What Drives You?

I have been thinking quite a bit about Daniel Pink's "Drive" (http://www.ted.com/talks/dan_pink_on_motivation.html), where he outlined the three fundamental ways that drive a person. In fact, if you'd ask me, it is not new. Maslow's Hierarchy of Needs might be familiar to most people. But perhaps, Tony Robbins - Six Human Needs is something a little lesser known.

Incidentally, Tony Robbins also did a TED session some years back.

I like Tony Robbins explanation as I am familiar with his work.

Tony mentioned that there are essentially six human needs; Certainty, Variety, Significance, Connection/Love, Growth, and Contribution. If we align this to Pink's thesis on motivation, we can see how it all fit.

Pink started by saying that there are some basic human needs. Tony suggests that we all want comfort, and much of this comfort comes from certainty. However, once we are too comfortable and knowing about everything with certainty, that's when we crave for variety. This is where we want excitement. We want surprises.

Pink that stated that there needs to be some form of extrinsic rewards, like monetary for instance. Of course this is aligned to Tony's significance, where take it literally, the more significance can be equated to monetary rewards. For instance, when we know we got the promotion, we had the pay rise, we had the recognition and reward, we get a sense of 'significance'. We feel important, when we get a title change, from executive to manager. And that's is because deep down, we all want to be important.

Granted, I have not read Pink's Drive, hence I will not comment. But this is where I see the application to the kind of knowledge work our schools are doing, and we should probably watch this like a hawk, as there are a few tell-tale signs that we need to address at this outset.

For example, where Tony talks about "Connection/Love". We all want to be a part of a community. We want to be cared for and cared about. As such, in Schools where we are encouraging the idea of teachers working in team, we are also in a way building up their relational competencies to help them work in team, collaborate to improve, as well as to guide each other. Truly in the spirit of leading the learning, leading the learner, and leading other teachers.

So, when we group teachers into Professional Learning Communities, we are in fact, creating a greater sense of together-ness at the social level, so that, for one, they do not feel like facing a particular challenge alone. They have support. They have others in the "community" that can lend them a hand. However, for this to occur, there are several fundamental prerequisites.

For one, each member of the team must have, what I call, "Personal Mastery". That is they are self-aware and are also able to manage self. Next, I would say that "Engaged Mastery" is required. This is where we expect each other to respect others' point of view. In order to work in a team collaboratively, the ability to see others' viewpoint, critically examine it, and then decide what to do with it is important. Then, it will be the "Professional Mastery", where they must have the necessary competencies to carry out a task or design a solution that is not only effective, but is done in such a way that it serves a greater good/purpose. The "Personal Mastery" deals with a personal trustworthiness, whereas "Engaged Mastery" deals with trust. Just as its described in Stephen M.R. Covey's The Speed of Trust. Finally, the "Professional Mastery" goes into the knowledge, skills, and competencies that each team member must have.

Finally, Pink stated that, in some areas of work, especially where creative work is concerned, throwing money at the task sometimes impede the performance of the individuals. And that is so true, especially so in the current state of affairs. Individuals do not work for a company just because it pays well. Many companies pay well. But how many company has a purpose and mission that will engage their people.

Let us think for a moment, why do people want to work for Apple, Google, IBM, (LINE Consulting - I am working towards that), or to become a teacher? Why do they not want to settle for just any other company? I believe its because these companies or jobs have a meaningful purpose that they can identify with, that they want to be a part of (linking back to "connection/love"). Everyone wants to leave behind a legacy. In fact, what struck me most, whenever I ask people what would they want to do if money is no object. They'll usually say they would continue what they're doing, or they would want to do missionary work, or they would want to help others. And the common theme I gathered from these responses was "contribution" - which is Tony's sixth human needs.

Of course, if you think about being part of an organization, one would want to be able to "grow", whether it is to become better, to enlarge their portfolio of skills, to stretch their thinking and abilities. And that is important, nay, critical. Because, try being optimistic while at a job where you see no further growth.

Hence, if contribution is ranked at the highest level of all human needs, then we need to pay attention to what we are doing.

If innovation, for instance, is to be seen as a growth and contribution; I mean why do we want our teachers to innovate? Not because so that we appear on schoolbag.sg but because we really want to be able to make a difference and provide the education that the child deserves, despite of his/her background. Hence, we have to ask ourselves some serious questions.

We have been "rewarding" eSSS contributions. If its about contribution, is that why we are getting people to drag their feet in submission of eSSS?

If PLC is for about 21st Century work, where its putting (data + information + knowledge + expertise + delivery) * innovation = 21st Century Work (read products or services), and if its creative work, meaningful work, work that contributes to the current pool of knowledge on education, pedagogy, assessment; then what might be the best way to motivate people? Definitely not throwing money at their projects. Then, what else can we do?

If "staff engagement" is about "say+stay+strive", then we seriously have to look at "talent management". And no, "talent management" is not about giving that someone "more tasks" to try him/her out. We need to look at strategies and structures that allow us to help the officers find purpose and meaning in what they do. Guide them towards Personal and Engaged Mastery. Equip them with the skills. Recognize them appropriately. And map out their career path.

This is not an easy task and it requires a paradigm shift for some of us. So, what I am going to do differently tomorrow is to re-examine my motivations and intentions behind what I do, each day.

Who are you as a teacher?

Today was such a great learning for me.

I was invited to sit in for one of the school's PETALS training session today and was so glad.

Of course there's work expected of me; to (i) draw up an action plan, (ii) formulate implementation strategy, and (iii) identify KPIs to measure the effectiveness of PETALS.

It was certainly an eye-opener for me. Though I've always talked about PETALS to the schools, today I gained an in-depth understanding, including sitting through a series of presentation of lesson plans by teachers and joining the rest of the teachers in providing feedback and critique of actual lesson plans.

It was even better for me when the facilitator brought out the chart on "Thinking about Pedagogy".



It reminds me of Gregory Bateson's "Logical Level of Change" that we shared extensively in our seminars and workshops for educators. Refresher: Identity > Values and Beliefs > Strategies and Capabilities > Behaviors and Actions > Environment and Outcomes.

It is first, understanding who you are as a teacher. This is exactly what Parker Palmer discussed in his book, "Courage to Teach", where you are what you teach. This is so in line with Gregory Bateson's model, where we talked about "Identity" - who you are.

Following the "Identity" is the beliefs, values, theories and principles that underpins your pedagogy. Again, this is in line with Bateson's "Values/Beliefs" + "Strategies/Capabilities".

At this point, you would enact and evaluate ("Behaviors and Actions") your pedagogy based on your "Values/Beliefs" + "Strategies/Capabilities".

After that, you would develop your pedagogy, where I take it to mean you check against your "Outcomes" to determine if your pedagogy is sound.

Here, I believe there are a few fundamental principles that we need to think about:
(1) Who you are determines how you teach.
(2) What beliefs and values you have and what theories and principles you subscribe to will shape the way you teach.
(3) What knowledge, skills, and attitudes you have will determine how your pedagogy will be.

This is where I would like to make the connection of the principles to what we do:
Principles (1) & (2): if all our teachers write their own personal mission statement and write down their values and how it look like, it allows them to better understand themselves.

Principle (3): is where we need to know two things. One is what are our teachers training needs (LNA). The other, I found out today, is what kind of teaching skills and style does that teacher have?

And this, the TPI can help provide us with five perspectives. Check it out here.

Asking HOT Questions

There comes a time where we need to start asking ourselves difficult but important questions. The benefits of it are too numerous to state here but we'll mention just three.

One, asking such questions allow us to make improvements to what we currently have. It used to be, if it ain't broken don't fix it. It's now, if it ain't broken fix it anyway. Unless we pursue excellence as a way of life, as a habit, as a mantra; we will suffer the serious consequences of being caught in a situation where what we know and what we can do no are no longer in demand.

Two, asking such questions force us to re-examine our assumptions, beliefs, and perception. They are not the same and we are not arguing on matters of semantics but seriously each has it's unique characteristics that we sometimes neglect at our own peril.

Let's start with assumptions. By assuming that your spouse will not change, maybe because you have reasons to believe that it didn't happen in the past and hence it wouldn't happen now. Based on that assumption, you will response in a particular manner that would reinforce that belief. Over time, as it proofs to you that because your spouse doesn't change will lead you to form the perception that all spouses don't change.

Now, in a corporate context this get magnified to a degree that can sometimes blow things out of proportions.

Three, and perhaps to me the most important of all is this, if we don't ask ourselves questions like these then we probably will never think that there is an issue to begin with.

And reason why I say it's the most important to me is this: self-awareness and humility are the elements of a great character. If we do not know what we do not know then there is never a problem to begin with. I'm not suggesting you become a trouble maker but to first question yourself hard enough.