A Powerful Theory of Intrinsic Motivation

• Library: Positive Professionals: Creating High-Performing Profitable Firms Through Engagement (ABA) (2017 Ed.)

A Powerful Theory of Intrinsic Motivation

The next foundational element for our positive law firms is a powerful theory of motivation called self-determination theory (SDT). Don't be scared off by the theory's stuffy name or a concern that I'm trying to turn you into a touchy-feely therapist. (Or because SDT sounds suspiciously like a transmitted disease.) You won't need to braid anyone's hair or engage in group hugging. Many normal managers and teachers have learned to use this theory to boost motivation, well-being, and engagement. Below, I'll give you a nutshell explanation of what SDT is and then, in Part III, I'll explain ways you can immediately start using it in your law firm to boost engagement.

What Is Self-Determination Theory (SDT)?

The question that SDT seeks to answer is how our social surroundings help or harm our motivation, functioning, and well-being (Hardré & Reeve, 2009). According to the theory, we're all naturally inclined toward growth and well-being. Our continued growth toward optimal functioning depends on whether our social conditions thwart or help meet three basic needs: autonomy, competence, and connection (Deci & Ryan, 2014). All three needs qualify as Boost-ers—they can help boost engagement and curb burnout (Van den Broeck et al., 2016).

Also, it's helpful to keep in mind that SDT needs are evaluated based on each person's perception. For example, my competence need would be tested by questions asking whether I perceive myself as competent. A few typical survey questions measuring this need include "I feel competent at my job" and "I'm good at the things I do in my job." The same is true for the other two needs. A statement testing autonomy might be, "At work, I often feel like I have to follow other people's commands." One for connection is, "At work, I feel part of a group." Whether we subjectively believe that our needs are met determines whether they're met. Objective reality surely will influence this, but it's not determinative. I can feel like a dumb imposter even if I'm smart and accomplished. I can feel lonely even with many people around. I can feel coerced when others might have reacted otherwise. This means that a big part of a leader's job is influencing followers' perceptions, not just constructing objective reality.

Autonomy

1 "I'm the boss of me." Feeling that our lives are governed by our own choices and that we're not controlled (or bossed around) by others.

Competence

2 "I'm effective." Feeling confident in our ability to master new skills.

Connection

3 "People care about me and I belong here." A desire to have a sense of belonging and feel that you care about others and they care about you.

Fulfilling Basic Needs Generates High-Quality Autonomous Motivation

SDT next seeks to explain how the three needs are linked to...