Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts

Friday, January 15, 2016

Technology Growth cycle

The a positive growth cycle consists of the following.

Information -> opportunity -> recognition -> freedom -> Identifying new leaders

New leaders bring in new ideas and the positive growth cycle continues with renewed energy,new information and new direction.

The a negative decline cycle consists of the following.

Hiding Information -> avoiding opportunity -> looser tagging -> slavery -> Identifying zombies

Zombies bring in dull ideas and the negative decline cycle continues with negative energy, useless information and no direction but total stagnation.

A cycle path a company takes solely depends on leaders.

A great leader have an enviable knack of identifying another generation great leaders and grooming them. If the grooming of a good leader by a great leader is not complete and the good leader takes over the company then next generation leader we can only expect to be an average one and the next generation will be below average one and the decline cycle continues till something big happens that shakes up the complete system. Either the company dies or survives really big.

So what is the first positive step in the positive growth cycle

1) Information: At an organization level the concept of information implies, standards and transparency. A junior-most staff need not have to struggle with a problem of who and where approach for the solution. If it is regarding a purchase, he just need read the procedure and just do as required. The standards are also important, one day at one place one procedure is pfllowing another at at some other place another procedure is followed. This is not acceptable. Also the transparency in mandate and goals bring the platform where projects are synchronized and synergy exists in multiple project teams.

Information sharing: If the meetings lead to good quality of brainstorming with WHY WHAT WHO WHEN, without the personal and team egos colliding something innovative may come out.

2) Opportunity:The opportunity to prove oneself should always be there and an equal platform available to all the deserving employees.In the process of Information sharing one may come up and say " For you, it looks impossible-I will do that !'

3) Recognition:The peer review needs to able to really appreciate the quantity and quality of work and results delivered within the constraints by an individual and a team.
4) Freedom:Team needs freedom to work for innovation to happen and so conducive environment with freedom to work needs to be in place for growth to happen. Team culture needs to be promoted with projects handled by large teams with collective responsibility and an option to remove a team member. The critical component of trust and inter-dependence needs to be built in with freedom culture.
5) Identifying new leaders: Grooming next generation of leaders is critical for the sustained growth of the company. Having one genius and the rest to follow his orders will lead to a situation of headless family when genius leaves the company.


The a negative decline cycle consists of the following.

1) Hiding Information:
2) Avoiding opportunity:
3) finger pointing:
4) Slavery:
5) Identifying zombies:

The individual growth levels:The competency domain emphasized that one checks at individual levels so that the individual grows with the company.  

1.Junior Level: Information management: Has the person the ability to comprehend the requirements, analyze the sea of information and reach a conclusion? The one who is able to question the design approach or a standard is considered competent enough to come up with a design proposal and convince and win an opportunity. If the person accomplished this challenge then an opportunity is provided.

 2.Senior Level: Opportunity management: Is the person competent enough to deliver results when a challenging opportunity is provided, within specified constraints and under the guidance of a mentor?  

3.Recognition: After consistent delivery of results, the work stands out in peer review and is wins appreciation.The person develops a core area of expertise and respected for knowledge and experience he shares with public forums.

4.Freedom: Team leader: The recognized expert is encouraged to be a guide, mentor and a team leader. The team leader has complete freedom of choosing the resources and delivery. At this level the competency that is judged is not only delivery of results but grooming of next generation of leaders in the long run.The flexibility to work with anyone is key to identify the next generation leaders.

5. Identifying new leaders: The person who delivers consistent results, mentors a team in an area of expertise, manages projects and also is identifying new leaders, is the key criteria for promotion. The new leaders groomed under him takes up new projects and handle teams and deliver results independently without any guidance.


Thursday, October 1, 2015

How to make a Design proposal

How to make a Design proposal


A proposed format:The what, why, how, who and when of a proposal


1. Objective: What to do 


1.1. A vague proposal: I will build a slimmest coolest and fastest phone on earth

1.2. Better one: I will build a 5mm x 50mm x 100mm phone with a snapdragon 1GHz quad-core processor

1.3. Clear Objective: Clarity on What to do


2. Purpose: why we need to pursue this proposal 


2.1. Vague : It will be the cheapest and largest selling phone in the market

2.2. Better: It will be a under 1000/- rupees phone and expected sales of more than 1 million pieces within six months of launch

2.3.Cause: It will help realize the dream of digital India


3. How: how will you do it

3.1. Budget: 100 crore rupees (including a pay of 1 Lakh/person per month for 25 persons for six months = 1.5 crore rupees


3.2.Team of 25 people: Display, Software and enclosure development:25 crore rupees

3.3. Outsource the motherboard design and fabrication : 50 crore rupees


3.4.Testing: 10 crore rupees

3.5.Marketing: 5 crore rupees

3.6.Contingency fund: 10 crore rupees

3.7.Time to market: 180 days from date of project approval

3.8. How: Have a clear design document


4.Who: the project manager and team leader


4.1. Who: the project manager: Minimum 20 years design experience with a minimum 15 years of service left ( Age: less than 45 years)


4.2. Who: the team leader: Minimum 10 years design experience with a minimum 25 years of service left ( Age:
less than 35 years)


4.3. Who: the team members: Engineering post graduates with minimum 6 months of design experience with a minimum 35 years of service left ( Age:
less than 25 years)


4.4. Who: clearly define the expected team profile


5.When: Milestones with time-line


5.1. Market survey and literature review-15 days


5.2. Design and planning: Project document finalized: 15 days


5.3. Negotiations and Design finalization with YZX: 15 days


5.4. Parallel S/W and H/W development: first prototype: 30 days


5.5. Integrated final design: 30 days


5.6. Testing and modifications: 30 days


5.7. First phase Production: 15 days


5.8. Market launch and feedback: 30 days


5.9. Full scale production on success


5.10. When: Clearly define milestones with time line



6.Management style:T
he amount of incentive, based on standard broad guidelines of the organisation and the applying conditions are  decided and accepted by all team members before the start of project.


6.1.Collective team responsibility: No incentive to anybody if the project fails.The final answer is Yes or No, nothing in between.

6.2.Collective team leaders responsibility:  No incentive to any team leaders if the project fails.The final answer is Yes or No, nothing in between.

6.2.1. The team leaders decide the incentives for his/her team members for the pre-decided tasks.

6.2.2. The pre-decided tasks are independent modules and all team and their members need not be working together.

6.3. The project director's responsibility:  No incentive to the project director if the project fails.The final answer is Yes or No, nothing in between. The team leaders and team members get theirs as per their delivery of pre-decided tasks.

7. Online task priority management

7.1.The online tool to handle the individual and team task responsibility, priority and delivery schedule.

7.2. The complete project divided into components of work  for three months and team and individual responsibility.

7.3. Each individual and team with a maximum of three clear objective responsibility with three months deadline and priority. 

7.4. The task priority can be changed  or one task modified/added/deleted once in a month. 

7.5. Quarterly delivery of tasks, status and reports for projects than run for more than one year.
 
Disclaimer:All the above mentioned questions may be not answerable for all types of projects but the most important question is WHY you should do it, WHY you should pursue needs to be answered convincing to the team involved for a sense of PURPOSE and belonging.This will make the team self-driven and no carrot and stick policy will be required.

Tuesday, July 14, 2015

Teamwork a handicap for most Indian executives: Study

In a global survey by YSC, only 17% of Indian executives had a strength in teamwork compared to 30% of Chinese and 28% of Americans, with the global average being 24%. More importantly, 24% of Indian leaders had a weakness in teamwork by far the highest figure globally. On the other hand, only 5% of Chinese executives and 6% of Americans had a weakness in team work, with the global average being about 8%. This difference, according to Gurnek Bains, founder and chairman, YSC, one of the world's leading corporate psychology consultancies, is highly statistically significant.

This revelation comes at a time when several Indian managers are placed in plum postings at multinational firms across the world. Some are even placed in top leadership levels. Every year, Indian subsidiaries of multinational firms export talent from here to other parts of the world, a trend that has only grown strong in the last decade. However, being weak on teamwork may pose certain a hurdle for some of these executives looking to make a mark at a global leadership level.


Indian leaders based in high ranking global positions believe the desire to demonstrate individual accomplishments and achievements detracts Indian executives from the team experience. In other cultures, including in the US, tremendous value is placed at a very early age on team work. Experts said the realization has begun to dawn that this facet in Indian psyche needs to change.

"Our search shows Indian leaders have huge levels of drive. They are really ambitious, achievement oriented on which Indian executives get some of the highest scores in the world. They are strong thinkers, intuitive and flexible compared to a lot of people in Europe, for instance. Our leaders also tolerate diversity more naturally given that we are a country of multiple Gods, multiple of traditions and multiple voices. But team working is relatively poor in some of the Indian executives," Bains told TOI on his recent visit to India.

Bains and his team at YSC looked at over 1,500 in-depth senior executive reports from around the world — 200 from each of the seven big regions — to arrive at these findings, which reveal that Indian executives moving into global roles need the requisite coaching on teamwork.

Rohini Anand, senior VP and global chief diversity officer, Sodexo, said, "While many Indian leaders have the knowledge and technical experience as well as other leadership attributes like being strategic and able to communicate, they are often socialized in the family and in the education system to compete and excel based on their individual accomplishments and academic scores. This desire to demonstrate individual accomplishments and achievements detracts from the team experience."

Anand, who has been based in global roles for several years now, said Indian managers need to be introspective to recognize that their deep rooted behaviors may not be serving the team well. With the cognitive intelligence that Indian managers possess, Anand said they can make the transformation by focusing on the emotional intelligence to lean into the team work and collaboration expected of global leaders. This can be achieved through mentorship and coaching.

Given that too much stress is laid on individual performance in the corporate world where rewards and recognition is skewed towards individual performance, managers become weak on teamwork. Organizations have suffered the consequences of a candidate being brilliant at the individual level failing totally as a team worker or a true leader. "People compete with one another in the same organization rather than collaborating. Possibly time has come when bonuses, increments and promotions need to be focused more towards collective rather than individual performance," said Ronesh Puri, MD, Executive Access India, an executive search firm.

However, Indian talent continues to be in demand for global jobs because of the strengths they possess. YSC's survey shows that 46% of Indian leaders show a strength in achievement drive, which is the second highest figure globally. 40% of Chinese leaders, 35% of US leaders and only 20% of European leaders had a strong achievement drive, with the global average being 42%.

On intellectual flexibility and openness, 33% of Indian leaders have a strength, contrary to the global trend which shows that this was the second most pronounced weakness of global leaders, with 37% having a development need.

On strategic thinking, 24% of Indian leaders have a strength compared to 24% of US leaders and only 15% of Chinese leaders. European leaders were strongest in this area, with 29% being strong in this area. The global average is 17%.  


-TOI

Saturday, September 28, 2013

How Jack Welch Brought GE To Life

Perhaps no other chief executive officer is more celebrated--some would add feared--than John Francis Welch Jr. The name of the General Electric Co. chairman routinely graces lists of the best, the toughest, the smartest bosses in Corporate America. In just over a decade, Jack Welch has transformed the GE bureaucracy, with its love for systems and planning, into a keenly competitive, even nimble, $60 billion-a-year growth machine. While the thousands of attendant layoffs haven't been easy to watch, sales and profits have handily doubled in those 10 years.

Who, then, is Jack Welch? And how did he do it? Those are questions that veteran Time writer Robert Slater answers in The New GE: How Jack Welch Revived an American Institution. More than just a lively rehash, The New GE benefits from four interviews with Welch on why he ignored the old wisdom that if it ain't broke, don't fix it.

Back in the 1970s, what Welch saw as Reginald Jones's would-be successor was a shiny, prosperous-looking facade hiding some rather rusty pipes. Under Jones, GE had become a sprawling, diversified company with annual profits surpassing $1 billion. But many of GE's businesses were either growing too slowly or not at all, and the company was saddled with a plodding culture that thwarted fresh thinking. Welch's proposed remedy was a streamlining of GE into a dozen or so high-growth units. Later, levels of management would be chopped, "speed bumps" between functions flattened.

For all Welch's vision, Slater notes, he was an improbable choice for CEO. At 45, not only would he be GE's youngest chairman ever, but he seemed too rough around the edges for the buttoned-down atmosphere at GE's Fairfield (Conn.) complex. Two factors helped: his technical background (a PhD in chemical engineering) and his appreciation for the rise of global competition.

Welch also knew how to make businesses grow. As a technician, young Welch and his team found that adding polystyrene to a hard-to-form polymer would make a plastic that was easily shaped and commercially viable. That product, Noryl, was a breakthrough in using plastic to replace metals in automotive and industrial applications. Plastics, a $40 million-a-year unit in 1968, is a $5 billion one today.

Such entrepreneurial fire stood Welch in good stead as he moved up the ladder, boosting the performance of the medical-technology unit and switching GE's finance arm from its dependence on equipment financing toward more sophisticated and profitable services.

Also, Welch was always tough, having grown up working-class in Peabody, Mass., where he roughhoused with friends in a rock formation they called The Pit. Welch recalls that fights were "a way of life." A former GE exec told Slater: "You can't say hello to Jack without it being confrontational. If you don't want to step up to Jack toe-to-toe, belly-to-belly, and argue your point, he doesn't have any use for you."

Welch expresses little regret at all the upheaval he created. In fact, he suggests to Slater that he may have moved too cautiously. For example, Welch wanted to get GE into food and pharmaceuticals but couldn't find good deals. Even so, Welch's GE stands apart from other corporate behemoths. GE's early-1980s life crisis--spurred by Welch--may have spared it the ignominies that have befallen IBM and General Motors.

But some of Welch's ideas have seemed less than 1,000-kilowatt. He stumbled badly with his purchase of the Kidder, Peabody & Co. investment firm (though the buy may yet prove astute). And blending NBC Inc. into the GE culture has been anything but smooth. From the start, in 1985, Welch treated the network like any other GE division. NBC might throw off lots of cash, but why, the bean-counters in Connecticut wondered, did an NBC finance drone get paid twice what the post might pay in Jet Engines, and why couldn't NBC News even come up with a budget plan?

No, Welch could never be accused of being sentimental. Asked by Slater about the 1984 sale of GE's venerable housewares unit--a move lamented by old GE hands--Welch replied bluntly: "In the 21st century, would you rather be in toasters or CT-scanners?"

He may well be around to see if he was right. At 56, Welch is still a decade shy of retirement. Much of his time these days is spent planning a cultural revolution to spur creativity among GE workers that could prove even longer-lasting than the one Slater documents.

This transformation probably won't be easy to watch, either. Already, one of Welch's favorite ways to prod workers is to engage them in one-on-one, no-holds-barred dialogue at the company's training center in Crotonville, N.Y. The name of the forum in which such professional combat takes place? The Pit.

TIM SMART 


Twelve lessons from Jack Welch’s leadership style

When Jack Welch took over GE in 1981 and became the youngest CEO in GE’s history, the legendary leader made a resolution to transform GE into the world’s most competitive enterprise. Welch is a strategic thinker, business teacher, corporate icon and management theorist. If leadership is an art, then surely Welch has proved himself a master painter. With his unique leadership style and character, Welch made history during his 2-decade journey at GE. While most leaders talk a good game on leadership, he lived it. In this article, we feature Welch’s 12 lessons and how they contributed to the largest corporate makeover in history. 
 
LEAD, Not MANAGE
 
Welch doesn’t like the term ‘manage’. To him, it conjures up negative images, such as ‘keeping people in the dark’ and ‘controlling and stifling people’. Welch’s goal is to lead, create a vision and make people passionate about their work. Leadership, according to Welch, can be found in anyone as long as they contribute, come up with good ideas and can energize, excite and inspire rather than enervate, depress and control. 

Below are tips to become a great leader like Welch:
· Articulate a vision and lead others to execute it
· Don’t manage very little details
· Involve everyone and welcome great ideas

GET LESS FORMAL 
 
When people voice their ideas, or call him ‘Jack’ instead of ‘Mr. Welch’ or when his Work-Out process is utilized, the corporation gets less formal. Jack doesn’t wear ties to work, he often holds informal meetings and encourages everyone to lighten up. Informality inspires people to have more ideas and it is one of the keys to GE’s success.
How can we get less formal?
· Brainstorm with colleagues and bosses
· Hold more informal meetings
· Consider occasional informal get-togethers

Don’t TOLERATE Bureaucracy, BLOW it Up!
 
Bureaucracy, the cancerous element of an organization, can create waste and slow the decision making process, leading to unnecessary approvals and procedures that make a company less competitive. Welch stressed that each employee should work on getting rid of bureaucracy every day. Bureaucracy can be the most stubborn disease, but we can simplify and remove complexity and formality to make a company more responsive and agile.
To ‘kick’ bureaucracy and simplify things:
· Drop unnecessary work
· Work with colleagues to streamline decision making
· Make your workplace more informal

Face REALITY. Stop Assuming
 
When Welch joined GE, the company was assumed to be in good shape, but Welch saw a sinking ship and many troubles-the company was losing its market value and there was too much bureaucracy. Instead of ‘kidding himself’ and assuming that things would improve, Welch made a resolution and created a “face reality” decree. He laid out strategies and initiatives that made things better.
Here are suggestions to help us see things as they are and not to ‘assume’:
· Look at things with a fresh eye
· Don’t fall into the ‘false scenarios’ trap
· Leave yourself with several options

SIMPLIFY Things
 
Welch didn’t think business had to be complicated, thus, his goal at GE was to de-complicate work. He developed and initiated a signature program that made GE a simpler organization. To Welch, business can be exciting and simple, without jargon and complexity.
Isn’t simplifying things great? It allows our organizations to move along faster. Let’s try Welch’s advice:
· Simplify the workplace
· Make meetings simpler
· Eliminate complicated memos and letters

CHANGE- An Opportunity, Not a Threat
 
When Welch joined GE, many didn’t understand why he needed to make changes. They saw things as ‘a bed of roses’, while Welch saw the reality and faced it. He initiated the necessary changes to make GE a far more flexible and competitive organization. He made ‘change’ a part of GE’s shared value. Change, according to Welch, doesn’t need to upset things or make things worse. It can mean opportunities, good ideas, new business or new products.
So, what are we going to do to cope with change?
· Know that change is here to stay
· Expect the least expected, but move quickly to stay a step ahead
· Prepare those around you for the inevitable change that will affect their lives
Lead by Energizing Others, not Managing by Authority
Leadership does not mean control or command. Welch called his leadership ideal ‘boundaryless’, which means an open organization, free of bureaucracy and anything that prevents the free flow of ideas, people and decisions. He did not support the ‘i-am-the-boss-and-you-will-do-what-i-say’ style. He preferred inspiring others to want to perform.
To make others passionate about doing their jobs:
· Never lead by intimidation
· Let others know exactly how their efforts are helping the organization
· Send handwritten thank-you notes to colleagues and customers

Defy, not Respect Tradition
 
As the ‘heir’ of the world’s most sacred corporate institutions, Welch had a choice of whether to respect the company’s tradition and long-standing reputation for excellence or defy a century of history, rocking the existing boat. Welch made the riskiest move - defying most every aspect of the company’s history to make GE the most competitive enterprise in the world. To him, what worked in the past would not necessarily work in the future.
Let’s look at Welch’s tips for success:
· Hold a ‘why do we do it that way?’ meeting
· Invite colleagues from your department to contribute one idea on changing something important at the company
· Don’t be afraid to buck conventional wisdom

Don’t Make Hierarchy Rule, but Intellect
 
Welch thinks it is a horrible way to run a business when managers rule and the staff listen and do what the managers say. To him, it prevents good ideas and creative solutions to problems. Welch believed business is about capturing intellect and that the organization must encourage people to articulate their ideas and solutions. To do so, Welch turned GE into a learning organization in which ideas and intellect rule over tradition and hierarchy.
How we can immerse ourselves in learning?
· Spend 1 hour per week learning what competitors are doing
· Offer a reward for the best idea
· Work for organizations committed to training and learning
Pounce Everyday, Don’t Move Cautiously
In today’s lightning-paced competitive arena and wired world, Welch knows there is no time to deliberate or consider thoughts. He wants his employees to ‘pounce everyday’, move faster than competitors to win business, please customers and snap up opportunities. His strategies were to remove the shackles from employee’s feet so they could move quickly.
How to live this edict?
· Live with a sense of urgency
· Make decisions faster
· Work harder

Put Values First, not Numbers
 
Certainly Welch cares about the numbers, but he doesn’t want to spend too much time on figures and not enough time on values. GE’s values are not based on antiquated ideas about etiquette and proper behavior. Instead, the values include pleasing customers, disdaining bureaucracy, thinking globally and being open to ideas.
To balance the attention of numbers and values:
· Don’t harp on the numbers
· Lead by examples
· Let values rule

Don’t try to Manage Everything, Manage Less
 
This means no micro managing details. Companies should encourage their employees to have their own opinions and think for themselves. Welch believes it is the responsibility of the company to provide the tools and training employees need to perform their jobs better. In the end, it is the manager’s job to create the vision and let their team act on it. It is best to stay away from ‘over management’.
To avoid being a micro-manager:
· Don’t get bogged down in meaningless details
· Manage less
· Empower, delegate, get out of the way

Source: The Welch Way 
 

The General Electric Turnaround: Why We Can’t All Be Jack Welch!

Jack Welch is perhaps the world’s best known improvement guru. His transformation of GE not only took genius, it took guts and determination to convince a company that was doing pretty darn well that it had to do better. Not an easy sell! But he did push GE from “Good” to “Great” and became a legend in the process.  In the 20 years that Jack led GE’s, revenues rose from $30 to $130 billion and company value went from $14 to $410 billion. Quite an impressive record! Not surprisingly, each of us would like to be the next god of corporate improvement, and follow in Jack Welch’s footsteps. That may not necessarily be such a good idea.

 First, those footsteps were made by some pretty big shoes. There are more corporations than there are genius CEOs. Second, the unique combination of genius and opportunity that drove Welch’s doesn’t come by every day. The uniqueness of Welch’s success was a reflection of the uniqueness of GE itself. Today’s blog takes a look at when we can and can’t apply the GE model.

Whenever I hear a discussion about Jack Welch and GE, the discussion always turns to removing the least productive 10% of the organization. If you’re a one f the world’s super brands, replacing staff may not be a big issue. If you’re a smaller firm with less brand recognition, recruiting top talent from better known competitors may already be your greatest challenge. Let’s take a look at details of the GE transformation and see which parts of it are transferable to your specific firm!

Are you a conglomerate of businesses? A really critical piece of information in understanding GE was that it contained a large number of essentially independent businesses. Before Welch arrived, GE operated a vast number of businesses. Not surprisingly, some businesses were not world leaders. Some might undergo  improvement, but others would continue to be under performers…… perhaps because they were in markets with declining profitability. Businesses that were never going to be #1 or #2 in their filed had to go.  And that’s just what Welch did. He sold or closed business units that could not be exceptional.

If your firm is a conglomerate with many businesses, culling your businesses is a good place to start. Independent business lines can be closed without impacting other parts of the firm. If your firm only produces a single product (or a limited number of products) this may not work. Units within a larger business might be shut down, but that could affect its operations. You might outsource an expensive or unproductive process to reduce the drain on profitability. That’s a step in the right direction, but it falls short of shutting down a group; it especially fails to release management resources that can be focused on more productive product lines.

Is there too much bureaucracy or too little structure? When you’ve worked in a big firm, you understand how crippling bureaucracy can be. Conversely, working in a smaller firm can mean negotiating and then developing new policies and practices every time a new situation arises. Clearly, Welch had to deal with an advanced and entrenched bureaucracy. Lifting this constraint was a key to his strategy. When Jack Welch took over GE when it had more than 400,000 employees spread around the world. Not surprisingly, that meant a lot of confusing and contradictory regulations and rules. But what if you are not one of the world’s largest firms? Instead of dismantling bureaucracy your firm may be focused on building it… writing policy, training staff, measuring adherence to standards, establishing gatekeepers, and installing controls.

In a firm that is still in its early growth stages, or has recently gone through a merger or an acquisition, the process of establishing controls could be far more important than the elimination of restrictions. Most firms battle to do both, getting rid of restrictions where they are not needed, while adding them where they can be of value. Because GE was well established and self-satisfied, removing restrictions was more important to Jack Welch. For the rest of us, the removal of restriction is a slower process. Without the lure of a specific business plan, a corporate reformer has little leverage to remove barriers to productivity.

You have the firm’s attention, where will you lead them? Welch needed to shake things up. GE was profitable, but it could be far more profitable. Welch’s actions gave a slightly drowsy firm a good shake. Not enough to harm, just enough to invigorate. Welch wanted GE to be #1 or #2 in every business, requiring an alert staff to deliver their maximum effort. Contrast this with managers promoting “change for change’s sake.” These managers want to see changes, but are vague about their goals and the rewards for those who deliver it. The result is churn without direction, and often without measurable results. No firm should settle into stagnation, but before you order a firm to rev up its engine, you need to know where you are headed. Without that direction, managers expend energy and workers work harder, but long-term goals are not achieved.

Churn vs. improvement: As I said before, people most often remember Welch’s ongoing removal of the bottom 10% of their staff. Continuous improvement makes sense. Getting rid of lower performing workers makes sense. But cutting staff without a well-defined plan doesn’t make sense. Before you start cutting staff, you need the plan for the new organization. Individuals today who might not be considered the top performers might be the best for the new organization. Likewise, today’s top performers might not  all want to be in the new organization. You need to define the new organization, and your staff needs to see that plan. When you go to the market for new employees, the best workers will be hard to find if your firm develops a reputation for arbitrarily terminating staff. If you genuinely want higher performing staff, you shouldn’t be too surprised if better performing workers cost more than their under performing predecessors. These costs can be dealt with in a business with rising revenues and profitability. But what if you don’t have a business plan that will deliver greater profitability? Approvals for higher salaries will be difficult to justify, and even harder to approve.

Reward performance: If improvements are being delivered, what happens to the top performers? They get rewarded… a lot! While the bottom 10% is cut, the top 20% is heavily rewarded. The spectacular rise of GE provided money for rewards. If your organization does not significantly improve profitability, how will these performers be rewarded? When your staff (and the market) continues to work harder than the staff at competing firms, your best workers will leave. Of course, compensation is just one of the factors in worker loyalty. If your firm has a spectacular reputation, there is a value to having your name on a resume. Google is known for the world-class  chefs at it (free) cafeteria, and for its other “social” programs. If you don’t have the top reputation in your industry or the best benefits, you can expect a higher premium in compensation to attract the best talent.

How does it all fit together: GE was a unique  firm in a unique  position. Jack Welch carefully leveraged the tangible and intangible assets of GE to recruiting and retaining staff. To keep up with his transformational goals, Jack’s plan required the termination of over 112,000 employees in the first five years of his tenure as CEO (25% of the firm’s staff). In most firms, this level of change (and risk) could not be sustained… unless the business plan has an equally massive benefit. If your organization is driving change, is that change part of a singular corporate goal? Does that goal cascade across your firm to deliver staff and procedural changes? If you want improvement on the scale that Jack Welch drove, you need to line up these five factors…
  1. A”BIG”  business goal: Different improvement philosophies use different names, but let’s call this the “big idea.” You need a big idea in order to drive big changes. Even without a top-level  plan, change can (and does) happen. But the degree of change will be more limited. Your plan will be stopped by more internal gatekeepers because they have not been told by their managers that your plan has priority over their role as “protectors” of the organization.
  2. Fewer businesses: If you did nothing more than get rid of businesses that lose money and cannot quickly be made profitable, your firm would be improved. Not all firms have multiple lines of business, but whatever change your plan is driving must free up some of their time so that they can deal with the “big idea.”
  3. Churn in staff: Every firm has a unique brand. The stronger the brand, the more you can churn your staff and still attract the best talent. But don’t just churn your staff, use turnover to move towards a new model. If you turn your group into a dynamo of productivity, but you have no new goals for your re-invigorated staff…  you may just create boredom that undermines productivity.
  4. Reduction of bureaucracy: Lastly, you need to sweep away unnecessary bureaucracy so that the new organization can be agile and effectively pursue new opportunities.
  5. Rewards: Not just the top officers, but all the top performers who drove change needs to share the rewards.
We can’t all be Jack Welch, nor should we all try. Jack’s model for change requires a powerful business goal that the entire firm can follow. Perhaps you can use just a small part of the GE model, but it is a self-supporting model that requires the support of more than a single business group to make it successful. When all of these elements work together, you just might be able to be the next GE, at least that’s my Niccolls worth for today!

-Niccolsanddimes

 

 
 

Monday, July 1, 2013

'My leadership model is a jazz band. Let people do their thing'

The story goes that at 17, Mumbaikar Vivek Ranadive camped outside the RBI governor's office until they authorized the $50 he needed to get through one semester at the Massachusetts Institute of Technology. The 55-year old CEO of Tibco Software Inc, a $4-billion software company, showed the same resolve while bidding for basketball team Sacramento Kings. The first person of Indian descent to own an NBA team, he tells Ruhi Batra his plans for the game in his birth country and why he set up TopLink, a Facebook for the rich and famous.
You're a software entrepreneur, and now majority owner of an NBA team. Why get into a new game?
I got a taste of what it means to be an owner when I was co-owner and vice-chairman of the Golden State Warriors (another NBA team). But there were a number of factors that led to my becoming an NBA team owner. I'm a huge sports fan but till a few years ago I had never even touched a basketball. It changed when I had to coach my daughter's basketball team. I fell in love with the game and the girls did incredibly well. I believe that basketball is the greatest sport on earth. It is THE premier show of the 21st century. It doesn't need a lot of space, just a rectangular floor with baskets at either end. You can play it inside or outside. To me, basketball is a metaphor for all things in life.
It's actually interesting how I came to own Sacramento Kings. Steve Ballmer, Microsoft CEO, was leading a group of investors in an attempt to relocate the Kings to Seattle. I feel a lot of gratitude towards the State of California, who asked me if I could help keep the team in Sacramento. (Sacramento Kings are the only team in the major professional North American sports leagues located in Sacramento). I had to give up my stake in the Golden State Warriors, but this was too good an opportunity to miss.
A team owner of Indian descent can help the NBA push the game in India. Are you planning to work in tandem with them on that?
David Stern, NBA commissioner and Heidi Ueberroth, president of NBA International, are extremely focused on India and I fully expect to be involved in spreading the game there. I've already planned a few activities, like exhibition games in Delhi and Mumbai. Maybe have Sacramento Kings play another NBA team or maybe a team from Spain or China. Things will start rolling out in the next 12-18 months. I'm really excited about the potential of basketball in India.
You've said in the past that you love to hire prima donnas because they deliver great value when they have the goods to back it up.
Show me a company where everyone gets along and there's no friction and I'll show you a company that's going down. My industry, which is software, is packed with geniuses, creative people. And they will have egos. The job of a leader is to pull all of them together. It's like a basketball team. You have five gifted players and they will all have egos. And why not?
So you apply your learnings in business to sport.
The e-model that I've always believed in is that not everyone marches to the same beat. I follow more of a jazz model, where I make everyone feel important and let them do their thing. It's like a jazz orchestra where there's a bit of everything. My model of leadership is based on a jazz band because the same rules apply in business too. You get the best people, give them their freedom. Let them improvise and they will deliver.
You set up TopLink, a private social network for the powerful and wealthy. How did that happen?
It really was borne out of conversations with people at (the World Economic Forum) Davos. Japanese PM Yoshihiko Noda couldn't have prevented the tsunami but he could've stopped what happened after it. He told me that had he met or spoken to the right people he could've helped his country and his people recover a lot faster. My thought process is, the right information at the right time at the right place makes the world a better place and this should include the right people as well. If people could collaborate with each other, they could help millions. They could prevent epidemics or prevent markets from collapsing. TopLink is a just a tool to facilitate co-operation and collaboration between global leaders in a secure fashion. I know it has been positioned as a Facebook for the rich and powerful but really it's a platform for people to get ahead of the curve, to change the world, make it better.
The prime objective of the network is still business, isn't it?
Business isn't the primary objective but it was launched at the WEF at Davos where global leaders will always have agendas.

Thursday, May 23, 2013

Creating the best workplace on earth

    Rob Goffee
    Gareth Jones

These six things can make ‘the organisation of your dreams’ — an organisation that operates at its fullest potential.

Suppose you want to design the best company on Earth to work for. What would it be like?
For three years we’ve been investigating this question by asking hundreds of executives in surveys and in seminars all over the world to describe their ideal organisation. Many of their answers were highly specific, of course. But underlying the differences of circumstance, industry and individual ambition we found six common imperatives. Together they describe an organisation that operates at its fullest potential by allowing people to do their best work.
We call this “the organisation of your dreams.” In a nutshell, it’s a company where individual differences are nurtured; information is not suppressed or spun; the company adds value to employees, rather than merely extracting it from them; the organisation stands for something meaningful; the work itself is intrinsically rewarding; and there are no stupid rules.
Let people be themselves
When companies try to accommodate differences, they too often confine themselves to traditional diversity categories — gender, race, age, ethnicity and the like. These efforts are laudable, but the executives we interviewed were after something more subtle — differences in perspectives, habits of mind and core assumptions.
The ideal organisation is aware of dominant currents in its culture, work habits, dress code, traditions and governing assumptions but makes explicit efforts to transcend them. We are talking not just about the buttoned-down financial services company that embraces the information technology guys in shorts and sandals, but also the hipster organisation that doesn’t look askance when someone wears a suit. Or the place where nearly everyone comes in at odd hours but that accommodates the one or two people who prefer a 9 to 5 schedule.
Transparency
The organisation of your dreams does not deceive, stonewall, distort or spin. It recognises that in the age of Facebook, WikiLeaks and Twitter, you’re better off telling people the truth before someone else does. It respects its employees’ need to know what’s really going on so that they can do their jobs, particularly in volatile environments where it’s already difficult to keep everyone aligned and where workers at all levels are being asked to think more strategically.
You’d imagine that would be self-evident to managers everywhere. In reality, the barriers to what we call “radical honesty” — that is entirely candid, complete, clear and timely communication — is legion.
The reluctance to be the bearer of bad news is deeply human, for instance, and trade secrets will always require confidentiality. And we don’t want to suggest that honesty will necessarily stop problems from arising, particularly in highly regulated industries that routinely find themselves under scrutiny.
We maintain, though, that executives should err on the side of transparency far more than their instincts suggest. Particularly today, when trust levels among both employees and customers are so low and background noise is so high, organisations must work very hard to communicate what’s going on if they are to be heard and believed.
Magnify people’s strengths
The ideal company makes its best employees even better — and the least of them better than they ever thought they could be. In robust economies, when competition for talent is fierce, it’s easy to see that the benefits of developing existing staff outweigh the costs of finding new workers. But even then, companies grumble about losing their investment when people decamp for more-promising opportunities. In both good times and bad, managers are far more often rewarded for minimising labour costs than for the longer-term goal of increasing workers’ effectiveness. Perhaps that explains why this aspiration, while so widely recognised and well understood, often remains unfulfilled.
Elite universities and hospitals, Goldman Sachs and McKinsey, and design firms like Arup have all been adding value to valuable people for a very long time. Google and Apple are more recent examples. They do this in myriad ways — by providing networks, creative interaction with peers, stretch assignments, training and a brand that confers elite status on employees. None of this is rocket science, nor is it likely to be news to anyone.
But the challenge of finding, training and retaining excellent workers is not confined to specialised, high-tech or high-finance industries. We contend that the employee-employer relationship is shifting in many industries from how much value can be extracted from workers to how much can be instilled in them. At heart, that’s what productivity improvement really means.
Stand for more than shareholder value
People want to be a part of something bigger than themselves, something they can believe in. “I’ve worked in organisations where people try to brainwash me about the virtues of the brand,” one seminar participant told us. “I want to work in an organisation where I can really feel where the company comes from and what it stands for so that I can live the brand.”
It has become commonplace to assert that organisations need shared meaning, and this is surely so. But shared meaning is about more than fulfilling your mission statement — it’s about forging and maintaining powerful connections between personal and organisational values. When you do that, you foster individuality and a strong culture at the same time.
Show how the daily work makes sense
Beyond shared meaning, the executives we have spoken to want something else. They seek to derive meaning from their daily activities.
This aspiration cannot be fulfilled in any comprehensive way through job enrichment add-on. It requires nothing less than a deliberate reconsideration of the tasks each person is performing. Do those duties make sense? Why are they what they are? Are they as engaging as they can be?
This is a huge, complex undertaking. But we suggest that the benefits of rising to it are potentially very great. Where work is meaningful, it typically becomes a cause.
The challenge is similar to that of fostering personal growth. If you don’t do it, the best people may leave or never consider you at all. Or your competitors may develop the potential in people you have overlooked. When you do make the investment, your staff members become more valuable to you and your competitors alike. The trick, then, is to make it meaningful for them to stay.
Have rules people can believe in
No one should be surprised that, for many people, the dream organisation is free of arbitrary restrictions. But it does not obliterate all rules. Organisations need structure. Markets and enterprises need rules. As successful entrepreneurial businesses grow, they often come to believe that new, complicated processes will undermine their culture. But systematisation need not lead to bureaucratisation, not if people understand what the rules are for and view them as legitimate.
Rob Goffee is an emeritus
professor of organisational
behaviour at the
London Business School.
Gareth Jones is a
visiting professor at the
IE Business School, in Madrid.
© 2013 Harvard Business School Publishing Corp.

 

     

Friday, May 10, 2013

A Theory of Human Motivation

Classics in the History of Psychology An internet resource developed by
Christopher D. Green
York University, Toronto, Ontario
ISSN 1492-3713
(Return to Classics index)

A Theory of Human Motivation

A. H. Maslow (1943) Originally Published in Psychological Review, 50, 370-396.
Posted August 2000

[p. 370] I. INTRODUCTION
In a previous paper (13) various propositions were presented which would have to be included in any theory of human motivation that could lay claim to being definitive. These conclusions may be briefly summarized as follows:
1. The integrated wholeness of the organism must be one of the foundation stones of motivation theory. 2. The hunger drive (or any other physiological drive) was rejected as a centering point or model for a definitive theory of motivation. Any drive that is somatically based and localizable was shown to be atypical rather than typical in human motivation.
3. Such a theory should stress and center itself upon ultimate or basic goals rather than partial or superficial ones, upon ends rather than means to these ends. Such a stress would imply a more central place for unconscious than for conscious motivations.
4. There are usually available various cultural paths to the same goal. Therefore conscious, specific, local-cultural desires are not as fundamental in motivation theory as the more basic, unconscious goals.
5. Any motivated behavior, either preparatory or consummatory, must be understood to be a channel through which many basic needs may be simultaneously expressed or satisfied. Typically an act has more than one motivation.
6. Practically all organismic states are to be understood as motivated and as motivating.
7. Human needs arrange themselves in hierarchies of pre-potency. That is to say, the appearance of one need usually rests on the prior satisfaction of another, more pre-potent need. Man is a perpetually wanting animal. Also no need or drive can be treated as if it were isolated or discrete; every drive is related to the state of satisfaction or dissatisfaction of other drives.
8. Lists of drives will get us nowhere for various theoretical and practical reasons. Furthermore any classification of motivations [p. 371] must deal with the problem of levels of specificity or generalization the motives to be classified.
9. Classifications of motivations must be based upon goals rather than upon instigating drives or motivated behavior.
10. Motivation theory should be human-centered rather than animal-centered.
11. The situation or the field in which the organism reacts must be taken into account but the field alone can rarely serve as an exclusive explanation for behavior. Furthermore the field itself must be interpreted in terms of the organism. Field theory cannot be a substitute for motivation theory.
12. Not only the integration of the organism must be taken into account, but also the possibility of isolated, specific, partial or segmental reactions. It has since become necessary to add to these another affirmation.
13. Motivation theory is not synonymous with behavior theory. The motivations are only one class of determinants of behavior. While behavior is almost always motivated, it is also almost always biologically, culturally and situationally determined as well.
The present paper is an attempt to formulate a positive theory of motivation which will satisfy these theoretical demands and at the same time conform to the known facts, clinical and observational as well as experimental. It derives most directly, however, from clinical experience. This theory is, I think, in the functionalist tradition of James and Dewey, and is fused with the holism of Wertheimer (19), Goldstein (6), and Gestalt Psychology, and with the dynamicism of Freud (4) and Adler (1). This fusion or synthesis may arbitrarily be called a 'general-dynamic' theory.
It is far easier to perceive and to criticize the aspects in motivation theory than to remedy them. Mostly this is because of the very serious lack of sound data in this area. I conceive this lack of sound facts to be due primarily to the absence of a valid theory of motivation. The present theory then must be considered to be a suggested program or framework for future research and must stand or fall, not so much on facts available or evidence presented, as upon researches to be done, researches suggested perhaps, by the questions raised in this paper.[p. 372]
II. THE BASIC NEEDS
The 'physiological' needs. -- The needs that are usually taken as the starting point for motivation theory are the so-called physiological drives. Two recent lines of research make it necessary to revise our customary notions about these needs, first, the development of the concept of homeostasis, and second, the finding that appetites (preferential choices among foods) are a fairly efficient indication of actual needs or lacks in the body.
Homeostasis refers to the body's automatic efforts to maintain a constant, normal state of the blood stream. Cannon (2) has described this process for (1) the water content of the blood, (2) salt content, (3) sugar content, (4) protein content, (5) fat content, (6) calcium content, (7) oxygen content, (8) constant hydrogen-ion level (acid-base balance) and (9) constant temperature of the blood. Obviously this list can be extended to include other minerals, the hormones, vitamins, etc.
Young in a recent article (21) has summarized the work on appetite in its relation to body needs. If the body lacks some chemical, the individual will tend to develop a specific appetite or partial hunger for that food element.
Thus it seems impossible as well as useless to make any list of fundamental physiological needs for they can come to almost any number one might wish, depending on the degree of specificity of description. We can not identify all physiological needs as homeostatic. That sexual desire, sleepiness, sheer activity and maternal behavior in animals, are homeostatic, has not yet been demonstrated. Furthermore, this list would not include the various sensory pleasures (tastes, smells, tickling, stroking) which are probably physiological and which may become the goals of motivated behavior.
In a previous paper (13) it has been pointed out that these physiological drives or needs are to be considered unusual rather than typical because they are isolable, and because they are localizable somatically. That is to say, they are relatively independent of each other, of other motivations [p. 373] and of the organism as a whole, and secondly, in many cases, it is possible to demonstrate a localized, underlying somatic base for the drive. This is true less generally than has been thought (exceptions are fatigue, sleepiness, maternal responses) but it is still true in the classic instances of hunger, sex, and thirst.
It should be pointed out again that any of the physiological needs and the consummatory behavior involved with them serve as channels for all sorts of other needs as well. That is to say, the person who thinks he is hungry may actually be seeking more for comfort, or dependence, than for vitamins or proteins. Conversely, it is possible to satisfy the hunger need in part by other activities such as drinking water or smoking cigarettes. In other words, relatively isolable as these physiological needs are, they are not completely so.
Undoubtedly these physiological needs are the most pre-potent of all needs. What this means specifically is, that in the human being who is missing everything in life in an extreme fashion, it is most likely that the major motivation would be the physiological needs rather than any others. A person who is lacking food, safety, love, and esteem would most probably hunger for food more strongly than for anything else.
If all the needs are unsatisfied, and the organism is then dominated by the physiological needs, all other needs may become simply non-existent or be pushed into the background. It is then fair to characterize the whole organism by saying simply that it is hungry, for consciousness is almost completely preempted by hunger. All capacities are put into the service of hunger-satisfaction, and the organization of these capacities is almost entirely determined by the one purpose of satisfying hunger. The receptors and effectors, the intelligence, memory, habits, all may now be defined simply as hunger-gratifying tools. Capacities that are not useful for this purpose lie dormant, or are pushed into the background. The urge to write poetry, the desire to acquire an automobile, the interest in American history, the desire for a new pair of shoes are, in the extreme case, forgotten or become of sec-[p.374]ondary importance. For the man who is extremely and dangerously hungry, no other interests exist but food. He dreams food, he remembers food, he thinks about food, he emotes only about food, he perceives only food and he wants only food. The more subtle determinants that ordinarily fuse with the physiological drives in organizing even feeding, drinking or sexual behavior, may now be so completely overwhelmed as to allow us to speak at this time (but only at this time) of pure hunger drive and behavior, with the one unqualified aim of relief.
Another peculiar characteristic of the human organism when it is dominated by a certain need is that the whole philosophy of the future tends also to change. For our chronically and extremely hungry man, Utopia can be defined very simply as a place where there is plenty of food. He tends to think that, if only he is guaranteed food for the rest of his life, he will be perfectly happy and will never want anything more. Life itself tends to be defined in terms of eating. Anything else will be defined as unimportant. Freedom, love, community feeling, respect, philosophy, may all be waved aside as fripperies which are useless since they fail to fill the stomach. Such a man may fairly be said to live by bread alone.
It cannot possibly be denied that such things are true but their generality can be denied. Emergency conditions are, almost by definition, rare in the normally functioning peaceful society. That this truism can be forgotten is due mainly to two reasons. First, rats have few motivations other than physiological ones, and since so much of the research upon motivation has been made with these animals, it is easy to carry the rat-picture over to the human being. Secondly, it is too often not realized that culture itself is an adaptive tool, one of whose main functions is to make the physiological emergencies come less and less often. In most of the known societies, chronic extreme hunger of the emergency type is rare, rather than common. In any case, this is still true in the United States. The average American citizen is experiencing appetite rather than hunger when he says "I am [p. 375] hungry." He is apt to experience sheer life-and-death hunger only by accident and then only a few times through his entire life.
Obviously a good way to obscure the 'higher' motivations, and to get a lopsided view of human capacities and human nature, is to make the organism extremely and chronically hungry or thirsty. Anyone who attempts to make an emergency picture into a typical one, and who will measure all of man's goals and desires by his behavior during extreme physiological deprivation is certainly being blind to many things. It is quite true that man lives by bread alone -- when there is no bread. But what happens to man's desires when there is plenty of bread and when his belly is chronically filled?
At once other (and 'higher') needs emerge and these, rather than physiological hungers, dominate the organism. And when these in turn are satisfied, again new (and still 'higher') needs emerge and so on. This is what we mean by saying that the basic human needs are organized into a hierarchy of relative prepotency.
One main implication of this phrasing is that gratification becomes as important a concept as deprivation in motivation theory, for it releases the organism from the domination of a relatively more physiological need, permitting thereby the emergence of other more social goals. The physiological needs, along with their partial goals, when chronically gratified cease to exist as active determinants or organizers of behavior. They now exist only in a potential fashion in the sense that they may emerge again to dominate the organism if they are thwarted. But a want that is satisfied is no longer a want. The organism is dominated and its behavior organized only by unsatisfied needs. If hunger is satisfied, it becomes unimportant in the current dynamics of the individual.
This statement is somewhat qualified by a hypothesis to be discussed more fully later, namely that it is precisely those individuals in whom a certain need has always been satisfied who are best equipped to tolerate deprivation of that need in the future, and that furthermore, those who have been de-[p. 376]prived in the past will react differently to current satisfactions than the one who has never been deprived.
The safety needs. -- If the physiological needs are relatively well gratified, there then emerges a new set of needs, which we may categorize roughly as the safety needs. All that has been said of the physiological needs is equally true, although in lesser degree, of these desires. The organism may equally well be wholly dominated by them. They may serve as the almost exclusive organizers of behavior, recruiting all the capacities of the organism in their service, and we may then fairly describe the whole organism as a safety-seeking mechanism. Again we may say of the receptors, the effectors, of the intellect and the other capacities that they are primarily safety-seeking tools. Again, as in the hungry man, we find that the dominating goal is a strong determinant not only of his current world-outlook and philosophy but also of his philosophy of the future. Practically everything looks less important than safety, (even sometimes the physiological needs which being satisfied, are now underestimated). A man, in this state, if it is extreme enough and chronic enough, may be characterized as living almost for safety alone.
Although in this paper we are interested primarily in the needs of the adult, we can approach an understanding of his safety needs perhaps more efficiently by observation of infants and children, in whom these needs are much more simple and obvious. One reason for the clearer appearance of the threat or danger reaction in infants, is that they do not inhibit this reaction at all, whereas adults in our society have been taught to inhibit it at all costs. Thus even when adults do feel their safety to be threatened we may not be able to see this on the surface. Infants will react in a total fashion and as if they were endangered, if they are disturbed or dropped suddenly, startled by loud noises, flashing light, or other unusual sensory stimulation, by rough handling, by general loss of support in the mother's arms, or by inadequate support.[1][p. 377]
In infants we can also see a much more direct reaction to bodily illnesses of various kinds. Sometimes these illnesses seem to be immediately and per se threatening and seem to make the child feel unsafe. For instance, vomiting, colic or other sharp pains seem to make the child look at the whole world in a different way. At such a moment of pain, it may be postulated that, for the child, the appearance of the whole world suddenly changes from sunniness to darkness, so to speak, and becomes a place in which anything at all might happen, in which previously stable things have suddenly become unstable. Thus a child who because of some bad food is taken ill may, for a day or two, develop fear, nightmares, and a need for protection and reassurance never seen in him before his illness.
Another indication of the child's need for safety is his preference for some kind of undisrupted routine or rhythm. He seems to want a predictable, orderly world. For instance, injustice, unfairness, or inconsistency in the parents seems to make a child feel anxious and unsafe. This attitude may be not so much because of the injustice per se or any particular pains involved, but rather because this treatment threatens to make the world look unreliable, or unsafe, or unpredictable. Young children seem to thrive better under a system which has at least a skeletal outline of rigidity, In which there is a schedule of a kind, some sort of routine, something that can be counted upon, not only for the present but also far into the future. Perhaps one could express this more accurately by saying that the child needs an organized world rather than an unorganized or unstructured one.
The central role of the parents and the normal family setup are indisputable. Quarreling, physical assault, separation, divorce or death within the family may be particularly terrifying. Also parental outbursts of rage or threats of punishment directed to the child, calling him names, speaking to him harshly, shaking him, handling him roughly, or actual [p. 378] physical punishment sometimes elicit such total panic and terror in the child that we must assume more is involved than the physical pain alone. While it is true that in some children this terror may represent also a fear of loss of parental love, it can also occur in completely rejected children, who seem to cling to the hating parents more for sheer safety and protection than because of hope of love.
Confronting the average child with new, unfamiliar, strange, unmanageable stimuli or situations will too frequently elicit the danger or terror reaction, as for example, getting lost or even being separated from the parents for a short time, being confronted with new faces, new situations or new tasks, the sight of strange, unfamiliar or uncontrollable objects, illness or death. Particularly at such times, the child's frantic clinging to his parents is eloquent testimony to their role as protectors (quite apart from their roles as food-givers and love-givers).
From these and similar observations, we may generalize and say that the average child in our society generally prefers a safe, orderly, predictable, organized world, which he can count, on, and in which unexpected, unmanageable or other dangerous things do not happen, and in which, in any case, he has all-powerful parents who protect and shield him from harm.
That these reactions may so easily be observed in children is in a way a proof of the fact that children in our society, feel too unsafe (or, in a word, are badly brought up). Children who are reared in an unthreatening, loving family do not ordinarily react as we have described above (17). In such children the danger reactions are apt to come mostly to objects or situations that adults too would consider dangerous.[2]
The healthy, normal, fortunate adult in our culture is largely satisfied in his safety needs. The peaceful, smoothly [p. 379] running, 'good' society ordinarily makes its members feel safe enough from wild animals, extremes of temperature, criminals, assault and murder, tyranny, etc. Therefore, in a very real sense, he no longer has any safety needs as active motivators. Just as a sated man no longer feels hungry, a safe man no longer feels endangered. If we wish to see these needs directly and clearly we must turn to neurotic or near-neurotic individuals, and to the economic and social underdogs. In between these extremes, we can perceive the expressions of safety needs only in such phenomena as, for instance, the common preference for a job with tenure and protection, the desire for a savings account, and for insurance of various kinds (medical, dental, unemployment, disability, old age).
Other broader aspects of the attempt to seek safety and stability in the world are seen in the very common preference for familiar rather than unfamiliar things, or for the known rather than the unknown. The tendency to have some religion or world-philosophy that organizes the universe and the men in it into some sort of satisfactorily coherent, meaningful whole is also in part motivated by safety-seeking. Here too we may list science and philosophy in general as partially motivated by the safety needs (we shall see later that there are also other motivations to scientific, philosophical or religious endeavor).
Otherwise the need for safety is seen as an active and dominant mobilizer of the organism's resources only in emergencies, e. g., war, disease, natural catastrophes, crime waves, societal disorganization, neurosis, brain injury, chronically bad situation.
Some neurotic adults in our society are, in many ways, like the unsafe child in their desire for safety, although in the former it takes on a somewhat special appearance. Their reaction is often to unknown, psychological dangers in a world that is perceived to be hostile, overwhelming and threatening. Such a person behaves as if a great catastrophe were almost always impending, i.e., he is usually responding as if to an emergency. His safety needs often find specific [p. 380] expression in a search for a protector, or a stronger person on whom he may depend, or perhaps, a Fuehrer.
The neurotic individual may be described in a slightly different way with some usefulness as a grown-up person who retains his childish attitudes toward the world. That is to say, a neurotic adult may be said to behave 'as if' he were actually afraid of a spanking, or of his mother's disapproval, or of being abandoned by his parents, or having his food taken away from him. It is as if his childish attitudes of fear and threat reaction to a dangerous world had gone underground, and untouched by the growing up and learning processes, were now ready to be called out by any stimulus that would make a child feel endangered and threatened.[3]
The neurosis in which the search for safety takes its dearest form is in the compulsive-obsessive neurosis. Compulsive-obsessives try frantically to order and stabilize the world so that no unmanageable, unexpected or unfamiliar dangers will ever appear (14); They hedge themselves about with all sorts of ceremonials, rules and formulas so that every possible contingency may be provided for and so that no new contingencies may appear. They are much like the brain injured cases, described by Goldstein (6), who manage to maintain their equilibrium by avoiding everything unfamiliar and strange and by ordering their restricted world in such a neat, disciplined, orderly fashion that everything in the world can be counted upon. They try to arrange the world so that anything unexpected (dangers) cannot possibly occur. If, through no fault of their own, something unexpected does occur, they go into a panic reaction as if this unexpected occurrence constituted a grave danger. What we can see only as a none-too-strong preference in the healthy person, e. g., preference for the familiar, becomes a life-and-death. necessity in abnormal cases.
The love needs. -- If both the physiological and the safety needs are fairly well gratified, then there will emerge the love and affection and belongingness needs, and the whole cycle [p. 381] already described will repeat itself with this new center. Now the person will feel keenly, as never before, the absence of friends, or a sweetheart, or a wife, or children. He will hunger for affectionate relations with people in general, namely, for a place in his group, and he will strive with great intensity to achieve this goal. He will want to attain such a place more than anything else in the world and may even forget that once, when he was hungry, he sneered at love.
In our society the thwarting of these needs is the most commonly found core in cases of maladjustment and more severe psychopathology. Love and affection, as well as their possible expression in sexuality, are generally looked upon with ambivalence and are customarily hedged about with many restrictions and inhibitions. Practically all theorists of psychopathology have stressed thwarting of the love needs as basic in the picture of maladjustment. Many clinical studies have therefore been made of this need and we know more about it perhaps than any of the other needs except the physiological ones (14).
One thing that must be stressed at this point is that love is not synonymous with sex. Sex may be studied as a purely physiological need. Ordinarily sexual behavior is multi-determined, that is to say, determined not only by sexual but also by other needs, chief among which are the love and affection needs. Also not to be overlooked is the fact that the love needs involve both giving and receiving love.[4]
The esteem needs. -- All people in our society (with a few pathological exceptions) have a need or desire for a stable, firmly based, (usually) high evaluation of themselves, for self-respect, or self-esteem, and for the esteem of others. By firmly based self-esteem, we mean that which is soundly based upon real capacity, achievement and respect from others. These needs may be classified into two subsidiary sets. These are, first, the desire for strength, for achievement, for adequacy, for confidence in the face of the world, and for independence and freedom.[5] Secondly, we have what [p. 382] we may call the desire for reputation or prestige (defining it as respect or esteem from other people), recognition, attention, importance or appreciation.[6] These needs have been relatively stressed by Alfred Adler and his followers, and have been relatively neglected by Freud and the psychoanalysts. More and more today however there is appearing widespread appreciation of their central importance.
Satisfaction of the self-esteem need leads to feelings of self-confidence, worth, strength, capability and adequacy of being useful and necessary in the world. But thwarting of these needs produces feelings of inferiority, of weakness and of helplessness. These feelings in turn give rise to either basic discouragement or else compensatory or neurotic trends. An appreciation of the necessity of basic self-confidence and an understanding of how helpless people are without it, can be easily gained from a study of severe traumatic neurosis (8).[7]
The need for self-actualization. -- Even if all these needs are satisfied, we may still often (if not always) expect that a new discontent and restlessness will soon develop, unless the individual is doing what he is fitted for. A musician must make music, an artist must paint, a poet must write, if he is to be ultimately happy. What a man can be, he must be. This need we may call self-actualization.
This term, first coined by Kurt Goldstein, is being used in this paper in a much more specific and limited fashion. It refers to the desire for self-fulfillment, namely, to the tendency for him to become actualized in what he is potentially. This tendency might be phrased as the desire to become more and more what one is, to become everything that one is capable of becoming.[p. 383]
The specific form that these needs will take will of course vary greatly from person to person. In one individual it may take the form of the desire to be an ideal mother, in another it may be expressed athletically, and in still another it may be expressed in painting pictures or in inventions. It is not necessarily a creative urge although in people who have any capacities for creation it will take this form.
The clear emergence of these needs rests upon prior satisfaction of the physiological, safety, love and esteem needs. We shall call people who are satisfied in these needs, basically satisfied people, and it is from these that we may expect the fullest (and healthiest) creativeness.[8] Since, in our society, basically satisfied people are the exception, we do not know much about self-actualization, either experimentally or clinically. It remains a challenging problem for research.
The preconditions for the basic need satisfactions. -- There are certain conditions which are immediate prerequisites for the basic need satisfactions. Danger to these is reacted to almost as if it were a direct danger to the basic needs themselves. Such conditions as freedom to speak, freedom to do what one wishes so long as no harm is done to others, freedom to express one's self, freedom to investigate and seek for information, freedom to defend one's self, justice, fairness, honesty, orderliness in the group are examples of such preconditions for basic need satisfactions. Thwarting in these freedoms will be reacted to with a threat or emergency response. These conditions are not ends in themselves but they are almost so since they are so closely related to the basic needs, which are apparently the only ends in themselves. These conditions are defended because without them the basic satisfactions are quite impossible, or at least, very severely endangered.[p. 384]
If we remember that the cognitive capacities (perceptual, intellectual, learning) are a set of adjustive tools, which have, among other functions, that of satisfaction of our basic needs, then it is clear that any danger to them, any deprivation or blocking of their free use, must also be indirectly threatening to the basic needs themselves. Such a statement is a partial solution of the general problems of curiosity, the search for knowledge, truth and wisdom, and the ever-persistent urge to solve the cosmic mysteries.
We must therefore introduce another hypothesis and speak of degrees of closeness to the basic needs, for we have already pointed out that any conscious desires (partial goals) are more or less important as they are more or less close to the basic needs. The same statement may be made for various behavior acts. An act is psychologically important if it contributes directly to satisfaction of basic needs. The less directly it so contributes, or the weaker this contribution is, the less important this act must be conceived to be from the point of view of dynamic psychology. A similar statement may be made for the various defense or coping mechanisms. Some are very directly related to the protection or attainment of the basic needs, others are only weakly and distantly related. Indeed if we wished, we could speak of more basic and less basic defense mechanisms, and then affirm that danger to the more basic defenses is more threatening than danger to less basic defenses (always remembering that this is so only because of their relationship to the basic needs).
The desires to know and to understand. -- So far, we have mentioned the cognitive needs only in passing. Acquiring knowledge and systematizing the universe have been considered as, in part, techniques for the achievement of basic safety in the world, or, for the intelligent man, expressions of self-actualization. Also freedom of inquiry and expression have been discussed as preconditions of satisfactions of the basic needs. True though these formulations may be, they do not constitute definitive answers to the question as to the motivation role of curiosity, learning, philosophizing, experimenting, etc. They are, at best, no more than partial answers.[p. 385]
This question is especially difficult because we know so little about the facts. Curiosity, exploration, desire for the facts, desire to know may certainly be observed easily enough. The fact that they often are pursued even at great cost to the individual's safety is an earnest of the partial character of our previous discussion. In addition, the writer must admit that, though he has sufficient clinical evidence to postulate the desire to know as a very strong drive in intelligent people, no data are available for unintelligent people. It may then be largely a function of relatively high intelligence. Rather tentatively, then, and largely in the hope of stimulating discussion and research, we shall postulate a basic desire to know, to be aware of reality, to get the facts, to satisfy curiosity, or as Wertheimer phrases it, to see rather than to be blind.
This postulation, however, is not enough. Even after we know, we are impelled to know more and more minutely and microscopically on the one hand, and on the other, more and more extensively in the direction of a world philosophy, religion, etc. The facts that we acquire, if they are isolated or atomistic, inevitably get theorized about, and either analyzed or organized or both. This process has been phrased by some as the search for 'meaning.' We shall then postulate a desire to understand, to systematize, to organize, to analyze, to look for relations and meanings.
Once these desires are accepted for discussion, we see that they too form themselves into a small hierarchy in which the desire to know is prepotent over the desire to understand. All the characteristics of a hierarchy of prepotency that we have described above, seem to hold for this one as well.
We must guard ourselves against the too easy tendency to separate these desires from the basic needs we have discussed above, i.e., to make a sharp dichotomy between 'cognitive' and 'conative' needs. The desire to know and to understand are themselves conative, i.e., have a striving character, and are as much personality needs as the 'basic needs' we have already discussed (19).[p. 386]
III. FURTHER CHARACTERISTICS OF THE BASIC NEEDS
The degree of fixity of the hierarchy of basic needs. -- We have spoken so far as if this hierarchy were a fixed order but actually it is not nearly as rigid as we may have implied. It is true that most of the people with whom we have worked have seemed to have these basic needs in about the order that has been indicated. However, there have been a number of exceptions.
(1) There are some people in whom, for instance, self-esteem seems to be more important than love. This most common reversal in the hierarchy is usually due to the development of the notion that the person who is most likely to be loved is a strong or powerful person, one who inspires respect or fear, and who is self confident or aggressive. Therefore such people who lack love and seek it, may try hard to put on a front of aggressive, confident behavior. But essentially they seek high self-esteem and its behavior expressions more as a means-to-an-end than for its own sake; they seek self-assertion for the sake of love rather than for self-esteem itself.
(2) There are other, apparently innately creative people in whom the drive to creativeness seems to be more important than any other counter-determinant. Their creativeness might appear not as self-actualization released by basic satisfaction, but in spite of lack of basic satisfaction.
(3) In certain people the level of aspiration may be permanently deadened or lowered. That is to say, the less pre-potent goals may simply be lost, and may disappear forever, so that the person who has experienced life at a very low level, i. e., chronic unemployment, may continue to be satisfied for the rest of his life if only he can get enough food.
(4) The so-called 'psychopathic personality' is another example of permanent loss of the love needs. These are people who, according to the best data available (9), have been starved for love in the earliest months of their lives and have simply lost forever the desire and the ability to give and to receive affection (as animals lose sucking or pecking reflexes that are not exercised soon enough after birth).[p. 387]
(5) Another cause of reversal of the hierarchy is that when a need has been satisfied for a long time, this need may be underevaluated. People who have never experienced chronic hunger are apt to underestimate its effects and to look upon food as a rather unimportant thing. If they are dominated by a higher need, this higher need will seem to be the most important of all. It then becomes possible, and indeed does actually happen, that they may, for the sake of this higher need, put themselves into the position of being deprived in a more basic need. We may expect that after a long-time deprivation of the more basic need there will be a tendency to reevaluate both needs so that the more pre-potent need will actually become consciously prepotent for the individual who may have given it up very lightly. Thus, a man who has given up his job rather than lose his self-respect, and who then starves for six months or so, may be willing to take his job back even at the price of losing his a self-respect.
(6) Another partial explanation of apparent reversals is seen in the fact that we have been talking about the hierarchy of prepotency in terms of consciously felt wants or desires rather than of behavior. Looking at behavior itself may give us the wrong impression. What we have claimed is that the person will want the more basic of two needs when deprived in both. There is no necessary implication here that he will act upon his desires. Let us say again that there are many determinants of behavior other than the needs and desires.
(7) Perhaps more important than all these exceptions are the ones that involve ideals, high social standards, high values and the like. With such values people become martyrs; they give up everything for the sake of a particular ideal, or value. These people may be understood, at least in part, by reference to one basic concept (or hypothesis) which may be called 'increased frustration-tolerance through early gratification'. People who have been satisfied in their basic needs throughout their lives, particularly in their earlier years, seem to develop exceptional power to withstand present or future thwarting of these needs simply because they have strong,[p. 388] healthy character structure as a result of basic satisfaction. They are the 'strong' people who can easily weather disagreement or opposition, who can swim against the stream of public opinion and who can stand up for the truth at great personal cost. It is just the ones who have loved and been well loved, and who have had many deep friendships who can hold out against hatred, rejection or persecution.
I say all this in spite of the fact that there is a certain amount of sheer habituation which is also involved in any full discussion of frustration tolerance. For instance, it is likely that those persons who have been accustomed to relative starvation for a long time, are partially enabled thereby to withstand food deprivation. What sort of balance must be made between these two tendencies, of habituation on the one hand, and of past satisfaction breeding present frustration tolerance on the other hand, remains to be worked out by further research. Meanwhile we may assume that they are both operative, side by side, since they do not contradict each other, In respect to this phenomenon of increased frustration tolerance, it seems probable that the most important gratifications come in the first two years of life. That is to say, people who have been made secure and strong in the earliest years, tend to remain secure and strong thereafter in the face of whatever threatens.
Degree of relative satisfaction. -- So far, our theoretical discussion may have given the impression that these five sets of needs are somehow in a step-wise, all-or-none relationships to each other. We have spoken in such terms as the following: "If one need is satisfied, then another emerges." This statement might give the false impression that a need must be satisfied 100 per cent before the next need emerges. In actual fact, most members of our society who are normal, are partially satisfied in all their basic needs and partially unsatisfied in all their basic needs at the same time. A more realistic description of the hierarchy would be in terms of decreasing percentages of satisfaction as we go up the hierarchy of prepotency, For instance, if I may assign arbitrary figures for the sake of illustration, it is as if the average citizen [p. 389] is satisfied perhaps 85 per cent in his physiological needs, 70 per cent in his safety needs, 50 per cent in his love needs, 40 per cent in his self-esteem needs, and 10 per cent in his self-actualization needs.
As for the concept of emergence of a new need after satisfaction of the prepotent need, this emergence is not a sudden, saltatory phenomenon but rather a gradual emergence by slow degrees from nothingness. For instance, if prepotent need A is satisfied only 10 per cent: then need B may not be visible at all. However, as this need A becomes satisfied 25 per cent, need B may emerge 5 per cent, as need A becomes satisfied 75 per cent need B may emerge go per cent, and so on.
Unconscious character of needs. -- These needs are neither necessarily conscious nor unconscious. On the whole, however, in the average person, they are more often unconscious rather than conscious. It is not necessary at this point to overhaul the tremendous mass of evidence which indicates the crucial importance of unconscious motivation. It would by now be expected, on a priori grounds alone, that unconscious motivations would on the whole be rather more important than the conscious motivations. What we have called the basic needs are very often largely unconscious although they may, with suitable techniques, and with sophisticated people become conscious.
Cultural specificity and generality of needs. -- This classification of basic needs makes some attempt to take account of the relative unity behind the superficial differences in specific desires from one culture to another. Certainly in any particular culture an individual's conscious motivational content will usually be extremely different from the conscious motivational content of an individual in another society. However, it is the common experience of anthropologists that people, even in different societies, are much more alike than we would think from our first contact with them, and that as we know them better we seem to find more and more of this commonness, We then recognize the most startling differences to be superficial rather than basic, e. g., differences in style of hair-dress, clothes, tastes in food, etc. Our classification of basic [p. 390] needs is in part an attempt to account for this unity behind the apparent diversity from culture to culture. No claim is made that it is ultimate or universal for all cultures. The claim is made only that it is relatively more ultimate, more universal, more basic, than the superficial conscious desires from culture to culture, and makes a somewhat closer approach to common-human characteristics, Basic needs are more common-human than superficial desires or behaviors.
Multiple motivations of behavior. -- These needs must be understood not to be exclusive or single determiners of certain kinds of behavior. An example may be found in any behavior that seems to be physiologically motivated, such as eating, or sexual play or the like. The clinical psychologists have long since found that any behavior may be a channel through which flow various determinants. Or to say it in another way, most behavior is multi-motivated. Within the sphere of motivational determinants any behavior tends to be determined by several or all of the basic needs simultaneously rather than by only one of them. The latter would be more an exception than the former. Eating may be partially for the sake of filling the stomach, and partially for the sake of comfort and amelioration of other needs. One may make love not only for pure sexual release, but also to convince one's self of one's masculinity, or to make a conquest, to feel powerful, or to win more basic affection. As an illustration, I may point out that it would be possible (theoretically if not practically) to analyze a single act of an individual and see in it the expression of his physiological needs, his safety needs, his love needs, his esteem needs and self-actualization. This contrasts sharply with the more naive brand of trait psychology in which one trait or one motive accounts for a certain kind of act, i. e., an aggressive act is traced solely to a trait of aggressiveness.
Multiple determinants of behavior. -- Not all behavior is determined by the basic needs. We might even say that not all behavior is motivated. There are many determinants of behavior other than motives.[9] For instance, one other im-[p. 391]portant class of determinants is the so-called 'field' determinants. Theoretically, at least, behavior may be determined completely by the field, or even by specific isolated external stimuli, as in association of ideas, or certain conditioned reflexes. If in response to the stimulus word 'table' I immediately perceive a memory image of a table, this response certainly has nothing to do with my basic needs.
Secondly, we may call attention again to the concept of 'degree of closeness to the basic needs' or 'degree of motivation.' Some behavior is highly motivated, other behavior is only weakly motivated. Some is not motivated at all (but all behavior is determined).
Another important point [10] is that there is a basic difference between expressive behavior and coping behavior (functional striving, purposive goal seeking). An expressive behavior does not try to do anything; it is simply a reflection of the personality. A stupid man behaves stupidly, not because he wants to, or tries to, or is motivated to, but simply because he is what he is. The same is true when I speak in a bass voice rather than tenor or soprano. The random movements of a healthy child, the smile on the face of a happy man even when he is alone, the springiness of the healthy man's walk, and the erectness of his carriage are other examples of expressive, non-functional behavior. Also the style in which a man carries out almost all his behavior, motivated as well as unmotivated, is often expressive.
We may then ask, is all behavior expressive or reflective of the character structure? The answer is 'No.' Rote, habitual, automatized, or conventional behavior may or may not be expressive. The same is true for most 'stimulus-bound' behaviors. It is finally necessary to stress that expressiveness of behavior, and goal-directedness of behavior are not mutually exclusive categories. Average behavior is usually both.
Goals as centering principle in motivation theory. -- It will be observed that the basic principle in our classification has [p. 392] been neither the instigation nor the motivated behavior but rather the functions, effects, purposes, or goals of the behavior. It has been proven sufficiently by various people that this is the most suitable point for centering in any motivation theory.[11]
Animal- and human-centering. -- This theory starts with the human being rather than any lower and presumably 'simpler' animal. Too many of the findings that have been made in animals have been proven to be true for animals but not for the human being. There is no reason whatsoever why we should start with animals in order to study human motivation. The logic or rather illogic behind this general fallacy of 'pseudo-simplicity' has been exposed often enough by philosophers and logicians as well as by scientists in each of the various fields. It is no more necessary to study animals before one can study man than it is to study mathematics before one can study geology or psychology or biology.
We may also reject the old, naive, behaviorism which assumed that it was somehow necessary, or at least more 'scientific' to judge human beings by animal standards. One consequence of this belief was that the whole notion of purpose and goal was excluded from motivational psychology simply because one could not ask a white rat about his purposes. Tolman (18) has long since proven in animal studies themselves that this exclusion was not necessary.
Motivation and the theory of psychopathogenesis. -- The conscious motivational content of everyday life has, according to the foregoing, been conceived to be relatively important or unimportant accordingly as it is more or less closely related to the basic goals. A desire for an ice cream cone might actually be an indirect expression of a desire for love. If it is, then this desire for the ice cream cone becomes extremely important motivation. If however the ice cream is simply something to cool the mouth with, or a casual appetitive reaction, then the desire is relatively unimportant. Everyday conscious desires are to be regarded as symptoms, as [p. 393] surface indicators of more basic needs. If we were to take these superficial desires at their face value me would find ourselves in a state of complete confusion which could never be resolved, since we would be dealing seriously with symptoms rather than with what lay behind the symptoms.
Thwarting of unimportant desires produces no psychopathological results; thwarting of a basically important need does produce such results. Any theory of psychopathogenesis must then be based on a sound theory of motivation. A conflict or a frustration is not necessarily pathogenic. It becomes so only when it threatens or thwarts the basic needs, or partial needs that are closely related to the basic needs (10).
The role of gratified needs. -- It has been pointed out above several times that our needs usually emerge only when more prepotent needs have been gratified. Thus gratification has an important role in motivation theory. Apart from this, however, needs cease to play an active determining or organizing role as soon as they are gratified.
What this means is that, e. g., a basically satisfied person no longer has the needs for esteem, love, safety, etc. The only sense in which he might be said to have them is in the almost metaphysical sense that a sated man has hunger, or a filled bottle has emptiness. If we are interested in what actually motivates us, and not in what has, will, or might motivate us, then a satisfied need is not a motivator. It must be considered for all practical purposes simply not to exist, to have disappeared. This point should be emphasized because it has been either overlooked or contradicted in every theory of motivation I know.[12] The perfectly healthy, normal, fortunate man has no sex needs or hunger needs, or needs for safety, or for love, or for prestige, or self-esteem, except in stray moments of quickly passing threat. If we were to say otherwise, we should also have to aver that every man had all the pathological reflexes, e. g., Babinski, etc., because if his nervous system were damaged, these would appear.
It is such considerations as these that suggest the bold [p. 394] postulation that a man who is thwarted in any of his basic needs may fairly be envisaged simply as a sick man. This is a fair parallel to our designation as 'sick' of the man who lacks vitamins or minerals. Who is to say that a lack of love is less important than a lack of vitamins? Since we know the pathogenic effects of love starvation, who is to say that we are invoking value-questions in an unscientific or illegitimate way, any more than the physician does who diagnoses and treats pellagra or scurvy? If I were permitted this usage, I should then say simply that a healthy man is primarily motivated by his needs to develop and actualize his fullest potentialities and capacities. If a man has any other basic needs in any active, chronic sense, then he is simply an unhealthy man. He is as surely sick as if he had suddenly developed a strong salt-hunger or calcium hunger.[13]
If this statement seems unusual or paradoxical the reader may be assured that this is only one among many such paradoxes that will appear as we revise our ways of looking at man's deeper motivations. When we ask what man wants of life, we deal with his very essence.
IV. SUMMARY
(1) There are at least five sets of goals, which we may call basic needs. These are briefly physiological, safety, love, 'esteem, and self-actualization. In addition, we are motivated by the desire to achieve or maintain the various conditions upon which these basic satisfactions rest and by certain more intellectual desires.
(2) These basic goals are related to each other, being arranged in a hierarchy of prepotency. This means that the most prepotent goal will monopolize consciousness and will tend of itself to organize the recruitment of the various capacities of the organism. The less prepotent needs are [p. 395] minimized, even forgotten or denied. But when a need is fairly well satisfied, the next prepotent ('higher') need emerges, in turn to dominate the conscious life and to serve as the center of organization of behavior, since gratified needs are not active motivators.
Thus man is a perpetually wanting animal. Ordinarily the satisfaction of these wants is not altogether mutually exclusive, but only tends to be. The average member of our society is most often partially satisfied and partially unsatisfied in all of his wants. The hierarchy principle is usually empirically observed in terms of increasing percentages of non-satisfaction as we go up the hierarchy. Reversals of the average order of the hierarchy are sometimes observed. Also it has been observed that an individual may permanently lose the higher wants in the hierarchy under special conditions. There are not only ordinarily multiple motivations for usual behavior, but in addition many determinants other than motives.
(3) Any thwarting or possibility of thwarting of these basic human goals, or danger to the defenses which protect them, or to the conditions upon which they rest, is considered to be a psychological threat. With a few exceptions, all psychopathology may be partially traced to such threats. A basically thwarted man may actually be defined as a 'sick' man, if we wish.
(4) It is such basic threats which bring about the general emergency reactions.
(5) Certain other basic problems have not been dealt with because of limitations of space. Among these are (a) the problem of values in any definitive motivation theory, (b) the relation between appetites, desires, needs and what is 'good' for the organism, (c) the etiology of the basic needs and their possible derivation in early childhood, (d) redefinition of motivational concepts, i. e., drive, desire, wish, need, goal, (e) implication of our theory for hedonistic theory, (f) the nature of the uncompleted act, of success and failure, and of aspiration-level, (g) the role of association, habit and conditioning, (h) relation to the [p. 396] theory of inter-personal relations, (i) implications for psychotherapy, (j) implication for theory of society, (k) the theory of selfishness, (l) the relation between needs and cultural patterns, (m) the relation between this theory and Alport's theory of functional autonomy. These as well as certain other less important questions must be considered as motivation theory attempts to become definitive.

Notes
[1] As the child grows up, sheer knowledge and familiarity as well as better motor development make these 'dangers' less and less dangerous and more and more manageable. Throughout life it may be said that one of the main conative functions of education is this neutralizing of apparent dangers through knowledge, e. g., I am not afraid of thunder because I know something about it.
[2] A 'test battery' for safety might be confronting the child with a small exploding firecracker, or with a bewhiskered face; having the mother leave the room, putting him upon a high ladder, a hypodermic injection, having a mouse crawl up to him, etc. Of course I cannot seriously recommend the deliberate use of such 'tests' for they might very well harm the child being tested. But these and similar situations come up by the score in the child's ordinary day-to-day living and may be observed. There is no reason why those stimuli should not be used with, far example, young chimpanzees.
[3] Not all neurotic individuals feel unsafe. Neurosis may have at its core a thwarting of the affection and esteem needs in a person who is generally safe.
[4] For further details see (12) and (16, Chap. 5).
[5] Whether or not this particular desire is universal we do not know. The crucial question, especially important today, is "Will men who are enslaved and dominated inevitably feel dissatisfied and rebellious?" We may assume on the basis of commonly known clinical data that a man who has known true freedom (not paid for by giving up safety and security but rather built on the basis of adequate safety and security) will not willingly or easily allow his freedom to be taken away from him. But we do not know that this is true for the person born into slavery. The events of the next decade should give us our answer. See discussion of this problem in (5).
[6] Perhaps the desire for prestige and respect from others is subsidiary to the desire for self-esteem or confidence in oneself. Observation of children seems to indicate that this is so, but clinical data give no clear support for such a conclusion.
[7] For more extensive discussion of normal self-esteem, as well as for reports of various researches, see (11).
[8] Clearly creative behavior, like painting, is like any other behavior in having multiple, determinants. It may be seen in 'innately creative' people whether they are satisfied or not, happy or unhappy, hungry or sated. Also it is clear that creative activity may be compensatory, ameliorative or purely economic. It is my impression (as yet unconfirmed) that it is possible to distinguish the artistic and intellectual products of basically satisfied people from those of basically unsatisfied people by inspection alone. In any case, here too we must distinguish, in a dynamic fashion, the overt behavior itself from its various motivations or purposes.
[9] I am aware that many psychologists md psychoanalysts use the term 'motivated' and 'determined' synonymously, e. g., Freud. But I consider this an obfuscating usage. Sharp distinctions are necessary for clarity of thought, and precision in experimentation.
[10] To be discussed fully in a subsequent publication.
[11] The interested reader is referred to the very excellent discussion of this point in Murray's Explorations in Personality (15).
[12] Note that acceptance of this theory necessitates basic revision of the Freudian theory.
[13] If we were to use the word 'sick' in this way, we should then also have to face squarely the relations of man to his society. One clear implication of our definition would be that (1) since a man is to be called sick who is basically thwarted, and (2) since such basic thwarting is made possible ultimately only by forces outside the individual, then (3) sickness in the individual must come ultimately from sickness in the society. The 'good' or healthy society would then be defined as one that permitted man's highest purposes to emerge by satisfying all his prepotent basic needs.
 

References
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4. FREUD, S. New introductory lectures on psychoanalysis. New York: Norton, 1933.
5. FROMM, E. Escape from freedom. New York: Farrar and Rinehart, 1941.
6. GOLDSTEIN, K. The organism. New York: American Book Co., 1939.
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8. KARDINER, A. The traumatic neuroses of war. New York: Hoeber, 1941.
9. LEVY, D. M.  Primary affect hunger. Amer. J. Psychiat., 1937, 94, 643-652.
10. MASLOW, A. H. Conflict, frustration, and the theory of threat. J. abnorm. (soc.) Psychol., 1943, 38, 81-86.
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12. ----------. The dynamics of psychological security-insecurity. Character & Pers., 1942, 10, 331-344.
13. ----------. A preface to motivation theory. Psychosomatic Med., 1943, 5, 85-92.
14. ----------. & MITTLEMANN, B. Principles of abnormal psychology. New York: Harper & Bros., 1941.
15. MURRAY, H. A., et al. Explorations in Personality. New York: Oxford University Press, 1938.
16. PLANT, J. Personality and the cultural pattern. New York: Commonwealth Fund, 1937.
17. SHIRLEY, M. Children's adjustments to a strange situation. J. abrnorm. (soc.) Psychol., 1942, 37, 201-217.
18. TOLMAN, E. C. Purposive behavior in animals and men. New York: Century, 1932.
19. WERTHEIMER, M. Unpublished lectures at the New School for Social Research.
20. YOUNG, P. T. Motivation of behavior. New York: John Wiley & Sons, 1936.
21. ----------. The experimental analysis of appetite. Psychol. Bull., 1941, 38, 129-164.


 
  -Yorku
 
 

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Those who have power to change things don't bother to;and those who bother don't have the power to do so .................but I think It is a very thin line that divides the two and I am walking on that.Well is pure human nature to think that "I am the best and my ideas unquestionable"...it is human EGO and sometimes it is very important for survival of the fittest and too much of it may attract trouble.Well here you decide where do I stand.I say what I feel.

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