Extrinsic vs Intrinsic Motivation

In this episode, we're going talk about extrinsic motivators, intrinsic motivators, when can you motivate people and when do you have to trust that they're motivating themselves.

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In this video, we're going talk about extrinsic motivators, intrinsic motivators, when can you motivate people and when do you have to trust that they're motivating themselves.

Extrinsic motivators, extrinsic motivation is any reason we do the work other than the work itself. Anything that we get from the work, anything that we're promised from the work, all of those things are extrinsic motivators. They are outside the work. You might be internally motivated to do the work because you like the result. That's still a form of extrinsic motivation.

Intrinsic motivation, on the other hand, is everything you do because you enjoy doing the activity, every reason that you have for doing the activity. You do the work because it is internally satisfying because you enjoy the work. You would do it even if they don't pay you because you're enjoying doing it so much. You are intrinsically motivated to do it.

Now, we think that extrinsic motivation is really easy. We just dangle a carrot in front of somebody and magically they'll do the work or, I guess, conversely, sticks would also be an extrinsic motivators. But that's not really true, and we've known that actually for 50-plus years.

Going back to the psychologist Victor Vroom who developed what we call expectancy theory, he gave a us a three point test to judge whether or not an extrinsic motivator is actually going to encourage someone to work. In order for an award to work, first of all, I have to believe that working harder will achieve the outcome that's being rewarded, right? That if I put in the effort, I will an increase in performance. I also have to believe that if I put in the effort, get the performance, that performance will lead to that reward. I have to trust that the organization will actually bonus me to get that outcome, right? It's not enough to just put in the work and achieve the thing. I have to believe that you're actually going to give me that motivator. And the last thing he said is that you actually have to desire the motivator. Now, that's a weird one because we think clearly, everybody loves money, every loves recognition, but it's different. Different people have different extrinsic reasons that they put in the work. And so a one size fits all bonus plan, for example, probably fits no one.

When we talk about intrinsic motivation, it actually gets even harder. Remember, intrinsic is the work itself. Do you enjoy doing the work itself? And if the job I not internally, intrinsically enjoyable, there's not much you can do here even though we know that intrinsic is arguably a better form of it. Now, there is something we can do to shape the job itself. There are five different things that allow for a job to be more intrinsically motivating. And they said that a job had to have skill variety, meaning that you don't just do one repetitive thing over and over again. The second one was task identity. You had to be able to see that your efforts, your different tasks bundle, remember 'cause the first was skill variety, that your different tasks contributed to the larger whole, that you saw the end product that you were trying to produce or saw the result that the organization was trying to work for, and you saw how your tasks were part of it. The third was task significance.

You had to be able to see that your task was significant to the organization. The work that you did helped other people or helped clients, helped somebody do the work. Now, what they did is they took those three and they said that is multiplied by autonomy and feedback, number four and five. Autonomy dealt with "Do I actually have a say in how I do the work?" "Am I given a sort of pre-scripted, do these things in these order all the time, or am I given an objective and given some freedom to decide how I accomplish it?" Where I do the work, when I do the work, all of these contribute to autonomy. And the last one, number five, was feedback. "Am I getting feedback on my performance?" "Am I able to get better because someone is watching me, tracking me, helping me figure out when I'm being more successful and less successful so that I can get better in the task?" Together skill variety, task identity, task significance, autonomy, and feedback make up the characteristics of an intrinsically motivating job.

[andrewchoflet]

Love this, great work!
"We often think extrinsic means outside the self, that's not really true. Extrinsic means outside the work itself, not the person." - David Burkus

[agilemonk]

David - your father was very wise is saying this to you. The world has changed, and now that we suffer from a world that gives trophies for even last place, we can't expect it to matter anymore. People need to believe and internally feel they are valued, loved, and lovable. They need to see the appreciation and gratitude on a day to day basis. They have to believe in the infinite game, and that they are living and breathing their mission, because it matters to them, whether even anyone notices. Love you good sir, and love your work. John (one of the Agile Monks)

[bsdiceman]

very good topic covered well. helped me learn about something very important to me

[chphotowriter]

I dig the new format and of course, the content is rock solid! The Prosocial Motivation part was fascinating. Thanks!

[norleensoko]

Thank you David for differentiating the two as well as take time to write the two differences as well mention of Psychologist Victor Vroom's expectancy theory. I was struggling to understand the two in employee wellbeing.

[The-holly-Quran-channel]

Hey David, Your videos are awesome, please go ahead as you spread positive energy. best of luck Bro.

[markg]

Great theory, I enjoyed the show, BUT, the background looped music was very distracting.. thankyou

[thesisypheanjournal]

I work for a company where the pro-social motivation is inherent. We are out in the community with our clients, helping them accomplish things in spite of debilitating mental illness. It takes a special kind of stupid to take such an intrinsically satisfying job and suck the joy out of it, but our management does it.

[jasonjones]

Nice job on the video and I like the new format! My view on intrinsic motivation is that it is not purely about the work itself. Rather, a belief that a behavior will lead to an intrinsically valued outcome. In other words, does it lead to something of internal value rather than an externally driven value. Internal value can be a need for security, status, or social contact as much as it could be prosocial in nature (See the research of the late Steven Reiss - Ohio State Univ). Having said this, if we break down motivation (motive for behavior) it is all, whether conscious or subsconscious, intrinsic in nature. Extrinsic outcomes are just vehicles (intermediates) to get us to an intrinsically valued outcome. I don't work for money or recognition or a great retirement. Those rewards are ways that I believe will lead me ultimately to intrinsically valued outcomes such as helping others, security, and acceptance. My two cents. :) Keep up the good work, David!

[bretttompkins]

I’ve been researching recognition, not for motivation, but just to show great effort doesn’t go unnoticed. I’ve found data that shows recognition reduces turnover and increases engagement. Does that contradict Vroom, or do you think that’s inline?

[alaalfa]

On Facebook was a quote by Plato:" Don't train a child to learn by force and harshness, but direct them to it by what amuses their minds, so you may be better able to discover with accuracy the peculiar bent of the genius of each." ...Man wrote: My 6 yr old tells me today if she doesn't have her homework finished by tomorrow she won't be allowed out to play at lunchtime ... FFS, all these halfwit teachers do these days is allocate work for children to go home." ... No wonder education standards here in Australia have gone down to third world standards, teachers don't teach anymore.".. I send him your video.. I saw a similar video before. Dr. Joe Dispenza and Bruce Lipton say the brain of kids from age 0 to 7 is in a theta state, which is imagination.. Therefore kids are so creative they learn fast they may learn language very fast or but they don't use analytical mind so they don't know what is good or wrong.. They start to use the analytical mind at the age of 8 and make their own decisions...At age 10- 11 their learning skills slow down

[leadershiphelpdesk]

Hi, Dave, I did a SEO test on one of my past (years ago) videos and your video showed up next to mine. I was thinking of starting a new YT channel, but saw your numbers 27, 27, 27, I thought maybe doing a new channel on management / leadership / entre/ mkt would be a waste of time. As others said, your videos were too short (but I also think there is a place for the 1 minute sermon format). I was so glad to see you come out and announce a change of format, because I wanted your efforts to be promoted and enjoyed by others. As a rookie, I am in NO position to analyze a channel.
It is unusual for the comments of a channel to become an episode of "Dear John" but this will go away as you morph.
As a fan, I want to see some laughing at yourself, and a hidy ho pull out the "your are a $%#" for practicing stupid management practices. Passion. Not sure if that is good, but that is what I plan to do.
LESSON LEARNED - I have NEVER thought of Oldham and Hackman being an Intrinsic Motivational connection. EVER. Thanks for the Feedback might be Extrinsic?
Thanks,