Motivational (values) Modelling

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Motivational Modeling, a Systems Thinking Approach by Gavin Ritz

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Motivational Modeling, a Systems Thinking Approach Mo t iv a tio n a l mo d el in g c a n b e u s e d in a n u mb er o f s itu a tio n s wh e r e v a lu e s, mo t iv es , n e e d s, d e s ir e s , a n d e v e n fea rs wa n t to b e e sta b li sh e d . S o me o f th e s itu a tio n s w h e re mo tiva tio n a l mo d e l in g i s u s e fu l a r e c a ree r t ra n s it io n , se lec ti o n a n d re c ru i tme n t, p er so n a l d e v e lo p m e n t, c o mp a n y c u l tu r e a n d v a l u e s a n d ma rke tin g o f p r o d u c t s a n d se rv ice s. Mo tiva tio n a l mo d e l in g sh o u ld n o t b e u se d in i so la t io n in mo st o f th e s e si tu a t io n s , a s t h e re a r e a n u mb e r o f o th e r in t erd e p e n d e n t fa c to r s t h a t e ff ec t p e rfo rma n c e , o u tp u t s, o u tco m e s a n d g o a l s. A n u mb e r o f s tu d i e s h a v e sh o wn th a t c er ta in ro le s a tt ra c t p e o p le w ith p a r t icu la r v a lu e s. A ls o c o mp a n ie s w ith p eo p le wh o h a v e p a rt icu la r v a lu e s a tt ra c t th o se p e o p le wi th si mi la r n e e d s in to th e c o mp a n y . Th i s p a p e r w il l g iv e so me p o in te r s h o w v a lu e s, mo t iv e s a n d c u ltu re c a n b e mea su re d in a n o rg a n i za tio n a l s e t tin g .

The purpose of the Motivational Model The motivational model was developed to help individuals and organisations understand their values, motives and drives. This self-reflective tool was designed so that individuals (and organizations) can easil y understand their and other people’s values and hence foster better communication. Many personalit y clashes (and societal) take place because of differing values and hence different points of view. This model is an attempt to bridge those gaps and create fertile ground for understanding, commonalit y and lasting rapport.

Where can the Motivational Model be used? The Motivational Model has a number of practical applications in the business environment. Specificall y in the area of: • Career Transition • Selection and Recruitment • Personal Development and goal setting • Company values and culture assessment-mission statement and values generation • Assessment of target market values and marketing research (markets tag their products and products tag their market) • Entrop y production measurement “the state of organization” • Intellectual Capital assessment By combining the Motivational Model with Stratified S ystems Theory (Jaques) an effective measure for Intellectual Capital can be ascertained. This measure might be able to give an effective adaptation factor for an organisation and a very useful factor in a due diligence process. Also there is potential to measure motivational entropy production which might be an effective measure for organisational adaptabilit y. The Motivational Model has been used extensively in the first four areas as mentioned above.

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What’s been done before and foundations of the Motivational Model The model has been developed over a number of years and changes have been made to incorporate other models, theories and better practical applications. However the basic structure has stayed the same due to the invariant nature of the tension between the two factors (Desire and Fear) see section on The Motivational Model and its counterparts. The model has also been tested with hundreds of subjects and subsequent feedback to participants. Also there has been a number of other congruency checks. The model is now in its second year of full use. The basic building blocks come from a number of disciplines, the Content and Process Motivation theories, ps ychological theories, integration models like cybernetics and s ystems thinking, science, engineering, linguistics and semantics. See listed disciplines below and section on references for relevant authors. The present Motivational Model combines man y of the existing theories and models but the key purpose of developing the Motivational Model was to make it practical and simple to use. Management should easil y be able to use it. Individuals should be able to understand each other and foster better communication. This t ype of information can aid in making better decisions pertaining to goals, roles and values. Motivational models and theories Content theories: Maslow, Hertzberg’s Two factor Theory, Deci's Intrinsic Motivation, McClelland’s 3n’s Process Theories: Drive and reinforcement theories, Hull (1943), Skinner (1953), Equit y Theory Adams (1963), Vroom (1964), Expectancy Theory, Porter and Lawler. Psychological theories Ego ps ychology, object relations theory, Heinz Hartman, Ronald Fairbairn, Harry Guntrip, Otto Kernberg, Gertrude and Rubin Blanck, Heinz Kohut, DW Winnicott, Margaret Mahler. Integration theories and models Complex Adaptive Systems (J. Holland, S. Kauffman) Viable S ystems Model (S. Beer) Engpas Konzientriete Strategie (W. Mewes) Systems Thinking models (P Senge, P Checkland, R. Ackoff) Stratified S ystems Theory (E. Jaques) Science and Engineering Chemistry (I Prigogine)

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Thermodynamics (Clausius, Carnot, Gibbs, Prigogine) Linguistics and Semantics Semantics, Wendell Johnson, Alfred Korzybski. NLP, Richard Bandler and John Grinder

The Motivational Model and its counterparts (The Systems Thinking Approach) An effective model cannot be isolated from other models and theories and this model is no exception. It combines very well with a number of other theories and models. Figure 1 below shows a number of pairings. These pairings are set out as extensive and intensive variables in the left and right hand parenthesis respectivel y. As the motivational model is part of a s ystems approach the purpose of Figure 1 is to highlight the relationships and embedments of variables with each other and with other theories and models. Note the pairings are also embedded within an environment that has a number of processes associated with it. (See Figure 1 right hand side)

1 [ M o t i va t io na l b e h a vio ur ] [ Mo t i va tio na l M o d e l ( v a l ue s) ] 2 [T i me o f I nt e nt io n] [ Mo ti v at io na l Mo d e l ( v al ue s)] 3 [ T i me , Ag e] [ Co g ni tio n] 4 [S ki ll s] [K no wled ge] 5 [T i me (c loc k)] [T i me of I n te ntio n] 6 [T arge ts : co s t, q ua n ti t y, ti me ] [ Al l t h e abo ve var iab le s]

7 Proce s se s Mat eria l T echni ca l Eco no mi c Fi n a nci al In fo r ma t io na l P s yc ho lo g ica l P o wer & Depe nd e nce Energy

AB OV E E MB ED DE D I N E NV I R ON ME NT AN D ENVI R ON ME NT I N I T .

Figure 1 Extensive variables can be classified as an on going quantit y like, time, cost, quantities where one can add or divide the variable (all those in the left hand parenthesis in Figure 1). An intensive quantit y like those in the right hand parenthesis cannot be divided i.e. they stay the same after dividing the s ystem or are the same (an invariant) in all proportions of a s ystem. The potential to ascertain entropy production of motivation, state of the s ystem, from the above pairings is being presentl y conducted. Entrop y calculations have already been done on the processes on the right hand side of Figure 1. (See Prigogine on Force-Flux pairings and entropy dissipation, Georgescu-Roegen on Economics, Shannon on Information, Thermod ynamics, Carnot, Clausius, Gibbs on Material.)

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Ratios can also be ascertained between many of the above pairings, e.g. a ratio between knowledge, skills and (targets) sales is a key ratio for any organization as this ratio is useful and can help managers do better human resources planning. For example, if a manager knows specificall y how much skills and knowledge it takes to increase sales b y 1 per cent, then management would not put pressure on its people resources to deliver unfair targets. Other models and theories that have been used in association with the motivational model as numbered (1 to 7) in Figure 1 1 [Motivational Behaviour (NLP), Bandler, Grinder] 2 [Stratified S ystems theory Elliot Jaques] 3 [Cognition, Stratified S ystems Theory, Elliot Jaques] 4 [Skills, knowledge, General human resources competency models] 5 [Time and Time of Intention, Stratified S ystems Theory, Elliot Jaques] 6 [Targets, costs, General business models] 7 [Processes, EKS (Engpas Konzientriete Strategie) Wolfgang Mewes- a Cybernetic Management Model as related to the ps ychological and power dependence processes]. Figure 1 is within the S ystems Thinking (Peter Senge) concepts and notions and can be reconstructed into a causal loop diagram. (See Figure 2) In Stafford Beer’s Managerial C ybernetics or VSM (the concept of the Algedonic Signal, the pain-pleasure signal is similar to the Motivational Model).

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Delay in time De si re Fa cto r F e a r F a c to r “ Need s ” Go a l s, Ta rg et s

t(n+r)

t(x+y+z) to t(x+y+z+….)

Extensive Variable

Ga p b e tw e e n w hat i s n eeded a nd wha t we ha ve no w

1 . [ Mo t i va tio n b e ha vio u r ] 4 . [ s ki ll s] Act io n s a nd r esp o n s es

t(x)

Cause/effect t(n)

Cause/ effect

Intensive Variable 1 . [Mo t i va tio na l Mo d el] 2 . [ Co g n it io n] 4 . [ K no wl e d g e ] W isd o m

Fi g ur e 2

Gap in time

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Gap I n T i me

t(x+y+z)

7. Environmental Structure E xte n siv e Va ria bl e 1 . [ Mo t i va tio n b e ha vio u r ] 4 . [ S k il ls] Act io n s a nd r esp o n s es

Mat er ia l p r o ce ss es T echni ca l proce s se s E co no mi c p r o ce s se s Fi n a nci al p r o ce s se s In fo r ma t io na l p r o ce s se s P s yc ho lo g ic a l p r o c e ss e s P o wer a nd d ep e nd e n c e p r o c e ss e s Energy

t (x) t(x+y)

Gap i n ti me

Feed b ac k me a n s t a ki n g so me o f t he o utp u t o f t h e s ys t e m a n d r e t ur ni n g i t a s p ar t o f t he inp u t.

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The Motivational Model The Motivational Model consists of the tension between two factors Desire and Fear as listed below and the 9 components that make up the two factors below. Desire factors: [Needs, wants, pleasures, desires, wished for situations, hoped for advantages, hoped for expectations, hopes, ideals, ambitions, gains, wins, successes, searching’s, aspirations, rights, longings, goodness, temptations] The nine Motivational Desire components (see below) are inter-related and effect each other and are very difficult to separate and often depends on the attachments that individuals make to values and their personal meanings. However it has been found that individuals generall y attach similar meanings to values. Each Desire component has a Fear component attached to it. Fear factors: [Losses, feared losses, pain, fear of pain, feared disadvantages, wrongs, bad, fear, fear of death, death, the dread of pain and loss, failure, emptiness, threat of pain] The definition of fear is the experience of being disconnected, from ones values and needs (most fear is often not what is happening now, but what might or could happen). Fear could be something that has happened in the past (a phobia) and is projected into the future. A good example is the shoring up against potential losses by having insurance against fire, theft, earthquake etc. Pain can also be defined as the emotion of separation and the sensation one feels when hurt (physical or mental), separated from our values, beliefs, hopes, life, and possessions and all the desire components as listed in the next paragraph. The nine need components of the Desire factor. Support: the need to feel supported, safe and secure Affiliation: the need to feel belonging Entitlement: the need for, achievement, to be seen, status, recognition and uniqueness Grandness: the need to feel strong, invincible, and for succession and expansion Abundance: the need to have and posses plent y Expression: the need for autonom y, express, feel free, liberated and creativit y Harmony: the need for beaut y, perfection and harmony

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Nourishment: the need for food and sustenance Sexuality: the need for sex For example, a person might buy a house with a sea view because; It has beautiful views (harmony) The sea gives a feeling of expansiveness and sheer power (grandness) The status and prestige it has associated with it. (Entitlement) The securit y and safet y it offers (support) The addition of another asset and proof to the self that one will never be poor again (abundance) It is close to other famil y members (affiliation) The view gives one the feeling of creativity and freedom (expression) To show everyone that this person has made it on their own (autonomy expression) Further examples: All the profiles of those individuals that drove BMW cars had entitlement and harmon y as prime values. (The BMW slogan is Pure Driving Pleasure). Land has all the above components and factors. Protection of last century’s sea suppl y lanes, these lanes were the main thoroughfare that supplied the goods to Europe’s respective powers. They brought wealth, food, condiments, china, cigars, spices and gold etc. One of the main motives for the hunt for a longitude measure. A lottery is like a power transformer; lots of little amounts of money go in and create a large sum of money to entice those in the hope of winning a huge sum, this then attracts more people. (abundance and hope factor) Volkswagen-the peoples car (affiliation needs) The concept of making money (wealth and abundance) Most sales persons have recognition needs as a primary value (motive). Redundancy is associated with loss and failure. In sport, the glory, recognition and status of winning and fear of losing (deprived of winning) plays out the tension between “success and failure”. There are mostl y goals scored in sport. In New Zealand the “clean green” image (harmony), All Black power (black the color of space-infinite and expansiveness). The word succeed is now s ynonymous with winning but it also means to continue. (Expansion and success are related).

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One individual went every year to Fiji to lie and tan in the sun, relax and enjo y the beaut y of the sea and the beaches (harmony and leisure needs) We go to the doctor to get rid of our pain and disease. (Dis-ease is the opposite of harmony) The hospitalit y industry is associated with leisure and relaxation. We go on holiday to get away from the dail y grind. (Harmony needs) The death (or loss) of a loved one (the pain of permanent separation and disconnection) The reason for industrial effort is to meet mankind’s needs. (The nine components and the desire and fear factors) Clothing is for protection, fashion and style (support and harmony needs). The Jewelry industry, fashion, elegance, status, and wealth (gold can be seen as a permanentl y storable commodit y-wealth), abundance, entitlement and harmon y needs and in ancient times protection against evil spirits (opposite of harmony and support). In government Socialist (affiliation needs) Nationalists (expression needs), the Greens (harmony needs). Processes (see Figure 1 right hand side) are the means by which mankind’s needs are met: The Silk Road (Economic processes), Internet (Informational process). The division of labour is due to the efficient meeting of mankind’s needs through associated processes: Support-soldiers, engineers, social workers Affiliation-professional bodies, clubs, armies, social workers Entitlement- status of professions, ancient kings, aristocracy Grandness- adventurers, sailors, explorers, engineers Abundance-farmers, bakers, traders, accountants Expression-artist, designers, engineers, freedom fighters. Harmony-doctors, hospitalit y workers, social workers, midwives Nourishment- farmers, traders, bakers, butchers, restaurateurs Sexualit y- midwives, doctors, sex workers Processes: Ps ychological-social workers, doctors, psychologists Informational-computer programmers Financial-insurance brokers, accountants, investors

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Economics-train drivers, pilots, truck drivers, crane drivers Technical-engineers, scientists One anthropologist from the Smithsonian Institute commented, the key driver of ancient man was “famine and fear”. (Nourishment and fear factor) Cosmetics industry, beaut y and harmony needs. In ancient time’s markings and bod y painting was for tribal affiliation, status, and identity, beaut y and to ward off evil spirits. In every walk of life the two factors (Desire and Fear) and the components (needs) play themselves out, specificall y in all social s ystems and all organizations and all individuals. It is the tension “between and in” individuals, societal s ystems and organizations that create our structures and processes. It is like one huge invisible “tensegrit y” structure. What does the model tell us? The motivational model gives an indication of individual and group values. Values in this sense means what an individual values in terms of their needs, wants, desires, hopes, ambitions and ideals. The Desire factor. In the same context the model also gives an indication of individual group fears, feared disadvantages and pain. Values are sometimes regarded as company culture. For example, a certain compan y with more than 80 per cent of the individuals in the organization is made up of sales persons who have teamwork and best of the best values. This is measured by the motivational model as affiliation and recognition needs. The model has nine needs and nine fear components however onl y seven (7) are used for business purposes. When an individual is profiled the key motivators are identified as well as the non-motivating factors. It has been found that all individuals are motivated by all components however at this point in time there are onl y specific motivating components at work. For example if one is placed in war zone then securit y and safet y might become a prime motivator however in peace time harmon y and perfection might be the individuals prime motivators. The motivators work in relation to each other although the model does indicate prime, secondary and third motivators for an individual or group. Outputs of an actual individual’s motivational profile are shown in Figure 3. The meanings of the 7 components will be explained in terms of this individual’s profile.

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S up p o r t Affi lia tio n En ti tl e me nt Gr a nd ne s s Ab u nd a nc e E xp r es s io n Har mo n y M o t iv a t o r s

No n M o t iv a t o r s

Figure 3: The Motivational Model profile Support: the need to feel safe, supported and secure Safet y and securit y needs are both physical and mental needs. Securit y with this individual was related to his newborn child and for the first time this person had to take responsibilit y for another. Securit y was a new need for this individual. The fear (feared disadvantages or pain) opposite of support, is the fear of abandonment and neglect or the feelings of being unsupported and insecurit y. These are powerful emotions and most individuals will move away from these feelings. This individual has a new addition to his famil y so job securit y has become a motivator. Affiliation: the needs for belonging This individual was not motivated by being part of a team, that is being in team did not get this person to act or want to do things. Through teamwork is how most things would be done with individuals who place high value on this component. The team means everything and the individual is part of this team. The fear (feared disadvantages or pain) opposite of affiliation, is the fear of betrayal, estrangement, ostracized and being left out. All the opposite fears of the needs (values) invoke powerful emotions and this fear is no exception.

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Being left (or someone leaving) out can invoke strong feelings of betrayal for these individuals or groups. An example in New Zealand is when Russell Coutts was lured to another Americas Cup s yndicate the newspapers splashed huge headlines of betrayal. Families often have these feelings when one member leaves or disagrees with the family unit or is seen to be breaking the accepted rapport. Entitlement: the needs for recognition, achievement, to be seen, to be special, status Being recognized or singled out as an achiever motivates this individual. Praise and recognition gets this person going to achieve targets and goals. The company where this individual was employed places high value on this component and hence has a number of processes in place to reward individuals for brilliant performance. For example: One award is called the “Best of the Best” award. As Napoleon once commented “Men will die for a piece of Ribbon”. It is not the ribbon but rather what it represents to societ y. The fear (feared disadvantage or pain) opposite of entitlement, is the fear of being rejected, having no identit y and feelings of worthlessness. This is one of the most significant fears of society. This fear cuts to the core of man y individuals. This individual needs plent y of praise and recognition in the work place. The idea of not having status, prestige or been seen is very tough for some individuals. Hero s ystems in many societies are fashioned around this value. Grandness: the needs to feel strong, invincible, succession and expansion This was not a motivator for this individual; this motivator is often related to expansion, succession and feelings of power and strength. This value is strongl y associated with individuals who seek high managerial office. Man y kings of old had great needs for succession of their crown and hence the need for a male heir. The game of rugby union, league and gridiron is a reflection of this value. The fear (feared disadvantages or pain) opposite of grandness, is the fear of disappearing, contraction, depletion and extinction. This very powerful emotion plagued many of our ancient societies and still some today. The fear of depletion is linked to other needs not discussed here (nourishment and sexualit y). Expansion is also related to growth and abundance needs (see below). Abundance: the need to have and posses plenty This factor is not a motivator for this individual. Money, possessions and rewards (unless related to recognition), in this case associated onl y with money does not get this person to act.

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The fear (feared disadvantages or pain) opposite of abundance, is the fear of povert y and deprivation. This is one of the key drivers of wealth accumulation for mankind and unfortunatel y povert y consciousness is still very pervasive in the business and political world today. Some extremel y wealth y people have this as their greatest driver. For those who have come from deprived backgrounds the fear of being back there is enough to keep them focused on wealth creation. Expression: the need to be autonomous, express, feel free and liberated This is the primary need of this individual. Individuals with this as a primary driver want to be able to express themselves either through some creativit y or work in an environment that gives them freedom to express themselves. Often these individuals also like variet y in their work and sometimes like to work alone depending on the other needs. This is the key value associated with the American Constitution. The fear (feared disadvantages or pain) opposite of expression, is the fear of being trapped, restricted, bondage and suppression. This is a key driver for this individual from verbal references it was also ascertained that this person was a bit of a freedom fighter in the work context and disliked the notion of others or himself being restricted in his/their roles and behaved accordingl y. Harmony: the need for beauty perfection and harmony This individual is not motivated by this value, although the raw profile (not shown) gives some indication that this is a motivator and non motivator at the same time. People with this value like to watch the sun go down, like nice things and order in their work, home and social lives. Living in beautiful surroundings and having a harmonious environment is key driver for these individuals. There could be a number of reason why this individual has (in the raw profile not shown) both non-motivators and motivators -there could be a change in values in this person’s life. What was important is becoming less important due to changing circumstances. However at the present there is an internal tension within this individual over this value. The fear (feared disadvantage or pain) opposite of harmony, is the fear of degradation, punishment, oblivion and disharmony. The clean green image of New Zealand is an excellent example of this value, man y people in NZ do not want to have an y mining in this “paradise” as they feel it would degrade this country. They want to keep New Zealand clean. Individuals with this value do not like disharmonious environments. For example working in an office with no windows would be a definite demotivator. The Greens are also a good example of this value. The romantics,

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visions of Nirvana and Heaven with its fire and brimstone opposite are another good example. In summary this person's present drivers are to work autonomousl y (with not too man y restrictions), where he can be creative, be recognized and praised for achievements and have job securit y. This individual moves towards these ideals and ambitions not away from the feared opposites of his values. Further external factors like goals, peer and managerial recognition and praise motivate this person rather than internal self-motivating factors. Job variet y and options within the work place is also a motivator. (The behavioral motivational profile is not shown here, see section on the motivational model and its counterparts Figure 1). How is the assessment carried out? A measuring instrument was developed using single words in each of the 7 need components. The assessment consists of 21 separate groups with seven words in each group. Each word is an abstraction of the Desire factor. Subjects are asked to choose a most and least in each of the 21 groups that they attach value to. The scores are totaled for a raw score of a most and a least profile and then the final profile is obtained b y merging the two profiles. The motivation direction (movement away from fear factor or towards needs factor) is also obtained b y asking a specific question. The question is content free so the subject has no notion of what is being observed. Motivation direction is either away from pain or fear or towards desires and needs. Also the motivational reference is measured to see if motivation is intrinsic or extrinsic. References Ac ko f f, R. L. ( 1 9 9 9 ) , R e - c r e a tin g th e Co rp o ra ti o n , A d e sig n o f o rg a n i sa tio n s fo r th e 2 1 s t Cen tu ry. Ne w Yo r k O x fo rd U ni v ers it y P r es s Ald e r f e r , C. P . ( 1 9 7 2 ) , Exi st en ce, Re la ted n e ss a n d Gro w th : Hu ma n n eed s in Org a n i sa t io n a l S et tin g s. Ne w Yo r k : Free P r es s As hb y. R. W . ( 1 9 5 7 ) . A n I n t ro d u c t io n t o Cyb e r n e ti cs , Lo nd o n: C hap ma n & Ha ll B e e r , S. ( 1 9 9 4 ) , Th e H e a rt o f E n te rp ri se, C hic h e s te r : J o h n W i le y a nd S o n s B e e r , S. ( 1 9 8 5 ) , D ia g n o sin g th e s y s te m fo r o rg a n iza tio n s, C h ic he s te r J o h n W ile y a nd So n s B e e r , S. ( 1 9 9 5 ) , B ra in o f th e F i r m, C hi c he st e r : J o h n W ile y a nd So n s, 2 n d Ed it io n B e c ke r , E . ( 1 9 7 3 ) Th e D en ia l o f Dea th , N e w Yo r k: S i mo n & S c h us ter B e c ke r , E . ( 1 9 7 5 ) E s c a p e f ro m E v i l, Ne w Yor k T he F r ee P r e s s B ir ne y, R. C . , B ur d i c k, H. , T ee va n R . C. ( 1 9 6 9 ) , F e a r o f F a i lu r e. Ne w Yo r k: Va n No s tra nd . Ca so n, K. & E . J a q u e s. ( 1 9 9 4 ) . Hu ma n Ca p a b i li t y, F al ls C h ur c h: Ca so n Hal l & Co C ha r v e t, S. R. ( 1 9 9 7 ) Wo rd s th a t Ch a n g e M in d s, Ma ster i n g t he La ngua ge of I n fl ue nce, D ud uq ue , I o wa : K e nd a l l /H u n t P ub li s h i n g 2 n d ed i tio n

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C he c kla nd , P . ( 1 9 9 9 ) S y st e m s Th in k in g S ys te ms P ra c ti c e C h ic he st e r J o h n W ile y a nd So n s Dec i, E . L. , R ya n R. M . ( 1 9 8 5 ) , I n t rin s ic Mo t iv a tio n a n d S el f- D e te r min a tio n in Hu ma n B e h a v io r. Ne w Yo r k: P l en u m P r e ss. E a s to p , T . D. a nd M c Co n ke y, A. ( 1 9 7 8 ) , Ap p l ie d T he r mo d yn a mi c s fo r E n gi n e e r i n g T e c h no lo g i st s. Lo nd o n: Lo n g ma n 3 r d ed it io n. Geo r ge sc u - Ro e ge n, N. ( 1 9 7 1 ) , Th e E n t ro p y La w a n d E c o n o m ic p ro ce ss , Har vard UP . Gr e e nb e r g, J . R. & S . A. M i tc he ll, ( 1 9 8 3 ) , Ob je c t R e la t io n s in P s y c h o a n a ly t ica l Th e o ry, Ca mb r id ge : H ar var d U n i ver s it y P r e s s Ha mp to n , D . R. , S u m me r C. E . & W eb b e r R. A. ( 1 9 7 8 ) . O rg a n i za tio n a l B e h a v io r a n d th e P ra c ti c e o f Ma n a g e m en t , Gl e n vie w I ll i no i s: S c o t t Fo r e s ma n & Co 3 r d ed i tio n. Her t z b e r g, F. ( 1 9 6 6 ) , W o rk a n d th e Na tu re o f M a n . C le ve la nd : W o r ld P u b li s hi n g Ho l la nd , J . H. ( 1 9 9 5 ) Hi d d e n Or d e r , Ho w a d a p ta tio n b u ild s c o mp l ex ity . Re ad i n g M a ss a c h u se tt s P e r se u s B o o k s J a q ue s, E . ( 1 9 6 4 ) . T im e S p a n Ha n d b o o k. Ki n g s t o n: Ca so n H al l & Co J a q ue s, E ( 1 9 8 8 ) . R e q u i si te O rg a n i sa t io n . Arl i n gto n : Ca so n Ha ll & Co J a q ue s, E . ( 1 9 8 2 ) . Th e F o rm o f Ti me. Ne w Yo r k & Lo nd o n: Cr a ne R u s sa k & Co . Jaque s, E, Gib so n R. O & I s aac D.J. (1978). L e v el s o f A b s t ra c t io n in Lo g ic a n d Hu ma n A c t io n . Lo nd o n : H ei ne m a n n . J o h n so n, W . ( 1 9 4 6 ) P e o p le I n Qu a n d a rie s. Th e S e ma n t ic s o f P e r so n a l A d ju s tm en t, Ne w Yo r k & E v a ns to n: Ha rp e r & Ro w Ka u f f ma n , S. ( 1 9 9 5 ) A t h o me in th e u n iv e rs e . Th e s e a r c h fo r th e la ws o f se lf- o rg a n i za tio n a n d c o mp lex ity Ne w Yo r k O x fo rd U ni ver s it y P r e s s Ko r z yb s ki, A. ( 1 9 4 1 ) S c ien c e & S a n i ty: A n I n tro d u c tio n to n o n - A r i sto t el ia n S y st e m s a n d Gen e ra l S e ma n ti c s, La ncas ter : Sci e nce P r es s 2 n d ed it io n L u t ha n s F. ( 1 9 7 7 ) , O rg a n iza tio n a l B e h a v io r. T o k yo : Mc Gra w Hi ll, 2 n d e d itio n . M a slo w, A. H. ( 1 9 7 0 ) M o tiva tio n a n d P e r so n a l it y. N e w Yo r k: Harp er a n d Ro w, 2 n d ed it io n M c Cle ll a nd , D. C. ( 1 9 8 7 ) Hu ma n Mo ti v a t io n . Ca mb r id ge : Ca mb r id ge U ni ver s it y P r e s s. M c Cle ll a nd D . C. , At k i n so n J . W . , C la r k R . A. , Lo we ll E . L. ( 1 9 5 3 ) , Th e Ach iev emen t Mo t ive , N e w Y o r k: Ap p l e t o n - Ce n t ur y- C r o ft s. M e we s . W . ( 1 9 7 1 ) . E KS E n g p a s Ko n zi en t ri e t e S t ra t eg ie , F r a n k f ur t a m M ai n Mit c he ll, S. (1 9 9 3 ) Ho p e a n d D re a d in P sy ch o a n a ly si s, Ne w Yo r k : B a si c B o o k s Re it z , H . J . ( 1 9 7 7 ) , B eh a v io r in O rg a n i za t io n s. H o me wo o d I ll i nio s: Ric h a r d D I r wi n. Se n ge , P . M . ( 1 9 9 0 ) Th e F if th Di sc ip l in e, Th e A rt & P ra c tic e o f th e L e a rn in g Org a n i za t io n , S yd ne y: Ra nd o m Ho u se S ha n no n, C. E . a nd W e a ve r , W . ( 1 9 6 2 ) , Th e Mat h emat ica l th eor y of com munica tion. U ni ver s it y o f I l li no is P r es s. Ste er s, R. M . , P o r t e r L. W . ( 1 9 9 1 ) , Mo t iv a t io n a n d Wo rk B eh a v io u r . N e w Yo r k : M cGr a w Hil l 5 t h ed it io n. Vr o o m, V. J . ( 1 9 6 4 ) , Wo rk a n d Mo ti v a tio n . N e w Yor k: W il e y Per so na lity Pro f il er s Sa v ill e & Ho ld s wo r t h L t d ( 1 9 9 2 ) U n ited K i n gd o m M o t i va tio n P r o f ile M Q. M 5

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Sa v ill e & Ho ld s wo r t h Lt d OP Q Occ up at io nal P er so na li t y Q u es tio n n air e Ca tt a l l R. B . ( 1 9 5 9 ) 1 6 P F Me yer s B r i g gs Car l so n Le ar ni ng Va l ue Anal ys i s W il so n Le ar ni n g Dra ke P 3 DIS C I M P ACT T hr e e P l u s As s e s s me n t, T h e B r o o k s Gr o up