
    that in the person as a machine and here
  • 00:10:33
    you see voluntarily responses and you
  • 00:10:35
    can look at the person as a judge which
  • 00:10:37
    is somebody hypothesizes about the
  • 00:10:40
    foundation for events and actions of
  • 00:10:43
    others and the last one is the person as
  • 00:10:46
    intentional which is someone who
  • 00:10:48
    develops goals and action plans now what
  • 00:10:50
    you will find in um here in slide number
  • 00:10:53
    seven is um um the the crucial link
  • 00:10:57
    between motivation and performance
  • 00:11:00
    and I will get back to you in the other
  • 00:11:01
    lecture from uh lecture number 10 where
  • 00:11:04
    I will talk about the article of Koli
  • 00:11:07
    but here there you will find the um um
  • 00:11:11
    the formula that you will find here as
  • 00:11:13
    well on um on page or on the slide
  • 00:11:16
    number seven and you see that
  • 00:11:18
    performance is not only a matter of
  • 00:11:23
    motivation but it's also a matter of
  • 00:11:26
    ability and situational constraints
  • 00:11:30
    I will not go into much detail because I
  • 00:11:32
    will do that in the next lecture but
  • 00:11:33
    just briefly is that motivation is
  • 00:11:36
    crucial for performing as well yeah
  • 00:11:39
    theend the rest of the formula I'll get
  • 00:11:41
    back in the other lecture but but for
  • 00:11:42
    now is motivation is crucial for
  • 00:11:45
    performance it's one of the elements
  • 00:11:48
    which predicts
  • 00:11:49
    performance let's look at slide number
  • 00:11:51
    eight
  • 00:11:53
    um one of these subjects which has
  • 00:11:56
    become very uh very dominant for the
  • 00:11:58
    last couple of years years but
  • 00:11:59
    especially now uh during Corona is how
  • 00:12:03
    people deal with motivation and and work
  • 00:12:06
    life balance yeah so work life balance
  • 00:12:09
    and it investigates whether satisfaction
  • 00:12:11
    of one's experience at work are affected
  • 00:12:14
    by the satisfaction of one's experience
  • 00:12:17
    in non work and vice versa so it's the
  • 00:12:19
    interplay or the interaction between
  • 00:12:21
    your what you do in your work and uh in
  • 00:12:24
    your in your private life and whether or
  • 00:12:26
    not those are mixed well needless to say
  • 00:12:29
    and the book is not talking about Corona
  • 00:12:32
    of course because the book is uh is
  • 00:12:34
    pre-c Corona but what we see now a lot
  • 00:12:36
    is that when people are working uh uh uh
  • 00:12:40
    during Corona we know now from research
  • 00:12:43
    is that people work
  • 00:12:45
    more yeah because uh every
  • 00:12:48
    morning um if you have a 5day week uh uh
  • 00:12:52
    job every morning you go to work and
  • 00:12:54
    let's say it takes 45 minutes and you go
  • 00:12:57
    back 45 minutes so you could say you
  • 00:12:59
    gain one and a half hours however most
  • 00:13:02
    people tend to use those to work so they
  • 00:13:05
    work
  • 00:13:06
    more and commuting from work from home
  • 00:13:09
    to work now means climbing the stairs to
  • 00:13:11
    your uh to your study room yeah so
  • 00:13:14
    people work more hours and um and maybe
  • 00:13:18
    that that does something with their
  • 00:13:20
    motivation and I have to say in the
  • 00:13:23
    first
  • 00:13:24
    lockdown most people were actually happy
  • 00:13:26
    that they were still able to work they
  • 00:13:28
    were just proud of that they could make
  • 00:13:29
    it happen but what you now gradually see
  • 00:13:31
    is that their motivation is going down
  • 00:13:33
    because they say my work life balance is
  • 00:13:35
    is getting out of sync you know it's
  • 00:13:37
    it's it's the balance is gone and it's a
  • 00:13:40
    crucial point because people are not
  • 00:13:42
    only there in life to work and uh if you
  • 00:13:47
    um start interfering with their work
  • 00:13:48
    life balance they become very unhappy
  • 00:13:51
    good let's look at slide number nine um
  • 00:13:56
    besides motivation there's also
  • 00:13:58
    attitudes and attitudes are relatively
  • 00:14:00
    stable feelings or beliefs directed
  • 00:14:03
    towards a specific uh person groups
  • 00:14:06
    ideas or a job yeah so you can have a
  • 00:14:09
    certain attitude towards work and
  • 00:14:13
    attitudes includes for instance like job
  • 00:14:15
    satisfaction or job commitment
  • 00:14:17
    organizational commitment job
  • 00:14:19
    involvement those are the words that we
  • 00:14:21
    use a lot I'll get back to you in in
  • 00:14:23
    another chapter regarding this but these
  • 00:14:25
    are the things that that organizational
  • 00:14:27
    psychologists tend to measure
  • 00:14:29
    in
  • 00:14:31
    questionnaires in almost every um in
  • 00:14:34
    almost every uh uh organization they
  • 00:14:37
    measure once a year what your attitudes
  • 00:14:40
    are towards work yeah and where
  • 00:14:42
    motivations are are uh um can change day
  • 00:14:47
    by day the attitudes are are are
  • 00:14:49
    relatively are relatively stable yeah so
  • 00:14:52
    they want to know from you how uh how
  • 00:14:55
    satisfied are you with your uh with your
  • 00:14:57
    work okay again this is chapter number
  • 00:14:59
    nine we'll get back to you on that one
  • 00:15:02
    if we look at the relationship between
  • 00:15:04
    motivation and personality as you can
  • 00:15:06
    find in slide number
  • 00:15:08
    10 um it turns out that there is a
  • 00:15:13
    consistent relationship between certain
  • 00:15:16
    factors of the big five and
  • 00:15:21
    motivation um and you probably see this
  • 00:15:24
    one coming is that um it turns out that
  • 00:15:27
    neuroticism is negatively related to
  • 00:15:30
    Performance
  • 00:15:32
    motivation and consensuous is positively
  • 00:15:36
    related to uh
  • 00:15:39
    motivation because people who are
  • 00:15:42
    consens having their personality that
  • 00:15:44
    they do what they're supposed to do and
  • 00:15:45
    they do not do what they're not supposed
  • 00:15:47
    to do so they have this tendency to do
  • 00:15:49
    what they're supposed to do and people
  • 00:15:51
    who are neurotic um tend to uh to have a
  • 00:15:54
    little bit lower um uh relation or
  • 00:15:57
    performance uh mod
  • 00:15:59
    ation good let's look at um slide number
  • 00:16:02
    11 where we we go into module 8.2 which
  • 00:16:06
    is motivational theories and the classic
  • 00:16:09
    approach now what you see here is uh is
  • 00:16:13
    mof's theory of needs um and what maslo
  • 00:16:18
    said is that internal there's an
  • 00:16:20
    internal me mechanical Theory that's
  • 00:16:23
    actually what it is and he said all
  • 00:16:25
    humans have a basic set of needs that
  • 00:16:28
    Express themselves over a lifespan uh of
  • 00:16:31
    individuals as uh internal pushes or
  • 00:16:35
    drives so we have certain drives we want
  • 00:16:40
    things um and that's what uh what maslo
  • 00:16:43
    said is that he that that he assumed
  • 00:16:46
    that that we have different uh
  • 00:16:48
    needs now you can see um you probably
  • 00:16:52
    know the theory of muslo and the Pyramid
  • 00:16:54
    of muslo but but there's a big warning
  • 00:16:56
    sign here uh and I know every year there
  • 00:16:59
    people completely shocked when I say
  • 00:17:01
    this but there are a few things in life
  • 00:17:03
    where people just got it all wrong and
  • 00:17:08
    one of them is
  • 00:17:09
    maof mlof never said that these needs
  • 00:17:14
    are actually in a
  • 00:17:16
    pyramid yeah so there's a lot of proof
  • 00:17:19
    that people have needs people especially
  • 00:17:22
    have basic needs I will get back to you
  • 00:17:24
    in another lecture about about these
  • 00:17:26
    needs that people indeed have certain
  • 00:17:28
    needs and uh but the idea that they're
  • 00:17:31
    completely ordered in a in a uh in a
  • 00:17:34
    hierarchy is just not true so the
  • 00:17:36
    iceberg or the maslof pyramid is is is
  • 00:17:39
    just not is falsified yeah I know that
  • 00:17:42
    this is for some of you shocking news
  • 00:17:44
    but it is what it is okay but according
  • 00:17:47
    to the Pyramid of maslof which maybe
  • 00:17:50
    exists on paper for a few people but we
  • 00:17:55
    as psychologists know it's just not a
  • 00:17:57
    pyramid but okay let's look at it as if
  • 00:18:00
    if it were a pyramid then then the
  • 00:18:01
    highest need you have
  • 00:18:03
    self-actualization yeah which is desire
  • 00:18:05
    to develop
  • 00:18:06
    yourself um there's esteem needs so you
  • 00:18:09
    need to be respected there's love social
  • 00:18:11
    need and belonging there are security
  • 00:18:14
    needs and the lowest one are
  • 00:18:15
    physiological needs okay um so there are
  • 00:18:19
    different needs and there is I can tell
  • 00:18:21
    you indeed research that these needs
  • 00:18:23
    exist that they're Universal they're
  • 00:18:25
    just not a pyramid good
  • 00:18:31
    um the book is not as specific in this
  • 00:18:34
    as I am so uh uh that that you know the
  • 00:18:37
    difference and if you if you don't see
  • 00:18:38
    this in the book that clear well then
  • 00:18:40
    let me them be clear uh it is one of
  • 00:18:43
    those things that uh tend to be um a
  • 00:18:45
    little bit outdated okay um mon of needs
  • 00:18:49
    theory so employers need to know what
  • 00:18:50
    need level individual workers are
  • 00:18:53
    operating um so a group of workers may
  • 00:18:56
    all be functioning at the different Le
  • 00:18:58
    needs level it is possible that certain
  • 00:19:00
    people have different needs you know
  • 00:19:02
    that that of course makes perfect sense
  • 00:19:05
    um uh and those are the things we have
  • 00:19:07
    to look at when when people are working
  • 00:19:09
    in um in an
  • 00:19:11
    organization okay um in in um chapter or
  • 00:19:16
    in in in slide number 14 you will see
  • 00:19:18
    that uh muslo theory is linked to the uh
  • 00:19:22
    two Factor theory of
  • 00:19:24
    hburg just make sure that you do read
  • 00:19:26
    that briefly but you will see that the
  • 00:19:28
    two- Factor theory of harzburg has um uh
  • 00:19:32
    certain uh uh certain similarities in
  • 00:19:34
    terms of needs but it's it's just the
  • 00:19:37
    hierarchical part which Herzberg doesn't
  • 00:19:39
    have and Herzberg says we have hygiene
  • 00:19:42
    needs and we have motivational
  • 00:19:45
    needs yeah so you can see harzburg and
  • 00:19:48
    and muslo they uh their theories are
  • 00:19:51
    look more or less alike okay slide
  • 00:19:54
    number 15 you will also find the ERG um
  • 00:19:58
    uh a theory from um alair from from 72
  • 00:20:02
    and he said there are basic three basic
  • 00:20:05
    needs not two or not five but there
  • 00:20:07
    there different basic needs uh existence
  • 00:20:11
    uh relatedness and growth
  • 00:20:14
    um uh this is one of those theories that
  • 00:20:16
    did not get a lot of support but still
  • 00:20:19
    uh in this course you also need to
  • 00:20:21
    understand where we're coming from in
  • 00:20:22
    this field yes so we're coming from
  • 00:20:25
    Freud and we're coming from where where
  • 00:20:27
    we had instincts and we go to muslo
  • 00:20:29
    where we had needs and then it develops
  • 00:20:31
    towards where we are today okay one step
  • 00:20:34
    further in um in um in time we go to
  • 00:20:37
    slide number 16 we go to reinforcement
  • 00:20:40
    Theory now what you see here on this
  • 00:20:43
    video is a rat um and the rat has a uh
  • 00:20:47
    part in its brain and if you um really
  • 00:20:52
    watched uh Eric scher's lectures in the
  • 00:20:55
    in the previous set of lectures on
  • 00:20:57
    neuros pychology you know which part of
  • 00:21:00
    the brain but in your brain there is a
  • 00:21:02
    part that takes care of your reward
  • 00:21:06
    system now the rat that you see is is
  • 00:21:09
    being stimulated and the moment that
  • 00:21:11
    that um you put an electrode in the
  • 00:21:14
    brain of the Rat and you learn the rat
  • 00:21:16
    that if it touches something it will get
  • 00:21:18
    a reward it will touch it
  • 00:21:21
    more um and this is one of those
  • 00:21:24
    theories that cannot explain everything
  • 00:21:25
    but if you want to understand addiction
  • 00:21:28
    it's definitely you're you're getting
  • 00:21:30
    closer here is there's a part of the
  • 00:21:32
    brain that's looking for reward and and
  • 00:21:34
    instant reward we can get from certain
  • 00:21:36
    things you can get instant reward from
  • 00:21:38
    eating drugs from sex from from drinking
  • 00:21:40
    you know or smoking those are instant
  • 00:21:43
    rewards and the young brain especially
  • 00:21:45
    young uh children or or uh young young
  • 00:21:48
    adults or young grown-ups so let's say
  • 00:21:50
    in the age of 15 to uh uh to 20 25 um uh
  • 00:21:56
    are very much open for instant Rewards
  • 00:21:59
    and um um the uh reinforcement Theory
  • 00:22:05
    helps you to understand why especially
  • 00:22:08
    on on those ages you have to be very
  • 00:22:10
    careful with uh with all kinds of
  • 00:22:12
    addictions because if the brain is open
  • 00:22:15
    for instant reward a lot of things in
  • 00:22:17
    life do not give instant
  • 00:22:20
    rewards actually as I speak and you are
  • 00:22:24
    watching you're doing something which is
  • 00:22:26
    not not rewarding you're not not getting
  • 00:22:29
    something back unlike at your telephone
  • 00:22:31
    where you do something it will it it
  • 00:22:33
    works it it the people who make your
  • 00:22:35
    phone and the apps on your phone they
  • 00:22:37
    absolutely know this Theory because they
  • 00:22:39
    know that if you do something you need
  • 00:22:41
    to be rewarded as quick as possible so
  • 00:22:43
    you do something ding ding you know you
  • 00:22:45
    get better you get rewards and you get
  • 00:22:47
    you get friends you get likes you know
  • 00:22:48
    immediately there's reward and a lot of
  • 00:22:50
    things in life don't have
  • 00:22:52
    that good um back to um um to the slide
  • 00:22:56
    number 16 so there's a stimulus and
  • 00:22:58
    there's a response and there's a
  • 00:23:01
    reward okay I will in the next lecture I
  • 00:23:03
    will touch upon this this one uh uh as
  • 00:23:06
    well um so there's contingent reward
  • 00:23:09
    which basically means that you get
  • 00:23:10
    rewarded depending on a certain
  • 00:23:14
    response good um intermittent or
  • 00:23:17
    continuous rewards uh means that you
  • 00:23:20
    that you know you you um that if you
  • 00:23:23
    constant the idea is that if you
  • 00:23:24
    constantly get rewarded for the right
  • 00:23:26
    Behavior you will be do everything in
  • 00:23:29
    order to show more of that behavior and
  • 00:23:30
    that's a way that you can make sure that
  • 00:23:32
    people do what they're supposed to do
  • 00:23:34
    okay I'll get back to you on this one in
  • 00:23:36
    the next uh next one
标签
  • motivation
  • work
  • psychology
  • theories
  • performance
  • attitudes
  • personality
  • Maslow