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
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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