During the agile transformation of a bank in which I was participating, the challenge arose to convert certain roles to agility, for this together with the agile coaches team to which I belonged, we started the call for volunteers to the role of Scrum master. Our goal is to see how their motivations of the current role would change to the future. We designed an assessment of the role, which was composed of a description, skills and responsibilities. One of the variables we mediated was the motivations of the applicant. For that we use Moving Motivators that is one of the practices of management 3.0. We make a one-on-one encounter with people interested in the process.
What are moving motivators?
They are a game invented by Management 3.0 founder Jurgen Appelo, which seeks to reflect our intrinsic (internal) and extrinsic (external) motivation and how it affects organizational change. The 10 motivators (Champfrogs) are the following:
Curiosity: Workers have a lot of things to investigate and think about.
Honor: Workers feel proud that their values are reflected in the way they work.
Acceptance: Colleagues approve what people do and who they are.
Mastery: Work challenges people's competence, but is within their capabilities.
Power: There is enough space for workers to influence what happens around them.
Freedom: People are independent of others with their work and responsibilities.
Relationships: People have good social contacts with others in their work.
Order: Workers have enough rules and policies for a stable environment.
Goal: The purpose of people in life is reflected in the work they do.
Status: People have a good position and are recognized by their colleagues.
If you want to know more about the motivations you can see this video of the book Drive by Daniel Pink.
How I did it
He asked the participants to organize from left to right their motivations for the role they were currently playing.
(My intention is that they could see clearly what their current situation was, facing the next situation we raised)
Once their motivators were ordered, I asked them to tell me a little about their motivations. Mainly I focused on the first three and the last three.
After the conversation, I told them a bit about the role and skills we had worked with the organization.
Then, I asked them to organize from left to right from what motivated them the most to what motivated them the least (Here they could see a difference with their current situation).
In the third part we ask you to equalize (raise or lower, the motivators with this new role change)
Again, I started a conversation about the first three motivators, the last three and someone who went up or down with this new change.
What went well
What didn't go so well
I was able to perform the process about 15 times. People told us that they liked to generate a conversation about their motivations, in addition to seeing it as something light and easy to answer. They also commented that they liked the material to be well designed.