the mature motivational model revisited
DESCRIPTION
An analysis model for detecting motivational barriers in a company context and for selecting measures and designing tools to overcome them, particularly in dealing with knowledge.TRANSCRIPT
Christine Kunzmann, Andreas Schmidt
The MATURE Modelfor Analyzing Motivational
Aspects Revisited
MATEL 2012September 19, 2012
Saarbrücken
http://mature-ip.eu
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Current situation
▪ Motivational aspects have been realized as important factors in knowledge management activities
• failures of technology-driven or top-down initiatives
• change of individual value systems
• and we have a large share of knowledge workers
▪ But there is hardly any clue how to do it systematically
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Context
▪ Results of four years research as part of the MATURE project
▪ Goal: how to systematically include motivational aspects into knowledge maturing support (i.e., collaborative knowledge development)
▪ Socio-technical perspective: how to intervene into socio-technical environments?
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General approach taken
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General approach taken (II)
▪ Empirical analysis of real-world practices• Ethnographically informed studies• Large-scale expert interview studies• In-depth case studies
▪ Design activities• Iterative and participatory design
▪ Evaluation activities• Formative and summative evalution activities
▪ Consulting activities• Applying concepts and approaches in practices• Outside the frame of the research project
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Key characteristics
▪ An analytical framework
▪ Designed to be easy to understand and relevant to workplace reality
▪ Focuses in the first place on observable barriers
▪ But is linked to possible measures
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Measures: Individual Factors
▪ Interests, Values, Needs• Interests: create room for pursuing individual interests• Values: align organizational actions with individual
value systems• Needs: take needs (such as experiencing autonomy,
competence, and social relatedness) into account when introducing new tools
▪ Capability• Whole range of human resource development, such as
training, support for peer learning, job rotation/enrichment etc.
• Design tools that respond to the current capabilities
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Measures: Interpersonal Factors
▪ Cooperative Factors• Create incentive structures influencing the economics of
cooperation• Create transparency to establish a trust culture• Better understanding of own‘s one role
▪ Affective factors• Hard to tackle at the workplace• Possibly
• Team building• Getting to know each other‘s environments• Group coaching
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Measures: Work Environment
▪ Infrastructure• Provide the right tools: shared folders, communication
tools, blogs, microblogging, wikis etc.• Make them usable• Align private and professional IT usage (integration,
BYOD)• Appropriate introduction and support
▪ Organizational Factors• Development of organizational culture through fostering
• Mutual trust and empathy• Accessibility of opportunities for helping others• Allowing for mistakes• Openness & transparency• Appreciation of ideas and proactiveness
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And it matters which kind of knowledge we develop!
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Conclusions
▪ Initial analytical model has remained stable, but we clarified several aspects• Gathered a lot of empirical evidence
▪ We have moved from pure analysis to guidance for interventions• But context matters!
▪ Now we move from science to practiceas part of a European consulting networkhttp://knowledge-maturing.com
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http://knowledge-maturing.com
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Outlook & Contact
Knowledge Maturing Consulting Networkhttp://knowledge-maturing.com
Christine KunzmannResearcher and ConsultantKompetenzorientierte Personalentwicklunghttp://[email protected]
Andreas SchmidtProfessor for Enterprise Social Media & Mobile BusinessScientific Coordinator MATUREKarlsruhe University of Applied [email protected]://andreas.schmidt.name