Maslow's hierarchy of needs states that people are motivated by five basic categories of needs:<ol><li>Physiological refers to basic physical needs like drinking when thirsty or eating when hungry.</li><li>Safety needs are seen in childhood, as children have a need for safe and predictable enivonments and may react with fear or anxiety when these are not met.</li><li>Love and belonging. Feeling loved and accepted by family and friends and social circles.</li><li>Esteem involves our desire to feel self-confident and good about ourselves.</li><li>Self-actualisation refers to feeling fulfilled or living up to our potential.</li></ol>

Maslow's hierarchy of needs

<ul><li>Maslow believed having things like freedom of expression or a just society makes it easier for people to achieve their needs.</li><li>Maslow also said a learning environment helps to better understand the world around us.</li><li>Maslow acknowledges that people don't have to satisfy one need completely to move to the next need. Instead, most people tend to have each of their needs partly met.</li><li>One behaviour might meet two or more needs. For example, sharing a meal with someone meets the physiological need for food and the need for belonging.</li></ul>

How people progress through the hierarchy of needs

Maslow's idea that we go through five specific stages hasn't always been supported by research. In a 2011 study of human needs across cultures, researchers found that meeting six needs was linked to well-being: Basic needs (similar to Maslow's physiological needs), safety, love, pride and respect (similar to esteem needs), mastery, and autonomy. However, the order in which people go through these steps is not a strict rule. For example, people living in poverty might struggle to meet their needs for food and safety but feel loved and supported.

Testing Maslow's theory

Maslow's hierarchy of needs theory puts forward that people are motivated by five basic categories of needs.

Stashed ideas

Maslow's Hierarchy of Needs Explained

Our motivation is our most valuable commodity. Multiplied only by action, its value fluctuates with how we invest our attention. In our world of exponential change and ever-increasing complexity, the power rests with those who act with self-determination and persistence.

Drive Human Behaviour

Why is it that we are all born with limitless potential, yet few people fulfill those possibilities?

Motivation can be experienced as either internal in the form of push motivation or external as in the case of pull motivationPush motivation is described in terms of biological variables originating in a person’s brain and nervous system and psychological variables that represent the properties of a person's mind.Pull motivation is understood as environmental variables that describe external sources of motivation, like incentives or goalsOur evolutionary history and our individual personal histories shed light on how our lifelong experiences shape our motives.

Types of Motivation

Needs are internal motives that energize, direct and sustain behaviour.They generate strivings necessary for the maintenance of life as in physiological needs, and for the promotion of growth and wellbeing as in psychological and implicit needs.The drive theory of motivation tells us that physiological needs originate in our bodies.As our physiological system attempts to maintain health, it registers in our brain a psychological drive to satisfy a physiological craving and motivates us to bring the system from deficiency toward homeostasis.

Drive Motivation

Goals, like mindset, beliefs, expectations, or self-concept, are sources of internal motives and are together referred to as cognition.As a cognitive mental event, a goal is a "spring to action" that functions like a moving force that energizes and directs our behaviour in purposive waysGoal setting translates into performance only when the goals are challenging, specific, and congruent with the self.Motivation at its best is spontaneous.Other factors such as ability and resources also influence performance, and there is no direct correspondence between goals and performance.

Goal Motivation

Emotions are considered motivational states because they generate bursts of energy that get our attention and cause our reactions to significant events in our livesThey synchronize four interrelated aspects of experience:<ul><li>Feelings</li><li>Arousal</li><li>Purpose</li><li>Expression</li></ul>Different emotions elicit different action tendencies

Motivation and Emotion

Personality theory and research show that we are, in fact, motivated in different ways based on our personality traits.A high level of a particular trait will often make us act as the trait implies: we will be more open to experience, conscientious, extraverted, agreeable, and neurotic.We will be motivated by different incentives, goals, and activities but also choose to be in different situationsIf we exhibit characteristics at one end of a personality dimension we will seek out, create, or modify situations differently than do individuals at the other end of the spectrum.

Motivation and Personality

Change is rarely simple or linear.It is difficult to find the motivation to engage in activities that are not intrinsically motivating.What we need is to move away from extrinsically motivated action, e.g., when we have to do something because we fear consequences, and toward introjected and fully self-determined regulation, where we value the new behaviour and align it with other aspects of our life.Stage-based approaches to behavioural changes have proven to be particularly effective in increasing motivation toward the pursuit of difficult and non-intrinsically motivating goals.

Motivation for Change

<ul><li>Abraham Maslow believed that all psychological problems stemmed from a lack of meaning and anxiety about these needs not being met.</li><li>He warned us that when we set low aims for ourselves and do only as much as necessary to be competent, we set ourselves up for deep unhappiness in life.</li><li>When his students shivered with weakness at the thought of becoming remarkable, Maslow would recall Nietzsche's idea of the law of eternal recurrence.</li></ul>

The Motivations Of Abraham Maslow

<ul><li>Positive psychology brings attention to the proactive building of personal strengths and competencies, and these cannot be bad for motivation</li><li>The good life consists of deriving happiness by using your signature strengths every day in the main realms of living.</li><li>A meaningful life adds one more component: using these same strengths to forward knowledge, power or goodness.</li></ul>

Happiness Motivation

Understanding the principles of motivation gives us the capacity to find workable solutions to real-world motivational problems.Studying and applying motivational science can also help us reverse or cope with impulsive urges, habitual experiences, goal failure, counterproductive functioning, negative emotion, boredom, maladaptive or dysfunctional development, and a fragile sense of self.

A Take-Home Message

Some of our motives are biological, while others have personal and social origins. We look at motivation and the drivers of human behavior.

Motivation and What Really Drives Human Behavior

the following article will shed light on what solving methods are useful and which behavior will help to achieve them

Introduction

• Less effectiveare forced solving or withdrawed solving - (command based) negotiating doesnt solves any conflict, it hardens the confrontation	• Collaborationcan be effective when theres no one forced or withdrawed	• Smoothingis not clearly less or more effective, played down differences can block solution finding for a temporary ease of the situation. on the other side it can be used to connect with the conflict counterpart emotionally. if one makes sure to trigger only positive emotions, it can possibly lead to a compromise.

Methods

Speed & Volume<ol><li>Slow Speed seems dumber while Fast Speed implicates not knowing something well</li><li>Low Volume sounds as you are unsure and High Volume can possibly provoke someone (dominant)</li></ol>

Voice

<ol><li>Try to use positive words, every word will have a little emotional impact that influences how competent you seem.</li><li>Replace forcing elements with less agressive ones. "We must" - "We should"</li><li>Show your counterpart that you understood his feelings and offer discussion on that part. "What do you think could help to be more relaxing instead of creating anger?"</li><li>Critical Points in your discussion can get softer when you use unspecific descriptions of ones identity - "Most people would find it difficult that...."</li></ol>

Vocabulary

Effective Conflict Behaviour

There are two different systems of thinking. Fast responsive and slow one, which we are considering as our true-self. <ul><li>Both systems are working unstoppable, regardless of our will.</li><li>Fast system is first in line to take action and it's completely out of our control.</li><li>Second system is being involved when we need to process more complicated tasks.</li></ul>

Two Sides Of Mind.

You don't need to think deeply to understand emotion of women on picture above. One glance is enough to predict next actions. Fast thinking did the work out of your will. 23 * 76 = ?You don't have the same ability to solve the followed equation. Though your brain automatically launch second system to work.

First Glance

Major New York Times bestseller Winner of the National Academy of Sciences Best Book Award in 2012 Selected by the New York Times Book Review as one of the ten best books of 2011 A Globe and Mail Best Books of the Year 2011 Title One of The Economist's 2011 Books of the Year One of The Wall Street Journal's Best Nonfiction Books of the Year 2011 2013 Presidential Medal of Freedom Recipient Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

Thinking, Fast and Slow

The goal gradient hypothesis posits that our efforts increase as we get closer to achieving a goal: when the reward is in sight, we feel incentivized to reach the finish line. Designers and decision-makers can effectively use goal gradients as a motivational tool.

Our perception of progress can impact our overall drive to reach a goal

<ul><li>The goal gradient hypothesis was first introduced by Clark Leonard Hull in 1932.</li><li>In 2006, researchers Ran Kivetz, Oleg Urminsky and Yuhuang Zheng followed up on Hull's work by testing the hypothesis on rats. Rats ran faster the closer they got to food rewards.</li><li>This phenomenon can also be observed in marathon runners who run faster once they reach the finish line.</li></ul>

The concept of a goal gradient

<ul><li>Goal gradients do not only impact our motivation but also impact how helpful or socially minded we might be.</li><li>Research suggests that the impact of a goal gradient can be affected by your power status.</li><li>Those who perceive themselves to be in a position of low social or professional power are more likely to be motivated by proximity to a goal.</li><li>Conversely, goal proximity may be of less importance to those who feel more powerful.</li></ul>

The impact of the goal gradient hypothesis

<ul><li>Offer a head start.</li><li>Track and acknowledge progress.</li><li>Break down milestones.</li><li>Customer loyalty can be encouraged by the insertion of small milestones on the way to the main milestone.</li><li>Celebrate micro-wins to make goals feel more achievable.</li></ul>

How you can motivate others to achieve their goals

Our perception of progress can impact our overall drive to reach a goal. The goal gradient hypothesis posits that our efforts increase as we get closer to achieving a goal.

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#behavior

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IDEAS ABOUT #behavior

Maslow's Hierarchy of Needs Explained

Motivation and What Really Drives Human Behavior

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Effective Conflict Behaviour

Thinking, Fast and Slow

Using the goal gradient hypothesis to help people cross the finish line

Bite-sized knowledgeto upgradeyour career

#behavior

TOP STASHERS

IDEAS ABOUT #behavior

Maslow's Hierarchy of Needs Explained

Motivation and What Really Drives Human Behavior

It's time to

READ

LIKE

A PRO!

Effective Conflict Behaviour

Thinking, Fast and Slow

Using the goal gradient hypothesis to help people cross the finish line

Bite-sized knowledge
to upgrade
your career