You are in the midst of implementing an important change in your organization and find not everybody is rallying around you. Some of the people you need are not translating their words into action or have refused outright to support your change effort. The executive sponsor who liked the idea of being aligned with a high profile, cutting-edge technology change program has failed to deliver the program budget he promised you.
Or the implementation of the performance bonus system designed to lift the take-home pay of low paid process workers has not convinced them to adopt the new system. You thought that you had hit people’s hot buttons and can’t understand their reluctance to support your change efforts. You now need to develop a deeper understanding of the motivators that drive the people in your organization.
Let’s consider more closely the performance bonus example mentioned above. In this case, process workers were promised a 5% increase in their pay if they increased the number of assemblies they produced by 30% over a one-month period. Bonuses were to be calculated and distributed based on each individual’s output for the month. The increase in productivity was only possible if the process worker learned and used the new computer controlled production machine.