With green political theory and influential social marketing techniques as my service mission, the commitment-consistency theory applies most to my career aspirations and what I seek from my graduate school experience. Professors Vaidyanathan and Aggarwal (2005) describe how using the commitment-consistency theory, coupled with other important elements, influence consumer choices (p. 232). Their study’s findings can be best stated by two of their confirmed hypotheses:
Hypothesis 1—“Making a small, active commitment to an environmental cause results in a greater willingness to buy a product that advertises a donation to that cause” (p. 236).
Hypothesis 3—“Making an active commitment to an environmental cause results in a greater willingness to buy a product that donates to such a cause only if the donation does not entail an additional cost to the customer” (p. 238).
To effectively persuade people to make a commitment to ecological sustainability, the commitment-consistency theory suggests that the first goal of a strategy is to get consumers to make a small commitment to the cause (p. 232). The consistency portion of the theory suggests that people tend to want to remain consistent in their behaviors and, therefore, are likely to support future requests (p. 235). Even though the participants in the study said they were committed to action and support of a cause, they were only willing to exert contribution if that donation came at the expense of the company. In other words, their actions did not match up with their vocalized beliefs (hypothesis 3). I agree with their hypotheses and their results concur with these assumptions. By understanding and applying these concepts, I can reach targeted audiences more effectively and improve my professional communication skills.
I define persuasion as a form of social influential communication that is intended to invoke a certain behavioral or ideological shift in thinking or behavior. I believe that the art of persuasion is to convince and ultimately inspire actuation toward progressing the cause or movement. The most significant concept I learned is to apply cause-related marketing techniques to persuade adoption. One way to increase adopters of the Ecocity is to have them support other “environment enhancing” products and services and continue to participate in environmental activism (p. 232).
Understanding various theories of persuasion is needed to be an effective and influential leader in the 21st century. Many techniques that influence individualistic countries do not serve as motivators for collectivistic cultures. For example, persuading a behavior change in someone from Japan may start with influencing an opinion leader in the family, while influencing peers or socially similar individuals may be the tactics for someone in the United States. The motivators of persuasion differ greatly based on cultural frames of reference.
Vaidyanathan, R. & Aggarwal, P. (2005). Using commitments to drive consistency: Enhancing the effectiveness of cause-related marketing communications. Journal of Marketing Communications, 11(4), 231-246.
Sunday, March 8, 2009
Sunday, March 1, 2009
Maslow's Motivators
Because of my interest in positively influencing behavior change toward our relationship with the natural world, motivation is a paramount factor I need to understand in the Ecocity adoption process. I define motivation as the inherent or inspired ability to invoke a desirable behavior that is altruistically beneficial to self and others. I concur with motivation scholars Shah and Shah that, “The concept of motivation is situational and its level varies between different individuals and at different times” (p. 2).
Even though Maslow’s work has not produced much statistical research for its basis, it has spawned heuristic research. Most all of the articles in this week’s assigned readings address theories of motivation that are based on elements of Maslow’s hierarchy. This is the most important concept I gained from the readings, as it demonstrates that a good theory should inspire others to “think outside the box” and build upon/reform established research to come up with new and exciting ways to view the world.
Because of my desire to become a social marketer, Maslow’s theory is the most influential in my thinking and current setting. Authors Shah and Shah remind us that, “. . . if you want to motivate someone, you need to understand what level of hierarchy that person is on and focus on satisfying those needs. . .” (p. 9). This thought runs parallel with my desire to study cultures to fit the needs of potential adopters.
One element I would change is the way Maslow operationalizes the term “hierarchy.” Because I am a systems thinker, I do not completely agree with the ideal of “prepotency.” According to Gawel (1997) Maslow, “. . . theorized that a person could not recognize or pursue the next higher need in the hierarchy until her or his currently recognized need was substantially or completely satisfied" (Maslow's hierarchy of needs section, para. 1). I see motivation from unfulfilled needs as important, but I also know that one can shift between needs without necessarily “fulfilling” the needs of a previous rung. All of the needs—physiological, safety, social, esteem, self-actualization—are all important elements to our cultural survival and important in our civil system.
Communication scholar Kiel (1999) offers a modernization of Maslow’s hierarchy that I completely agree with. She suggests that,” . . . in today's world, a closed triangle is not a valid representation. Instead, an open, wide faced structure is needed to better reflect that self actualization is never ending" (p. 1). I intend to apply this outlook as positive self-fulfilling prophecy for improving my communication, leadership, and motivational skills in the contemporary business world. If we were cultivated to be “limitless,” how far could be go? I believe all levels of the hierarchy need to be offered in an exceptional workplace, but the possibility for endless self-actualization, as long as it is for the good of society and the business, should warrant the most profitability. I believe all leaders should understand this to become successful motivators in the 21st century.
Another element necessary to become an effective leader is to understand cultural diversity. When motivating others from global or multi-cultural organizations, the notion of “self-actualization” must be looked at through a cultural lens. According to NetNBA, self-actualized people possess qualities such as wisdom, truth, and justice and these characteristics are defined differently to by diverse cultures (2007). Forcing others to pursue goals that are not significant in their lives can become an ethical consideration.
As with most theories, modernization is needed to ensure that the theories are relevant to current situations and times.
Gawel, J. (1997). Herzberg's theory of motivation and Maslow's hierarchy of needs.
Practical Assessment, Research & Evaluation, 5(11). Retrieved June 4, 2007, from http://pareonline.net/getvn.asp?v=5&n=11
Hamilton, Cheryl (2008). Communicating for results: A guide for business and
professions. (8th). Belmont: CA: Wadsworth
Kiel, M. (1999). Reshaping Maslow's hierarchy of needs to reflect today's educational
and managerial philosophies. Journal of Instructional Psychology, 26(3), 167-168.
NetMBA. (2007). Maslow's hierarchy of needs. Retrieved February 28, 2009, from
http://www.netmba.com/mgmt/ob/motivation/maslow/
Shah, K. & Shah, P. (2008.) Motivation. Retrieved February 28, 2009, from
http://www.laynetworks.com/Motivation.htm
Even though Maslow’s work has not produced much statistical research for its basis, it has spawned heuristic research. Most all of the articles in this week’s assigned readings address theories of motivation that are based on elements of Maslow’s hierarchy. This is the most important concept I gained from the readings, as it demonstrates that a good theory should inspire others to “think outside the box” and build upon/reform established research to come up with new and exciting ways to view the world.
Because of my desire to become a social marketer, Maslow’s theory is the most influential in my thinking and current setting. Authors Shah and Shah remind us that, “. . . if you want to motivate someone, you need to understand what level of hierarchy that person is on and focus on satisfying those needs. . .” (p. 9). This thought runs parallel with my desire to study cultures to fit the needs of potential adopters.
One element I would change is the way Maslow operationalizes the term “hierarchy.” Because I am a systems thinker, I do not completely agree with the ideal of “prepotency.” According to Gawel (1997) Maslow, “. . . theorized that a person could not recognize or pursue the next higher need in the hierarchy until her or his currently recognized need was substantially or completely satisfied" (Maslow's hierarchy of needs section, para. 1). I see motivation from unfulfilled needs as important, but I also know that one can shift between needs without necessarily “fulfilling” the needs of a previous rung. All of the needs—physiological, safety, social, esteem, self-actualization—are all important elements to our cultural survival and important in our civil system.
Communication scholar Kiel (1999) offers a modernization of Maslow’s hierarchy that I completely agree with. She suggests that,” . . . in today's world, a closed triangle is not a valid representation. Instead, an open, wide faced structure is needed to better reflect that self actualization is never ending" (p. 1). I intend to apply this outlook as positive self-fulfilling prophecy for improving my communication, leadership, and motivational skills in the contemporary business world. If we were cultivated to be “limitless,” how far could be go? I believe all levels of the hierarchy need to be offered in an exceptional workplace, but the possibility for endless self-actualization, as long as it is for the good of society and the business, should warrant the most profitability. I believe all leaders should understand this to become successful motivators in the 21st century.
Another element necessary to become an effective leader is to understand cultural diversity. When motivating others from global or multi-cultural organizations, the notion of “self-actualization” must be looked at through a cultural lens. According to NetNBA, self-actualized people possess qualities such as wisdom, truth, and justice and these characteristics are defined differently to by diverse cultures (2007). Forcing others to pursue goals that are not significant in their lives can become an ethical consideration.
As with most theories, modernization is needed to ensure that the theories are relevant to current situations and times.
Gawel, J. (1997). Herzberg's theory of motivation and Maslow's hierarchy of needs.
Practical Assessment, Research & Evaluation, 5(11). Retrieved June 4, 2007, from http://pareonline.net/getvn.asp?v=5&n=11
Hamilton, Cheryl (2008). Communicating for results: A guide for business and
professions. (8th). Belmont: CA: Wadsworth
Kiel, M. (1999). Reshaping Maslow's hierarchy of needs to reflect today's educational
and managerial philosophies. Journal of Instructional Psychology, 26(3), 167-168.
NetMBA. (2007). Maslow's hierarchy of needs. Retrieved February 28, 2009, from
http://www.netmba.com/mgmt/ob/motivation/maslow/
Shah, K. & Shah, P. (2008.) Motivation. Retrieved February 28, 2009, from
http://www.laynetworks.com/Motivation.htm
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