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Abraham Maslow: Hierarchy of Needs

Abraham Maslow never set out to be a management thinker: his attention was on people in the round. It was only his desire to test out his ideas – and those of colleague Douglas McGregor – that led him to be one of the best known names among managers. His model of motivation is almost certainly the most widely known in English speaking organisations. Does it deserve to be?

Abraham Maslow

 

Short Biography

Abraham Maslow was born in 1908 to Jewish emigré parents, who had come to New York to escape Tsarist pogroms in Russia. There, Maslow grew up amidst antisemitism.

He took his undergraduate degree at City University of New York and then gained his MA and PhD in psychology at the University of Wisconsin in 1934. His thesis considered dominance and sexuality in Monkeys, which later led noted sexologist Alfred Kinsey to seek out his assistance in the 1940s. Maslow, however, rejected Kinsey, challenging the rigour of his research and later publishing evidence of bias in Kinsey’s sample selection (of young women for his study).

Maslow spend the late 1930s and the 1940s teaching and researching at Brooklyn College, where he published his most notable work on The Hierarchy of Needs in 1943 (A Theory of Human Motivation, Psychological Review, 50, pp370-396). This was later fully documented in his most important book, Motivation and Personality.

In 1951, he moved to Brandeis University, where he stayed until 1969, a year before his death in 1970

A Humanist First

The core of Maslow’s work as a psychologist was his move away from studying the psychology of people with problems, towards people who are successful. He used the term ‘positive psychology’ and was almost certainly the first to do so. It is now widely used, since its establishment as a (now very vibrant) field of research by Martin Seligman.

However, the movement he was instrumental in had the name of humanistic psychology and it is one that last week’s Management Thinker, Mary Parker Follett would have embraced.

The Hierarchy of Needs

His major contribution was a model that was designed to explain human behaviour and has subsequently come to be used as a theory of workplace motivation. He built a needs theory of human behaviour by first grouping human needs into classes, and then arranging these classes into a hierarchy. He argued that the prospect of satisfying an unmet need leads to motivation to act or choose.

Often shown as a pyramid, with basal (or ‘deficiency’) needs at the bottom and higher (or ‘growth’) needs at the top, the sequence means that our first instinct is to focus on the lowest level of unmet need.

Maslow's Hierarchy of Needs
Maslow’s Hierarchy of Needs

 

Physiological Needs
include warmth, food, sex, sleep and shelter – anything necessary to survival.

Safety and Security Needs
can now be thought of as job, wage or other economic security.

Love and Belonging Needs
are for social acceptance and the development of trusting relationships.

Esteem Needs
are firstly for power, status and prestige and then, for a self-belief that our place is merited.

Self Actualisation
was what Maslow was interested in: maximising our potential, living life to the full and contributing to our society.

In more modern needs theories of motivation, like Self Determination Theory of Ryan and Deci (popularised by Daniel Pink), belonging, esteem and self actualisation are still seen as powerful workplace motivators in the forms of relatedness (love and belonging), competence (esteem), and autonomy (actualisation).

Critiques

There are two critiques that are commonly levelled at the Hierarchy of Needs – one valid, one not.

It is often argued that the hierarchy presents a rigid sequence and that we continually want more, so do not fully escape the lowest levels, whilst some artist, say, will self-actualise away in lonely poverty in a cold garrett ignoring the basement motivators. In fact, Maslow himself said that the hierarchy is neither universal, nor a rigid sequence. The price his legacy pays for fame, is that most people learn the model from a few paragraphs in a text book or fifteen minutes in a management training session – and not from Maslow’s own writing. (Up goes my hand too!)

The more valid critique is the shallow research base for the model, and the reliance Maslow placed on anecdote, interview and subjective interpretation. However, we must understand his motivation: which was to create a springboard for studying what really interested him – Self Actualisation.

In fact, he did spend time in industry, studying motivation, but it was Douglas McGregor’s Theory Y that he was testing – and he found it wanting. Much as he supported it, he found it too simplistic in the real world, where people need a dose of Theory X predictability to feel fully secure.

Above and Below the Pyramid

Interesting to me is Maslow’s argument that we cannot satisfy our needs unless we have sufficient freedoms. As a humanist, he argued strongly for basic human freedoms such as expression and speech, the ability to defend ourselves, and for a society that prioritises justice.

Above the pyramid, he argued we would find needs higher than self-actualisation in the way he described it. These may be some form of aesthetic, spiritual or transcendent needs. This is an idea that Clare Graves developed into Spiral Dynamics, although the merits of that model need careful assessment.

More on Motivation

The Motivation Pocketbook


 

Pronunciation

Maslow, Mahslow, Mazlov… ?

For may years, knowing he came from Russia, I pronounced his name Mazlov. My research for this article shows that I was wrong. The name is common among Polish and Western Ukrainian Jewish families, where the -ow ending is pronounced with the soft w sound. A research student of his from the early 1940s records on a Wikipedia discussion page that Maslow pronounced his own name as Mah-zlow.

 

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Backwards and Forwards

Pocketblog comes out on Tuesdays, which means that this year, it coincides with both Christmas Day and New Year’s Day.  Which means that there will be a short hiatus before the next edition.

But never fear – I shall be busy.  I will be preparing for next year’s exciting new project.  More about that later.  But first…

The Best of 2012

As before, here is a selection of my own favourite Pocketblogs from 2012.

Early in the year, we did two blogs about Emotional Intelligence: ‘There’s more to Emotional Intelligence than Daniel Goleman’ and then offered practical tips to ‘Boost your EQ’.

Emotional Intelligence

In this Jubilee year, we let you into The Management Secrets of Queen Elizabeth II.  Sadly, advance orders for the Modern Monarch’s Pocketbook have been disappointing (we just received our third, with the same address as the last) and we are holding back on publication until orders pick up.

The Modern Monarch's Pocketbook

Another big event for us was the launch of our Management Pocketblog 100 Day Challenge.  We know (from orders) that some of you took it up.  Please do tell us (on the blog page comments) about your experiences.  If you have not yet, it is not too late to take up the challenge.

The Management Pocketblog 100 Day Challenge

We were able to offer readers insightful business and management tips from to impeccable sources this year.  In ‘What matters today, in Business and Management?’ we extracted tips from Time Magazine’s 2012 100 Most Influential People in the World.  In ‘The Oracle of Omaha’, we took guidance from some of Warren Buffet’s top CEOs.

Our three-part series: ‘The New Manager’s Guide to Interviewing’ will be a helpful resource if you are new to this role.  It covered:

  1. Preparing the Ground
    Increase your chances of success well before the interview
  2. Getting it Right
    Hints and advice for conducting and effective interviews
  3. Polishing your Process
    Tips and tricks of the trade

And, for people on the receiving end, we wrote ‘Seven Ways to Interview Well’ just for you.  If you want to stick with your current job, but spice it up a little bit and renew your motivation, try ‘Same Job: New Job’.

Edward de Bono's Six Thinking Hats

Closest to my own heart were:

Our three-part series about dealing with poor performance in staff, ‘Let’s sort out poor performance’, parts:

          1. Infrastructure
          2. Turnaround
          3. The Alternative

These followed on from two blogs, ‘What is Performance Management?’, and ‘The Root of the Issue: Dealing with Poor Performance’.

Bruce Tuckman: Group Development model...  forming - storming - norming - performing - adjourningOur blogs about Bruce Tuckman’s model of Group Development (Forming-Storming-Norming-Performing) continue to be the most heavily read.  In February, we provided a link to all four of them.

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And finally…  Pocketblog honoured two sad losses this year: Neil Armstrong, the astonishingly humble all-American/all-global hero; and Stephen Covey, who wrote one of the very best of the best personal effectiveness book: The Seven Habits of Highly Effective People.

Neil ArmstrongStephen Covey


Coming Next Year

Pocketblog is nearly 3 years old (we started on 23 February 2010) and has chalked up over 150 posts to date.  It’s time for a little refresh.  So 2013 will see a new style of Pocketblog.  Not a radical departure: more of a shift in emphasis.

Next year, we’ll be presenting our Management Pocket-Correspondence Course.  Over the course of the year, we’ll be blogging about the full range of management skills in a structured way.  Why not Subscribe to the Blog by email (towards the top of the column to the right of this) to receive them all in your inbox.

Until then…

From everyone at Management Pocketbooks…

Have a very merry Christmas,
and a happy and healthy New Year.

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David McClelland’s Three Motivational Needs

On a couple of occasions, the Management Pocketblog has referred to David McClelland’s theory of Motivational Needs.  The first time was in comparing it with Self Determination Theory, and the second was earlier this year, when we were thinking about job satisfaction.

In neither of these is the model fully explained – although you will find eight pages devoted to it in The Management Models Pocketbook and three in The Motivation Pocketbook – which is a veritable compendium of motivation theories.

Motivating me with McClelland’s Model

Let’s say you want to motivate me to take on a new role.  It can be any role, but let’s suppose you need someone from customer support to step into a sales role… which is not my preference and so I am not (yet) keen.

The first thing to note, is that I can never succeed without some decent training and support.  But I am not going to absorb that training and properly use the support unless you have motivated me to want to do the job.  So how can you present this as an opportunity for me to seize and savour?

McClelland suggested that we all have three needs, but that we each have them in different amounts.  If you can appeal to my strongest need, then I will take the opportunity to fulfil it.

David McClelland's Motivational Needs

The Need for Power

Suppose my strongest need is for power (evil Bond-villain laugh, while stroking a white cat).   You can present this new role as an opportunity for me to impress my peers, to stand out from them and to stand above them, by moving into a directly cash generating role.  It is a chance to show what I can do and get myself promoted.  If I do this role well, you might tell me, I will be looked up to and move into a sales management position from where I can control the sales process and lead a sales force.  The sales I make can create respect and generate bonuses that will enhance my prestige.

The Need for Achievement

If my strongest need is for achievement, I will see the trappings of power as appealing but superficial markers of success.  What really matters to me will be the sense that I have done something worthwhile and challenging.  You must assure me that the task I am taking on is difficult.  My need for achievement will not be satisfied by doing something easy.  But equally, i have to feel that I can achieve something, so you must also reassure me that the task is possible, if I work at it.  Set me targets and watch me meet them.  Reinforce my success by recognition and more stretching targets still.

The Need for Affiliation

If, however, my strongest need is for affiliation, nothing will matter much unless I feel a part of a group, a team, a social network,  So you must emphasise what a collaborative, social role sales is.  You must show me how I need to work as a team with colleagues from marketing, design, manufacturing… You would also do well to emphasise the social nature of selling; building relationships with customers and nurturing those relationships.  Show me how success means a strengthening of bonds and a joint celebration and yet how, in failure, we will all have a chance to learn together and collectively renew our commitment.

So here’s the Deal

McClelland gave us one of the best-researched models for workplace motivation – which is pretty reliable at predicting job satisfaction.  But any job can be framed and adjusted.  If you know the needs of your team – and you should be able to get to know them that well, as their manager – then you can use it to ensure all are motivated effectively.

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Three ways to Stifle Motivation

There are many theories of motivation around, yet most of the ones that turn up on training courses hark back to the 1970s, 1960s and even the 1950s.  Is there any new thinking on motivation, for the twenty first century?

It turns out that there is.  And it isn’t just new thinking: this is research-based and supported by experimental evidence.

Self Determination Theory

Self determination theory (SDT) emerged into the limelight in 2000 with one of the now most-cited papers in psychology: ‘Self-Determination Theory and the facilitation of intrinsic motivation, social development, and well-being.  It was published in the Journal ‘American Psychologist’, and written by Richard Ryan and Edward Deci of the University of Rochester.

University of Rochester psychology professors Richard Ryan, left and Edward Deci outside Meliora Hall May 25, 2010. The two are internationally recognized scholars who developed Self-Determination Theory, which holds that well-being depends in large part on meeting one's basic psychological needs for autonomy, competence, and relatedness. //photo: J. Adam Fenster/University of Rochester

Richard Ryan (left) and Edward Deci (right) are both at the Department of Clinical and Social Sciences in Psychology of the University of Rochester.  There, they direct a training program focused on SDT and maintain a substantial website that acts as a valuable (but technical) resource on SDT.

SDT in a Nutshell

We are all motivated to satisfy three fundamental needs, which are described as ‘psychological nutrients’.  If one or more of these needs is unfulfilled, we lose motivation.  Critically, Ryan and Deci also see the fulfilment of these needs as essential to our sense of well-being.

These three psychological nutrients are:

  1. Autonomy
    Being able to make your own choices and live your own life
  2. Competence
    Feeling able and confident in what you are doing
  3. Relatedness
    Having safe, secure social relationships (which do not threaten your feelings of autonomy or competence)

Does this sound familiar?

It did to me.  In my well-thumbed copy of Ilona Boniwell’s excellent ‘Positive Psychology in a Nutshell’, I have written against these the terminology from two older and more familiar models: Clayton Alderfer’s 1969 ERG Theory and David McClelland’s 1961 Theory of Needs.

ComparingNeedsTheories

Lots more Depth

So, the needs Ryan and Deci have identified are familiar – although not identical to those described by previous researchers.  What is more convincing in their work is the greater subtlety they characterise in examining how these three factors act to motivate us.

They don’t try to describe all of the motivational phenomena that they observe in their experiments with one grand theory.  instead, they have articulated five (to date) ‘mini theories’ to account for different aspects of motivation.

These make Self Determination Theory a very compelling model, worthy of greater study.

  1. Cognitive Evaluation Theory (CET)
    How we assess our social context and how that evaluation affects our intrinsic (self) motivation.
  2. Organismic Integration Theory (OIT)
    How we internalise external factors, turning them into motivators or de-motivators.
  3. Causality Orientations Theory (COT)
    how we make behavioural and situational choices based on personality orientations towards autonomy, control and our need for competence.
  4. Basic Psychological Needs Theory (BPNT)
    How autonomy, competence, and relatedness are basic psychological needs, essential to our well-being.
  5. Goal Contents Theory (GCT)
    How intrinsic and extrinsic goals have different affects on our perceptions of satisfaction and well-being.  There is a great animated video, made by a colleague of Ryan and Deci, below.

Some Management Pocketbooks you might Enjoy

The Motivation Pocketbook

The Motivation Pocketbook

The Management Models Pocketbook
(for Vroom’s Expectancy Theory and McClelland’s Theory of Needs)

The Performance Management Pocketbook

The Reward Pocketbook

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