I've been working on this Systemic Motivation Model project since 2013. Every opportunity is good to feed the substratum of this construction a little more. Each influence is essential to its richness, with the constant desire to produce a model that best brings together all these converging approaches. That was my initial intuition: there is a point of convergence between all these theories and all these psychological, social, and systemic approaches.
Over time, the sheer quantity of information overwhelmed my cognitive processing capacities. I had to go through the "synthesizing" stage. Trying to linearize complex atomic information is, in my opinion, the best way of consolidating knowledge by reassessing the links and solidity of one's references.
Therefore, you hold the result of this work of writing and synthesis in your hands.
It's not a thesis; it's not an exhaustive analysis; it's, at best, an attempt to demonstrate the model's validity.
A model that, moreover, is not set in stone. It continues to evolve, to complement and improve on the experiences and models that emerge as we go along. A model that is also enriched by the feedback I receive from your personal experiences, at the heart of your realities.
So I'm not here to preach the good word; I'm not here to preach any kind of wisdom. My knowledge is limited to the time I can devote to it, and my experience is restricted to the missions I've carried out over the past twenty years.
I appeal to your critical spirit. Be vigilant and conduct your own experiments, which will confirm the model and sometimes require specific adjustments. There is no universal solution, at least not to my knowledge. So, let's use what we have with the utmost intelligence and open-mindedness.
This website is divided into four parts:
If the theory doesn't amuse you, skip to the third part. That's your choice. But I don't think it's the best one. Understanding the role of work in employees' lives is a key element in a mobilization approach. Ignoring this fundamental aspect runs counter to a systemic approach to corporate motivation.
The second part on motivation also provides some important information on why I built this model.
Many theories are used as flagships of a truth whose source is no longer known. But for many, their use is more a matter of habit than of knowledge of their application.
The third part is the most personal to me since it deals with the fruits of my labor. As I said, this work is based on research and experiments carried out over the last fifty years by people more illustrious than myself. My only merit is to have attempted to model these numerous publications in a solid, functional form for companies and their managers.
The fourth part is shorter. It offers a few basic ideas to help you define a motivation strategy.
Motivation is a complex phenomenon that needs to be considered over time. This is also the message conveyed by the model, which stresses the many aspects that need to be considered to optimize the chances of success.
I hope you enjoy reading it. Don't forget to give your opinion and criticize where necessary. The work can't stop with publication. You are now a co-constructor member of the Systemic Motivation Model.