INSPIRATIONAL MOTIVATION A NEW APPROACH TO MOTIVATION THEORY Subhash Sharma The question of what motivates one is old, yet it puzzles the Practitioners and academicians. A great deal has been written on motivation theories, yet a large number of managers lack faith in most of the theories. Most managers intuitively arrive ata “motivation-mix’”, which works best in their conditions. Since there are a large number of motivation models, new ones caa only add to the complexity. The framework suggested here differs from other models in the sense that it attempts to provide a fresh look to the question of human motivation. The idea presented here is labelled “inspirational motiva- tion” which refers to motivation as a derivative of inspirational force. People working in the area of development, attach great signifi- cance to the inspirational force as a basis for harnessing and channelising the energies of the people. The traditional theories of motivation emphasise the “needs” as the fountainhead of motivation. While the body has needs, the mind is the controller of needs. Excessive indulgence with the needs created a need oriented paradigm of motivation theories. This paradigm has played a dominant role in designing the practices to motivate people. How- ever, there seems to be unquestioned faith in these theories in spite of some evidence to the contrary. For example millions the world over are inspired by the higher order values in life. This paradox of motivation theories has not been given proper consideration hence preventing development of alternative theories. For developing | 95.alternative perspectives, different questions must be asked. Can there be a higher order purpose that can become a source of energy ? Do people alter their need structures to achieve the higher order purposes ? An answer to these simple questions can alter the way we have theorised motivation theories. Further, answer to these ques- tions can come more easily from the lives of great people, as well as from managers working in development fields. Chakraborty (1985) proposed a “giving” model of motivation and classified the need-based theories of motivation within the “needing” paradigm. Since “needing” is emphasised in need based theories, these theories implicitly induce proliferation of needs. It may also be indicated that Maslow’s conceptualisation of needs as hierarchical is partly a reflection of his own mind set. If we try to read his mind-set as well as between the lines, the hierarchy of needs legitimises the “need for hierarchy” in terms of social classes. Implicitly it tends to deny the manifestation of a “revolutionary spirit” to those who are at the “lower order” needs. In addition, self-actualisation has a negative side which has not been highlighted. Assagioli (1974) observes that “self-actualising personality can be exceedingly selfish, may have no higher motives, may parade his own power and can be quite satisfied with himself (p.17). Thus, there is always a high chance that self- actualisation can turn into self-aggrandisement. Geller (1982) pro- claiming the failure of self-actualisation theory observes that the “. . . (self-actualisers) tend to be insecure, anxious, fearful and distrustful. ‘Their lives fall under obsessive domination of self-interest and self concern” (p.58). He further observes that self-actualisation tends to unleash selfish, self-aggrandising and de-humanising tendencies in a person. Therefore, it is necessary to exercise some measure of self- control to check the self-aggrandising mask of self-actualisation. An alternative conceptualisation of needs as a “basket of needs”I takes out the hierarchy bias of the Maslow framework. Figure 1 presents this “basket of needs”. It may be indicated that the size of the basket could vary across individuals, Further, individuals can exercise self-control over the size of the basket through the process of “will- actualisation”. This can prevent the basket of needs turning into a ‘burden of needs’, which many modern societies are afflicted with. SELF-ACTUALISATION Affiliative-——> <— Self esteem Physiological Needs—> <— Security Needs Figure 1 : Reconceptualisation of the Maslow theory as a “Basket of Needs” When viewed from the perspective of the Indian psycho-philo- sophical theory of kosas (sheaths), the basket of needs, are at the level of “annamaya kosa” (“gross physical body”) of the self. In the kosa theory, human entity is conceived in terms of five successive sheaths, namely, the gross physical body or the annamaya, vital or the Pranmaya, mental or manomaya, intelligence or vijnanmaya, bliss or anandmaya sheaths, These sheaths are reservoirs of energy and the source of “atmik power” “atomic power’) within, Figure 2 presents this framework, encompassing the “basket of needs". 7Anandmaya Kosa/Bliss Sheath Vijanmaya Kosa/Intellect Sheath Manomaya Kosa/Mental Sheath Pranmaya Kosa/Vital Sheath Annamaya Kosa/Gross physical body Basket of Needs Gross physical body Vital Sheath Mental Sheath Intellect Sheath Bliss Sheath Fig 2: Kosas (Sheaths) Enveloping the ‘Basket of Needs’ By reconceptualising the needs framework, within the kosa framework the role of the mind and the intellect as a controller of needs can be brought to sharper focus. The concept of “inspirational motivation” attempts to alter our existing ways of conceptualising motivation theories. It implies that motivation flows from inspiration i.e. inspiration is the basic source of motivation. Thus, “inspirational motivation” can be defined as motivation arising from an inspirational vision or source. The touch of inspiration can pierce through various sheaths and thus release the flow of atmik power within. The idea of inspirational motivation gives primacy to inspiration as against needs in the conventional theories of motivation. People tend to alter their needs structure according to 98the source or requirements of inspiration. They are ready to “give up” even their basic needs in order to translate the inspiration into action. This “idea of giving up” or renunciation ie., changing the needs structure can be seen in operation in many cases. What is important ig the intensity of the inspirational force. The empirical evidence in this regard is so overwhelming, that to ask a question for empirical validation may be almost redundant. Further, the history of human- kind provides any number of examples in which people altered their needs structure according to the requirements of inspiration. If that was not so, Mahatma Gandhi could not have inspired the freedom struggle. People changed their needs structure in order to respond to his message. For some, such change was so permanent that they still cling to the ideals of their changed needs structure. A number of development organisations also stand testimony to this observation. However, the question of empirical testing could be raised more seriously in the case of industrial organisations. Even in these organisations, the role of inspirational motivation cannot be under estimated. Examples of voluntary salary cuts are indicators of employees preparedness to “give up” or alter their needs structures. FRAMEWORKS OF INSPIRATIONAL MOTIVATION Given the above observations, we can develop a framework that can serve as a model for inspirational motivation (Figure 3). In this framework, it is indicated that inspiration can affect the motivation directly ic. independent of needs, as well as through the route of altering the ‘basket of needs’ or needs structure, ‘Thus, there are two. routes vis. The inspiration —> motivation, and inspiration —> basket of need/needs structure—> motivation. The first route suggests the direct influence of inspiration on the motivation, while the second route suggests that inspiration can have an effect on the needs 99structure also. In the case of industrial organisations, inspirational motivation is more likely to work through the direct route, while in case of development organisations it could operate through both the direct route as well as through the route of altering the needs structure. Thus, “motivation’mix” may get influenced by the presence of inspirational force. Inspiration Motivation mix Basket of needs Needs structure Figure 3 : A model of “Inspirational Motivation” This discussion indicates that the explanation for the causes of motivation could be sought within the framework of inspiration rather than needs alone, Once we view motivation in this perspective, some new insights emerge to explain the behaviour of people who often operate on very few needs. There are any number of persons whose behaviour can be more appropriately explained by inspira- tional motivation rather than according to the traditional theories which may consider these individuals as freaks of history or society. The problem is that there are too many such freaks, who do not fit into the traditional theories. Therefore, to do justice to them, it is necessary to propose theories that would be more “inclusive”and 1002 greene eee _ would explain motivation more comprehensively. The model pre- sented above integrates the existing models with the inspirational aspects of motivation. It stresses that alterations in the needs structure is linked to inspirational dynamics. If that were not so, then institutions such as the swadhyaya partvar, a movement started by Pandurang Shastri Athavale, Mother Theresa's organisation, Ramakrishna Mission and a large number of development organisa- tions will not get high quality people in their organisations. The fact that a large number of high quality people self-select themselves is an indicator that inspirational motivation plays a deeper role than what academicians usually think. The model of inspirational motivation can be referred to as“AUM” model of human motivation (Figure 4). The expression AUM stands for “All Unmanifest and Manifest” energy. It implies that human beings are endowed with immense energy which finds its existence in two forms, namely unmanifest (“potential energy”) and manifest (‘kinetic energy”). According to theory of sheaths, unmanifestenergy exists within the reservoir of various sheaths. Depending upon the energy conversion coefficient, individuals differ from each other in their drives. oo (All ee — ————— Energy conversion ———> M seal (Manifest/ Potential energy) Kinetic energy) Figure 4: AUM Model of Human Motivation 101For converting potential energy into kinetic energy, a push is needed. Inspiration serves this purpose of push, whereby the potential energy existing in unmanifest form finds an expression into kinetic energy or the drive. This also explains, as to why inspiration can lead to alterations in need structure. It would be useful to identify the sources of inspiration that can lead to changes in the needs structure and become a perennial foun- tainhead of energy. For inspirational motivation to work, identifica- tion of a “cause” is important. Further, the “cause” must be worth fighting for. Fighting for cause can lead toa high degree of motivation. ‘Thus, new ideas could become the basis for inspirational motivation, An individual can also create a basis for inspirational motivation. Then the heroes from history could also be the sources of continuing inspiration, In the case of ideas, both the new as well as ancient ideas could become the sources of inspiration. Thus, both ideas as well as individuals move other people. Once it happens, motivation comes from the “higher source® and pierces through the various sheaths (kosas). Inspiration releases an immense amount of “aimik power” within. As a consequence the needs structure gets allered or reorganised. The framework can be further refined. This refinement comes from understanding the impact of inspiration on the three elements of manas (intense desire to be one with inspiration), anna (material conditions), and prana (energy or life-force). It may be indicated that the inspiration may be generated from a higher order purpose for existence. People with poor material conditions have achieved exceptional results because of the presence of the other twoclements of manas and prana. If they exist, the anna, in the sense of material resources tends to follow. Examples of this type can be cited from experiences of institution building or of individuals changing their 102‘material conditions and needs. The desire for such changes depends ‘upon the intensity of the inspirational force. Figure 5 presents the refined model of inspirational motivation. This model can be labelled as “MAP” model, wherein the expression “MAP” represents the three elements of manas, anna, and prana respectively. This model of inspirational motivation integrates the existing models derived from need based motivation theories. Further, it also brings into sharper focus, the observation that people alter the material conditions and needs structure as a result of inspirational force. Thus, this model tends to explain the motivational aspects in Inspiration Intensity of inspirational force Manas (Oneness with inspiration) ADA Ss aT yk (Material conditions (Energy) & needs structure) Inspirational Motivation. Figure 5 : “MAP” Model of Inspirational Motivation a more comprehensive way. The model can explain the motivation phenomenon both in development organisations as well as commer- 103cial organisations. Hence, this model could serve as a new paradigm, for looking at the phenomenon of motivation. The idea is to examine the two routes suggested in this model, viz. the direct impact and the indirect impact through the effect on the needs structure. Although some evidence exists for this model, there would be a need for empirical research to test the model. Nevertheless, the model could Provide fresh insights into the motivational processes that we observe in our day to day existence. TOWARDS A HOLISTIC MODEL OF MOTIVATION The model of inspirational motivation can be integrated with current theories to arrive at a holistic model of motivation. In Indian Shastras, and more particularly in the Gita, an “action cycle model” ‘was conceptualised in terms of action, fruits of action and attachment to the fruits of action. It was emphasised that an excessive attachment to the fruits of action could lead to lack of concentration in the performance of the action, As excessive concern with the fruits of action could be dysfunctional to the performance of action, control over action was considered more important. Further, there are always limitations to one's control on the fruits of action, hence excessive concern could only generate a short term orientation as well as stress for the individual. The “theory of committed action” Suggests that an individual should strive to exercise “control over action” without an excessive ¢.ncern over the fruits of action. The nishkama karma i.e. action without much concern for the fruits of action is considered as an ideal type for karma yogis. Figure 6 presents this framework of action-cycle. ‘The motivation models have also been conceptualised in terms of effort, result, reward, meaningfulness of the reward and the links between them. For example, the model proposed by Vroom consid- 104 7ke ‘ers motivational dynamics in terms of effort-performance-reward. In the effort-result-reward model, the effort-result linkage uscs the input-output metaphor, and result-reward linkage is represented by “winning the game" metaphor. The meaningfulness of the reward to Karma yoga n No/low Action Fruits of Attachment action to the fruits of action Yes/High Excessive attachment Stress Short-term RR cre eer Figure 6 : An Action Cycle Model its recipient is also critical in this model of motivational dynamics. The metaphor of “carrot sweetness” can be used to explain the meaning- fulness of the reward. Figure 7 is a diagrammatic presentation of the 105effort-result-reward model. Input-output winning the Carrot-sweetness metaphor game metaphor metaphor Effort > Result————> Reward ————> Meaning of reward Figure 7 : Dominant Metaphors in Motivational Dynamics In this model, different linkages can be quantified. For example, effort-result linkage can be quanitifed by effort/result (E/R) ratio. This ratio is like an input-output ratio. The result-reward linkage can also be quantified. The linkage between the reward and its meaning i.c., “reward attraction” or temptation, can be indicated by “carrot- sweetness.” Thus, motivational dynamics can be explained in terms of E/R ratio, result-reward linkage and reward attraction. Hence, motivational force can be expressed by the following formula. Motivational force = E/R (Input/Output) ratio x Result-reward linkage x Reward attraction (carrot sweetness) Readers may notice the closeness of this formula to the Vroom’s model. However, this model uses popular metaphors to explain motivational dynamics. Thus, itis merely a quntitative representation of traditional wisdom. It views motivation in terms of the quantitative values of the three indicators. However, what is important is that 106a several other dimensions should be added to get a holistic under- standing of the motivational dynamics. These dimensions include the following : a, Inspirational influences : As indicated earlier inspirational forces can have a large positive influence in motivating an individual to put in extra effort. Inspirational influences pierce through the various sheaths (kosas) and thus create an inner force, which in turn provides the inner strength to even alter the ‘basket of needs’. Inspirational influence can awaken the atmik power and thereby create the necessary energy for extra-ordinary performances. 2. Abiotic and biotic factors ; Micro-climate within organisations is influenced by both abiotic as well as biotic factors. Abiotic factors include the physical facilities while the biotic factors include those aspects which induct the life force within the organisation such as trusting organisation culture. As both abiotic and biotic factors affect the motivation level, an attempt should be made to achieve a symbiotic relationship between abiotic and biotic factors. Bi Advantage/leverage : Different individuals tend to have differ- ent degrees of advantages or leverages. The metaphor of advantage is taken from the engineering concept of advantage which indicates the relationship between the effort and the result. Thus, different individuals perform differently because of the advantage factor, even though the efforts are the same. A number of factors contribute to the advantage/leverage that an individual acquires. These include capac- ity and competence due to his past training, social conditions and his current position on the learning curve etc. The advantage factor can influence the E/R ratio of different individuals. Sometimes the advantage may be ina latent form, and it may acquire its manifest form as a result of certain inspirational forces. a Emotive impact : The emotive impact of the reward, in terms 107| of its meaningfulness or ‘reward attraction” can also influence the motivational pattern. For individuals with very little attachment to | reward attraction, the performance of the task takes the shape of “unattached action” i.e. nishkama karma. These individuals fall in the category of karma yogis. 5. Excessive concern with the fruits of action : An excessive concern with the fruits of action can be dysfunctional. A high degree of attachment tow irds the fruits of action tends to create a short-term orientation in the performance of actions. ‘Thus, in addition to the indicators such as E/R ratio, result-reward linkage and reward attraction, a number of other factors can influence motivational dynamics. A holistic view of the motivational dynamics should include the influence of factors such as the advantage/leverage, inspirational force and nishkama karma etc. r Figure 8 presents a holistic view of motivational dynamics. Nishkama-karma Target * Inspiration Effort Result Reward Meaning Advantage . Emotive Impact Abiotic & biotic Latent Manifest factors Figure 8 : A holistic Model of Inspirational Motivation 108’ ‘The new paradigm of motivation theory views motivational lamics in its holistic perspective. The role of the inspirational ‘dimension should be given its due recognition in explaining the _ motivation phenomenon. The existing paradigm of motivation gives an over-emphasis to the needs as a basis of motivation. Further, current theories tend to draw heavily upon mechanical metaphors. Such theories fail to explain the motivation paradoxes that we observe, particularly in the case of developmental organisations, as ‘well as in several other contexts. ‘The theory of inspirational motivation, attempts to provide a better basis to understand the complexity of human motivation. The theory _ draws from the observation that need-structures do get altered as a result of inspirational forces. The various models of inspirational ‘motivation presented here can provide us different insights into the ‘complexity of motivational dynamics. The empirical testing of these models, in various settings such as industrial organisations, develop- mental and other organisations, can give us new insights to under- stand motivational dynamics. This theory of inspirational motivation canalso provide partial explanations of some social phenomena such as the recent happenings in the USSR, nationalist movement and such other movements in different periods of history, in which inspira- within”) of people have played a critical role. Dr. Subhash Sharma is with the Institute of Rural Management, Anand. tional leadership as well as the “atmik power” (‘atomic power ”