The MATURE Motivational Model Revisited

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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.

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The MATURE Motivational Model Revisited

  1. 1. Christine Kunzmann, Andreas Schmidt The MATURE Model for Analyzing Motivational Aspects Revisited MATEL 2012 September 19, 2012 Saarbrücken
  2. 2. 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 2 2
  3. 3. 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? 3 3
  4. 4. General approach taken 4 4
  5. 5. 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 5 5
  6. 6. 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 6 6
  7. 7. 7 7
  8. 8. 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 8 8
  9. 9. 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 9 9
  10. 10. 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 10 10
  11. 11. And it matters which kind of knowledge we develop! 11 11
  12. 12. 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 practice as part of a European consulting network 12 12
  13. 13. 13 13
  14. 14. Outlook & ContactKnowledge Maturing Consulting Network Christine Kunzmann Researcher and Consultant Kompetenzorientierte Personalentwicklung Andreas Schmidt Professor for Enterprise Social Media & Mobile Business Scientific Coordinator MATURE Karlsruhe University of Applied Sciences 14 14