Guidelines: Motivation - De-motivation in Youth Work

Motivation – De-motivation in
Youth Work
Guidelines
Cesis, Latvia 2013

7

Motivation – De-motivation in Youth Work, Latvia, 2013

Introduction
This manual was created and edited during the European Union international training
project "Motivation - De-motivation in Youth Work" (MD TC). The project was supported by
the European Commission within Youth in Action Programme Action 4.3.
The aim of the project was to introduce youth workers around the Europe with different
motivation theories in order to develop their understanding of their own motivation
factors in youth work, help to motivate the other young people and to develop their
communication skills.
This manual is a product of the team work of the group of 29 young people from Estonia,
Turkey, Croatia, Latvia and Poland who took part in the training course, which was held
in Cesis, Latvia 6th to 13th October 2013. All participants of this training contributed their
ideas, time and hard work to the development of the manual.

This manual will be a good resource for
-

Youth workers, all those who work with young people and has a need to
understand their motivational and de-motivation factors for active participation;
Young people who seeks to understand their own motivation and de-motivational
factors;
Anyone who is interested in individual and group motivation and de-motivation
processes.

Contributors
Project was implemented by NGO „Youth Leaders Coalition” – resource centre for
everyone who is interested in the development of youth work in Latvia and abroad. Our
mission is to establish well developed, democratic network of youth coordination and
institutions in Latvia for developing youth cooperation, partnership, experience exchange
and enlarging communication methods of youth in Latvia and abroad. Youth Leaders
Coalition facilitates international youth exchanges, trainings, volunteer projects and
provides advocacy and consultation on different issues for youth. More information
about Youth Leaders Coalition – www.facebook.com/YouthLeadersCoaliton
Participants: Vladimir Zaitsev, Diāna Apinīte, Elanur Bektas, Nazli Binici, Onur Emre Uyar, Filip
Eterović, Rolands Fedotovs, Alex Jarvis, Pauls Krastiņš, Lana Kunštek, Gatis Laizāns, Viktorija
Minajeva, Pawel Mochocki, Denis Strelkov, Tomas Moleda, Kamil Wierzbowski, Agnieszka Tercz,
Anna Sledzinska, Ines Oštrić, Lisandra Roosioja, Julia Snahtsjan, Nurdan Terzioglu, Fadil Tutar, Anete
Vilne, Iva Čuka

Facilitators: Linda Kalniņa (Youth Leaders Coalition, Latvia), Anna Korjakina (Life Zone, Estonia),
Inese Šubēvica (Youth Leaders Coalition, Latvia), Rūta Keviešena (Youth Leaders Coalition, Latvia)
Partners: Raplection (Croatia), Istanbul Collective Arts and Culture Association (Turkey), Centrum
Inicjatyw UNESCO (Poland), Life Zone (Estonia)
2


„This project has been funded with support from the European Commission. This
material reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein."

3


Contents
1.What is motivation? .................................................................................................................... 5
1.1.Why do we need motivation in Youth Work? ....................................................................... 5
2.Motivation Theories .................................................................................................................... 6
2.1.Maslow’ hierarchy of needs .................................................................................................. 6
2.1.1.Biological and Physiological needs ................................................................................. 3
2.1.2.Safety needs .................................................................................................................... 3
2.1.3.Belongingness and Love needs ....................................................................................... 3
2.1.4.Esteem needs .................................................................................................................. 4
2.1.5.Self – actualization needs ............................................................................................... 4
2.2.HERZBERG’S THEORY ............................................................................................................. 5
2.3.THEORY “X” & “Y” .................................................................................................................. 7
2.4.McClelland’s Human Motivation Theory............................................................................. 10
2.4.1.The needs for achievement .......................................................................................... 10
2.4.2.The needs for power ..................................................................................................... 11
2.4.3.The needs for affiliation ................................................................................................ 11
2.4.4.The steps for using McClelland's theory ....................................................................... 12
3.De-motivation theory and factors ............................................................................................ 13
3.1.What is de-motivation? ....................................................................................................... 13
3.2.Demotivation by the cause of fear (1)................................................................................. 14
3.3.Demotivation by the unclear or wrong goals/tasks (2) ....................................................... 14
3.4.Demotivation by the limited autonomy (3)......................................................................... 15
3.5.Demotivation by the conflict of values (4) .......................................................................... 15
3.6.Demotivation by the loneliness (5) ..................................................................................... 15
3.7.Demotivation by the lack of challenge (6)........................................................................... 16
3.8.Demotivation because the person don’t know the next steps (7)...................................... 16
3.9.Demotivation by the cause of confusion (8) ....................................................................... 16
3.10.Demotivation because the person don’t have “the full picture” (9) ................................ 17
3.11.Demotivation by the cause of burning-out (10)................................................................ 17
3.12.De-motivation at work ...................................................................................................... 18
4.How to motivate individuals and groups ................................................................................. 19
4.1.Individual intrinsic and extrinsic motivation ....................................................................... 19
4.2.How you can increase your intrinsic motivation? ............................................................... 19
4.3.Examples of extrinsic motivation factors ............................................................................ 22
4.4.Intrinsic and extrinsic group motivation ............................................................................. 23
4.5.Factors that motivate and inspire ....................................................................................... 23
5.YOUTH IN ACTION PROGRAMME ............................................................................................. 25
4


1.What is motivation?
Motivation is related to the internal or external drive to do something, to satisfy
unsatisfied needs. It is the reason or reasons one has for acting or behaving in
a particular way (Oxford Dictionary).
Many authors have also defined the concept of motivation as:
"the psychological process that gives behaviour purpose and
direction" (Kreitner, 1995);
"a predisposition to behave in a purposive manner to achieve specific,
unmet needs" (Buford, Bedeian, & Lindner, 1995);
"an internal drive to satisfy an unsatisfied need" (Higgins, 1994);
"and the will to achieve" (Bedeian, 1993).

1.1.Why do we need motivation in Youth Work?
Motivation is essential for young people, because it
determines the reasons why they want to participate
in different youth activities. Motivation helps
youngsters to be active in civic processes and do it
with joy, enthusiasm and positive attitude. Motivation
helps young people to deal with important issues in
their everyday life and to seek for their selfdevelopment.
In order to understand individual motivation and demotivation for active participation everyone should
develop their understanding of individual needs.
This manual provides information and examples
about general motivation theories, motivational and
de-motivational factors for an individual and group
which are selected by the participants of
international project.
5


2.Motivation Theories
2.1.Maslow’ hierarchy of needs
The earliest and most widespread version of Maslow's (1943, 1954) hierarchy
of needs includes five motivational needs, often depicted as hierarchical levels
within a pyramid. This five stage model can be divided into basic (or deficiency)
needs (e.g. physiological, safety, love, and esteem) and growth needs (selfactualization).

One must
satisfy lower
level basic
needs before
progressing
on to meet
higher level
growth needs.
Once these
needs have
been
reasonably
satisfied, one
may be able to
reach the
highest level
called selfactualization.

6


2.1.1.Biological and Physiological needs (1)
In order to satisfy these needs in youth work, youth leaders or people who work
with youth can take several actions. While preparing for activities, many factors
should be taken into consideration.

For example, adequate space with
enough fresh air and light should be
used for the activities and
participants should be provided with
enough meals, allowed to take a
coffee break and have an adapted
timetable.

2.1.2.Safety needs (2)
The factors that should be considered when thinking of satisfying safety needs
differ. For example, language barriers can be a great source of stress for some
people and cause feeling of unsafe. Therefore, youth workers should try to
facilitate and create the atmosphere where cultural differences are overcome
and every task and opinion would be understandable to all the people involved.
Moreover, people hosting the activities should make their guests feel welcome
and create secure surroundings for them. Good youth workers should also be
able to use first aid kit and to ensure that youth have valid health insurance.

2.1.3.Belongingness and Love needs (3)
Youth work can help the youth to evolve positive emotions and make new
friendships. Also, youth work enables development of trust, respect and caring
between people from different cultural backgrounds by involving youth in
different interactive activities. That way they encourage need for belongingness
and love.

3

2.1.4.Esteem needs (4)
Positive atmosphere of youth
work can improve active lifestyle
and
promote
developing
feelings of trust and respect
among youth. It can help youth
to improve not only self esteem
but also earn other people’s
respect and trust. Good youth
leader can be a very important
figure and his/her support and
esteem mean a lot for person’s
further development.

2.1.5.Self–actualization needs (5)
Certain behaviour leads to self-actualization:
(a) Experiencing life like a child, with full absorption and concentration;
(b) Trying new things instead of
sticking to safe paths;
(c) Listening to your own feelings in
evaluating experiences instead of the
voice of tradition, authority or the
majority;
(d) Avoiding pretence ('game playing')
and being honest;
(e) Being prepared to be unpopular if
your views do not coincide with those
of the majority;

Keep in mind!
 Needs are not universal,
because there are cultural,
economical, gender differences.
 According to other researchers
self-actualization is not a level,
but a process.
 People
may
have
basic
unfulfilled needs and still seek to
meet higher needs.

(f) Taking responsibility and working hard;
(g) Trying to identify your defences and having the courage to give them up.
To understand this theory even better, we recommend
watching the following video:
“Hierarchy of Needs in Ratatouille”
http://www.youtube.com/watch?v=tzQ9vrvTAtk
7


2.2.HERZBERG’S THEORY
Herzberg was the first to show that satisfaction and dissatisfaction at work
nearly always arose from different factors, and were not simply opposing reactions to
the same factors, as had always previously been (and still now by the unenlightened)
believed. He divided the factors to hygiene and motivational.

In 1959 Herzberg wrote the following useful little phrase, which helps explain
this fundamental part of his theory, i.e.,
"We can expand ... by
that the factors which motivate people at
stating that the job
work are different to and not simply the
satisfiers’ deal with
the factors involved in doing
opposite of the factors which cause
the job, whereas the job
dissatisfaction:
dissatisfiers deal with
the factors which define the
job context."

Although Herzberg is most noted for
his famous 'hygiene' and motivational
factors theory, he was essentially
concerned with people's well-being at work. Underpinning his theories and
academic teachings, he was basically attempting to bring more humanity and
caring into the workplace.
5


He and others like him did not develop their theories to be used as
'motivational tools' purely to improve organisational performance. They sought
instead primarily to explain how to manage people properly, for the good of all
people at work.
Then as now, poorly managed organisations
fail to understand that people are not
'motivated' by addressing 'hygiene' needs.
People are only truly motivated by enabling
them to reach for and satisfy the factors that
Herzberg identified as real motivators, such
as achievement, advancement, development,
etc., which represent a far deeper level of
meaning and fulfilment.

Herzberg’s research proved that
people will strive to achieve
‘hygiene’ needs because they are
unhappy without them,
But once they are satisfied the effect
soon wears off –
satisfaction is temporary.

To understand this theory even better, we recommend watching
the following video: Reinforcement Theory of Motivation:
http://www.youtube.com/watch?v=1yuQq5VPZmg

6


2.3.THEORY “X” & “Y”
Theory X and Theory Y are theories of human motivation created and developed
by Douglas McGregor at the MIT Sloan School of Management in the 1960s that
have
been
used
in human
resource
management, organizational
behaviour, organizational communication and organizational development. They
describe two contrasting models of workforce motivation.
Theory X and Theory Y have to do with the perceptions managers hold on their
employees, not the way they generally behave.

It is the attitude not attributes.

7


8


9


2.4.McClelland’s Human Motivation Theory
There are certain needs that are learned and
socially acquired as the individual interacts
with the environment. Such needs are
classified into three broad categories.
McClelland indicates that we all have these
three motivating drivers (needs) regardless of
our gender, culture or age. One of them is
dominant motivator and that is dependent on our culture and life experiences. Most
people possess and expose a combination of different
characteristics for each of these needs.

How to motivate a person with these dominant needs?
What are the characteristics for this person?

2.4.1.The needs for achievement (1)
A person whose dominant motivator is achievement always seeks for attainment and
challenging goals. They have a strong need for feedback during the process and a
sense of accomplishment.
They like to take risks and
Giving challenges
usually prefer to work
Taking risks
Telling successful stories
alone.
Giving trust

Sharing experience with successful people
McClelland believed that
Price/Punishment
achievement – motivated
Giving encourage
people are generally the
Helping to discover their skills
ones who make things
happen and get results,
and they get results within
the organisation of other people and resources.

Achievement motivation make the best leaders, they are focused and results driven,
although there can be a tendency to demand too much of others if they believe that
they has similar motivators. Achievement for them is more important than material or
financial award, because achieving the aim or task give them greater personal
satisfaction than receiving praise or recognition. Achievement – motivated people
constantly seek improvements and ways of doing things better.
10


McClelland argues that the achievement motive can be taught (learned) and
socially acquired as the individual interacts with the environment.
Achievement level can be raised by creating a healthy work atmosphere,
provision of reasonable freedom of more responsibilities and by making tasks
more interesting and challenging. According to McClelland, every person has
an achievement motive to some extent. Most people will put more efforts into
their work if they are challenged to do better.

2.4.2.The needs for power (2)
A person whose dominant motivator is power has a strong need to lead, to be
influential, effective and to make an impact. They enjoy status, recognition from
others and like to compete and to win. They are authority motivated that is why
they will produce a
determined work
ethic and
Give them responsibility and opportunity
Influence
Smart Optimistic
commitment to the
Give them Initiative Emotionally Strong
organisation. They
To Respect
To Appreciate
are attracted to the
Solidarity
Cooperative
Good Speaker
leadership role, but
Evaluation/Motivation Meetings
may not possess the
Open-mindedness to their ideas
required flexibility
Decision Making Determined
Responsible
Respected Transparency
and people - centred
Leadership Skills
Completes Work
skills.

2.4.3.The
needs for
affiliation (3)
A person with dominant needs for affiliation
has a need for friendly relationships and is
motivated towards interaction with other
people. They have motivation and need to be
liked, that is why they usually are team players.
But this need to be liked can influence their
objectivity and capability of decision making.
They prefer collaboration over competition and
do not like to take high risks.
11


2.4.4.The steps for using McClelland's theory 1:
Step 1: Identify Drivers
Examine your team to determine which of the three motivators is dominant for each
person. You can probably identify drivers based on personality and past actions.
Step 2: Structure Your Approach
Based on the driving motivators of your workers, structure your leadership style and
project assignments for each individual team member. This will help ensure that they
all stay engaged, motivated, and happy with the work they are doing.
To understand this theory even better, we recommend watching the
following videos: http://vimeo.com/52130746
http://vimeo.com/21349143

1

http://www.mindtools.com

12


3.De-motivation theory and factors
3.1.What is de-motivation?
If the motivation factors are the reasons why we are doing something, the factors
that drives us to do something and to fulfil some
needs, then de-motivation also has its types and
characteristics. De-motivation is not just struggle
Goal setting, planning,
with the same problem whenever you are not
organizing and
motivated for action – it is a category of problems
structuring, prioritization
that has many distinctions within it.

is usually a solution to
prevent de-motivation.

 Not so much studied as a motivational
phenomenon;
 Standard motivational techniques can fail to
de-motivation;

When you feel de-motivated for
some action, the first step is to find
out WHY?
We have distinguished 10 different types
(factors) of de-motivation and some tips that
can help you to decrease de-motivation.

Influence:





Reduction of the efficiency;
The increase in costs (if any);
The innovative trend of declining;
Increase in the number of errors;

 Atmospheric deterioration.

To understand this better, we recommend watching the following
videos:
http://www.youtube.com/watch?v=l-gQLqv9f4o
http://www.ted.com/talks/dan_pink_on_motivation.html

13


3.2.Demotivation by the cause of fear (1)
The fear is slowing down the activity and the achievement of the objectives of the
prevented.

What are the young people’s de-motivation factors of fear?2

What you can do?
•

Define your fear;

•

Answer to the questions - why are they? For what they warn? What are the
chances that it would really happen?

•

Is there any other fear left? Consider risk management strategies.

•

Development through small steps. Divide your strategy into smaller steps.

3.3.Demotivation by the unclear or wrong goals/tasks (2)
Personal objectives v/s public,
organization pressure

What you can do?
 Evaluate your aims in a
longer period;
 Objective review;
 Remind yourself what
makes you happy;
 New aim definition.

2

We asked some young people in the streets

14


3.4.Demotivation by the limited autonomy (3)
It is necessary to make a decision about what should be done, how to do it and why?

What you can do?
 Decision making for your own purposes;
 Discussion with the management of organisation.

3.5.Demotivation by the conflict of values (4)
Multiple values are in conflict and uncertainty about what are the priority values. It is
not enough to know what you don’t want. More important is to know what it is that
you want.

What are the young people’s de-motivation factors of values?3

What you can do?
 Understand your values, write them down;
 Write down the value directions (which values conflicts);
 Work of the analysis and evaluation;
 Conclusions that all values are identical in general, because they are your
values;
 Prioritization.

3.6.Demotivation by the
loneliness (5)
Do you feel that there is no one next to
you? There is no one to do things
together and to share with?
3


15


What you can do?
 Activities with friends;
 Events that inspire;
 Regular compensation mechanism;
 "Networking" in the areas of your interest.

3.7.Demotivation by the lack of
challenge (6)
The lack of challenge can be a result of routine.

What you can do?
 To review the goals and projects;
 Transform them so that they are more ambitious for you;
 Review of tactics on how to achieve your goals - choose those that forces you to
get new knowledge;

3.8.Demotivation because the person don’t know the
next steps (7)
This can happen if you have set your goals and you know what should be the result,
but you haven’t indicated the small steps and the ways how to reach your goals.

What you can do?
 Precisely formulate what you want and how you will get it?
 Determine a clear time for small steps;
 Clear expectations.

3.9.Demotivation by the cause of confusion (8)
Confusion, doubt, distrust.

What you can do?
 Don’t rush things! Do this phase peacefully;
 Tell other people who are able to listen to you;
 Need to relax, to describe it and to live it through. Then it will disappear by itself.
16


3.10.Demotivation because the person don’t have “the
full picture” (9)
If you don’t know the full picture, it is very difficult to do small steps (tasks), although
the long-term goal is clear, but the plan is not.

What you can do?
 Define precisely what you want and how you want it to be done;
 Make clear expectations.

3.11.Demotivation by the cause of
burning-out (10)
Continuous tiredness, overload, the desire to "switch
off", non-compliance with basic needs and preferences.
Long lasting exhaustion and diminished interest in
work.

What are the young people’s de-motivation factors
of burning-out?4

What you can do?
 Have more sleep. The process of thinking will get stabilised (burnout syndrome
should not be as long-term);
 Important things vs. Insubstantial;
 Priority setting;
 A division of labour.

„7 Strategies to Prevent Burnout”5
By Paula Davis-Laack, lawyer turned stress & resilience expert
4
5

http://www.huffingtonpost.com/paula-davislaack/job-burnout_b_3530660.html

17


Maintaining the Momentum 6
De-motivation!
Months later, that same job
is one you dread waking up
for. The people, well you
know their whole life story,
the boss favours them and
they’ve been getting
rewards that you should
have received. The new
tasks, well they aren’t so
new anymore, in fact, you
could probably do them
blind folded and it’s not
challenging you in anyway.
As for the salary…for the job
you’re doing, it’s no longer
worth it!

Motivation!
You start a new job, it’s exciting, and
everything is new: new people, new
tasks, new competition, and possibly a
higher salary and/or more benefits.
Your goals finally seem in reach. It’s the
job that gets your adrenaline flowing
and makes you look forward to work the
next day…

To understand this better, we
recommend watching the
following videos:
„7 Signs of a Demotivated Workforce”
http://www.youtube.com/watch?v=U0F_ii1rv4A
„The Art of Demotivation”
http://www.youtube.com/watch?v=ZBdU9v5nLKQ
http://www.youtube.com/watch?v=Cpbpx3j0EdU
7

3.12.De-motivation at work

6

http://clarissacollakoppen.wordpress.com/tag/de-motivation/
For more information: http://www.authorstream.com/Presentation/Amal.Sanad-121012-de-motivation-workhrm-final-presentation-2003-education-ppt-powerpoint/
7

18


4.How to motivate individuals and groups
Youth work involves individuals and mostly they make formal or
informal groups to reach their goals, to support their community in
different ways, especially youth. Every youth group consists of
action by each member of a group and motivation factors may
vary not only for each individual, but also by each youth group.

4.1.Individual intrinsic and extrinsic motivation
 Intrinsic
source
because
concept,
needs.

motivation is powerful
of individual motivation
it is derived from a selfcore beliefs and internal

 Extrinsic motivation is different
rewards and punishments that come
from outside world. This motivation
is short term and the desired
behaviour will probably disappear
when the treat is gone (or forgotten)
or the promise has been delivered.

The difference = the reason why
a person is doing something?

4.2.How you can increase
your intrinsic motivation?
 "I can do it"
The first thing is to believe in you.
Any motivation has to come from
within the individual. The person has
to see their goal and be convinced
that their goal is achievable.

 Ego
People want to feel good and better
about themselves. To create and
accomplice individual challenges
increases one's self-esteem and ego.
19


 Set goals and try to reach it (trying to succeed)
The first thing is to create a set of goals. These have to interest and inspire the
individual and they need to be achievable. The person has to see the path to the goal
in order to successfully achieve their initial aims.

Creating S.M.A.R.T. Goals
Specific - A specific goal has a much greater chance
of being accomplished than a general goal. To set a
specific goal you must answer the six "W" questions:
*Who:
Who is involved?
*What: What do I want to accomplish?
*Where: Identify a location.
*When: Establish a time frame.
*Which: Identify requirements and constraints.
*Why:
Specific reasons, purpose or benefits of
accomplishing the goal.
EXAMPLE: A general goal would be, "Get in shape."
But a specific goal would say, "Join a health club and
workout 3 days a week."

Measurable - Establish concrete criteria for measuring progress toward the
attainment of each goal you set. When you measure your progress, you stay on track,
reach your target dates, and
experience the exhilaration of
To determine if your goal is measurable, ask
achievement that spurs you on
questions such as - How much? How many? How will
to continued effort required to
I know when it is accomplished?
reach your goal.

Attainable - When you identify goals that are most important to you, you begin to
figure out ways you can make them come true. You develop the attitudes, abilities,
skills, and financial capacity to reach them. You can attain most any goal you set
when you plan your steps wisely and establish a time frame that allows you to carry
out those steps.

Relevant (Realistic) - To be realistic, a goal must represent an objective toward which
you are willing and able to work. Be sure that every goal represents substantial
progress. A high goal is frequently easier to reach than a low one because a low goal
exerts low motivational force. Your goal is probably realistic if you truly believe that it
can be accomplished.
Timely - A goal should be grounded within a time frame. "Someday" won't work. But if
you anchor it within a timeframe, "by May 1st", then you've set your unconscious
mind into motion to begin working on the goal.
20


 Personal development
People feel the need to improve themselves. According
to Maslow's theory of hierarchy, this is the final stage of
a human's needs. People want to learn new skills and
challenge themselves. For many people, this is exciting
and so therefore is motivating in itself. In the developed
world, people have a greater opportunity to focus on
their inner selves.

Part of a person's
individual motivation
is to develop
themselves mentally
as well as physically.

 Curiosity
Something in the physical environment attracts the learner's
attention or there is an optimal level of discrepancy
between present knowledge or skills and what these could
be if the learner engaged in some activity.

 Fear
Humans are sometimes motivated by their fears. Many
people feel the need to prove themselves as they challenge
or face their fears. In terms of personal development,
people see their fears as something to overcome and by doing so, become stronger
individuals. This is one of the strongest motivational factors, but depending on
individual it can be a de-motivational factor as well.

 Control
People have a basic tendency to want to control what happens to them.

 Fantasy
Learners use mental images of things and situations that are not actually present to
stimulate their behaviour.

 Competition
Learners feel satisfaction by comparing their performance favourably to that of
others.

 Recognition
Learners feel satisfaction when others recognize and appreciate
accomplishments.
videos:Pursuit of Happiness, the basketball scene
http://www.youtube.com/watch?v=dPEdwaLQLag
127 HOURS - Official Movie Trailer
http://www.youtube.com/watch?v=OlhLOWTnVoQ
Partly Cloudy
http://www.youtube.com/watch?v=-a6Pe1ovKHg

their

21


4.3.Examples of extrinsic
motivation factors
 Financial Rewards
Commissions, bonuses, stock options
and employee stock plans are
compensatory rewards used to
motivate employees. Within the range
of extrinsic motivations, these are
"carrots." The drive for money and
success can often get people's feet
marching.
 Praise and Recognition
Some people aim to please. And nothing pleases them more than receiving praise for
their hard work. This extrinsic motivation is one of the strongest, most common
motivations in the workplace. Numerous studies show recognition and praise contribute
more to job satisfaction than financial incentives. Regularly delivering sincere and
genuine compliments is a strong extrinsic motivational method.
 Peer Pressure
A teenager - and anyone who has been a teenager - knows all about the power of groups
as extrinsic motivating factors. The pressure to feel accepted and valued can in fact be a
motivator. Perhaps at some point it was a motivator to try cigarettes. Or at work, it may
be the reason people work their hardest - to keep up with their team - or why they take
longer or shorter lunches. And ff the rest of the
kids are doing it.
 Consequences and Punishment
When the heat's on, many people take action
or step up their performance. Knowing the
boss will be angry or their job may be on the
line is a reason many people get their work
done. Is fear the best motivational tool in the
arsenal? Psychologists and management
experts debate this. But it is definitely an
extrinsic motivation.

22


4.4.Intrinsic and extrinsic group motivation
Motivational factors differ since the goals of the individual and the team are often not on
the same level. The individual will always fight to fulfil their higher level needs. These
needs are often not consistent with the needs of the team and of the individual. The
motivation of the individual is essential for successful motivation of the team. Team
members must be able to fulfil their higher level needs to be motivated and team
members must be committed to the team.
Along with good leadership that enables team
members to fulfil their goals all of these
qualities will motivate a team.

The motivational factors that drive a
team can be divided into four categories
– task, structure, goals, and members.

By realizing other factors besides intrinsic rewards that will motivate individuals, the
team will also be motivated. The sharing of knowledge, support, solidarity and
communication are all highly effective in motivating a team. All in all, a team that exists
within a collaborative, structured and communicative environment will be highly
motivated.
Overall, there are consequences when teams lack motivation. By examining the
consequences in the areas of task, structure, goals, and members, we are able to
recognize how motivation is lost and proactively address any issues in the future.
videos:
L'Equip Petit - The little Team (Documentary on Young Football Players)
The Best Motivational Speech in the World
Motivational and inspirational video:
http://www.youtube.com/watch?v=_pEBz6PzF50

4.5.Factors that motivate and inspire
 A clear team goal;
 The interaction of team members, that when combined
produce results which are greater than the sum of the
individual members;
 A show of commitment from the other team members
inspires the group as a whole;
 If there are enough resources available for the team,
then this increases productivity and morale;

23


 High standards should be maintained within the team;
 A good team atmosphere;
 The relationship between the ambition of the team and
the individuals is two way;
 There should be direction and leadership within the
team; often from a select number of individuals;
 The team members should help and support each
other;
 The team members should feel free to express their opinions and views;
 The team schedule should be realistic and followed as closely as possible;
 It is essential for the team to be transparent and for the members to trust each
other;
 A strong and clear team initiative is important for motivation;
 The team members should be competent and respect each other’s talents and
abilities.
To understand this better, we recommend watching the following videos:
Motivation, Success, Greatness. -Will Smith
http://www.youtube.com/watch?v=M1W71fI1wCM

Group motivational quotes

Individual motivational quotes
Your days are your life in miniature. As you live your
hours, so you create your years. As you live your days,
so you craft your life. What you do today is actually
creating your future. The words you speak, the
thoughts you think, the food you eat and the actions
you take are defining your destiny — shaping who you
are becoming and what your life will stand for. Small
choices lead to giant consequences over time. There’s
no such thing as an unimportant day. Robin Sharma

24


5.YOUTH IN ACTION
PROGRAMME
This Training Course „Motivation – De-motivation in Youth Work” was organised with
financial support of Youth in Action Programme.
Youth in Action is the Programme the European Union has set up for young people. It
aims to inspire a sense of active European citizenship, solidarity and tolerance among
young Europeans and to involve them in shaping the Union's future. It promotes mobility
within and beyond the EU's borders, non-formal learning
and intercultural dialogue, and encourages the inclusion
of all young people, regardless of their educational, social
and cultural background: Youth in Action is a Programme
for all. Every year, thousands of projects are submitted by
promoters in order to get financial support from the
Programme; a selection process aims at granting the best
projects.
The new EU programme Erasmus+ for Education, Training, Youth and Sport for
2014-2020 is starting in January 2014. More information you can find here:
http://ec.europa.eu/programmes/erasmus-plus/

The authors of this manual are not the authors of all used photos and videos. The
purpose of the use is for non-profit educational purposes, only.
The links from photo and video sources are attached.
http://openphoto.net/gallery/image/view/22829
http://www.quickmeme.com/meme/32pe
http://www.thecelebsocial.com/hollywood/eminem/
http://www.disney.co.uk/ratatouille/#gallery
http://collectortech.com/blog/2013/03/motivating-collectors-the-herzberg-continuum/
http://www.accel-team.com/index.html
http://greenchambersd.wordpress.com/2010/07/20/did-you-know/
http://www.millermosaicllc.com/mlm/
http://izquotes.com/quote/135759
http://studentsuccess.unc.edu/setting-goals/
http://photo.net/photodb/photo?photo_id=6028333
http://www.loesje.org/node/126
http://www.fotosearch.com/photos-images/syndrome.html
http://www.fotosearch.com/clip-art/tired.html
http://www.authorstream.com/Presentation/Amal.Sanad-121012-de-motivation-work-hrm-final-presentation-2003-education-pptpowerpoint/
http://gayecrispin.wordpress.com/tag/anything/
http://www.planetofsuccess.com/blog/wp-content/uploads/2010/10/motivation2.jpg
http://iheartinspiration.com/quotes/dont-ever-let-somebody-tell-you-you-cant-do-something/
http://athleticpoetics.tumblr.com/post/61638338429/there-is-no-i-in-team-but-there-is-an-i-in

25

Guidelines: Motivation - De-motivation in Youth Work

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie Guidelines: Motivation - De-motivation in Youth Work

Ähnlich wie Guidelines: Motivation - De-motivation in Youth Work (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Guidelines: Motivation - De-motivation in Youth Work