In the second half of the 20th Century, bosses began to realise that employees’ hopes, feelings and needs had an impact on performance. Some managers began to move away from a purely “transactional” contract with a company’s staff, in which they received money in exchange for doing a job, to a complex “relational” one, where a company offered opportunities for an individual to feel fulfilled, but expected more in return.
Muddying things slightly, Maslow said that for some people, needs may appear in a different order or be absent altogether. Moreover, people felt a mix of needs from different levels at any one time, but they varied in degree. More sophisticated theories followed. Maslow’s triangle was chopped up, flipped on its head and pulled apart into flow diagrams.
Maslow’s friend, management guru Warren Bennis, believes the quality underlying all Maslow’s thinking was his striking optimism about human nature and society.
“Abe Maslow, a Jewish kid who really grew up poor, represented the American dream,” he says. “All of his psychology really had to do with possibility, not restraints. His metaphysics were all about the possibilities of change, the possibilities of the human being to really fit into the democratic mode.”
Anthony Robbins, worldwide coach and motivational speaker, has adapted this concept more recently.
What to know more about this and how you can motivate people in your team relying on their intrinsic motivation to fulfil their needs and realise their dreams?
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