o    Was the idea off base?  Did it upset you? Or did it seem a great idea, so why aren't we doing it?  

o    Discuss what the idea, why it struck a chord with you, and your thoughts on the topic.  

·         How can you apply this information to your classroom? 

·         How can you apply this information to your professionals development, specifically, the DTTP professional development you’ll be developing in this course.  

o    Be specific! List steps you would use to motivate your learners.

o    Present the 6 different principles of Knowle's theory of adult learning and include a rationale (3-4 sentences) for applying each principle into your professional development plan.  

o    Include aspects of how your ideas on motivating participants converge with your understanding of how adults learn and keys to change (Rogers). Hint: focus on Pink's trifecta of internal motivations!

Then post a link to your Padlet in this forum.

According to Pink, autonomy is the desire to direct our own lives. Pink argues that allowing employees autonomy runs counter to the traditional view of management which wants employees to "comply" with what is required of them.

However, if managers want employees to be more engaged in what they are doing (and they should - as tasks become more complicated) then allowing employees autonomy (self-direction is better).

Pink provides some examples of what he means by autonomy, summarising them into four main aspects: time, technique, team and task

For example, some firms allow employees to have time at the workplace to do whatever they want. This freedom to spend time doing their own thing leads to many more innovative ideas and solutions. A good example is Google which has benefited from numerous product ideas as a result of allowing developers to pursue individual projects during work time.

The growth of flexible working practices is another good example of allowing staff more autonomy. For example, providing the technology and freedom to work from home.

Pink is an advocate of greater use of teamwork as a means of facilitating autonomy, particularly where the team members themselves pick the team!

Pink describes mastery as the desire to continually improve at something that matters.

Pink argues that humans love to "get better at stuff" - they enjoy the satisfaction from personal achievement and progress. Allowing employees to enjoy a sense of progress at work contributes to their inner drive.

By contrast, a lack of opportunity at work for self-improvement or personal and professional development is liable to make employees more bored and demotivated

A key implication for managers to is to set tasks for employees that are neither too easy or excessively challenging. Pink calls such tasks "Goldilocks tasks) - ie. tasks that are not "too hot or too cold".

Goldilocks tasks push employees out of their comfort zones, and allow them to stretch themselves and develop their skills and experience further.

Pink describes purpose as the desire to do things in service of something larger than ourselves. Pink argues that people intrinsically want to do things that matter.

For example, entrepreneurs are often intrinsically motivated to "make a difference" rather than simply aiming for profit maximisation.

Most of us spend more than half our working hours at work. We want that time to matter.

So a key part of adding purpose to work is to ensure that the mission and goals of the organisation are properly communicated to employees. Employees need to know and understand these, and appreciate how their work and role fits into what the organisation is about.