Demotivation
Bringing demotivation to the
forefront and tackling it headlong.
There
isn't a shortage of motivational resources. Everywhere you go, you are bound to
find lots of information on all forms of motivation. You know, information on
how to achieve your goals, how to build self esteem, how to create a happy home.
These resources are good in that they focus on the positives which we can bring
into our lives. However, they also fail to deal directly with a silent killer
that lurks around in the minds of so many people on the street. That killer is
demotivation.
Demotivation
isn't simply the absence of motivation. It isn't also the absence of purpose or
of will. It is the presence of an influence that prevents one from doing
something he or she ought to be doing. Now, notice that the phrase 'ought to be
doing' is used rather than 'wants to do'.
The
fact remains that if someone is forced or coerced into doing something he or she
happens not to be highly interested in, demotivation is bound to set in at some
point in time. And, no level of motivation can help bring about the vigor and
enthusiasm such a person may seek.
For
instance, workers often speak of being demotivated. And managers who so often
think that demotivation is simply akin to a 'mid-life crisis' are so keen on
getting them involved in motivational programs. Unfortunately, such programs do
little to help if the root causes of the workers demotivation aren't tackled.
Hardly are you ever given a single piece of advice on demotivation in motivation
programs. There is so much emphasis on the positives that you sometimes feel
absolutely out of touch with what is being said.
Demotivation
needs to be seen for what it is. It isn't an illness that needs to be cured.
Rather, it is more like a symptom, a reaction to a particular situation. A
recent survey in Germany showed that only 50% of workers consider themselves to
be highly motivated in what they do. A third said they had "resigned
internally" and were only managing to keep up with work.
One
of the greatest follies is to assume that demotivation can be overcome by
increasing a worker's salary or benefits. This may help cushion the effect but
it definitely doesn't solve the problem. In order to solve the problem of
demotivation, managers need to understand what exactly it is that causes
demotivation and address these.
Demotivation
could be the result of a worker being in a department that he or she has
absolutely no interest in. Moving such a worker to another department could help
solve the problem. Workers filled with ambition and drive often feel demotivated
in the face of stagnation. Even if they do not progress by great leaps and
bounds the absence of a sense of progression causes demotivation to set in.
Also, when workers feel that their work fails to serve some useful purpose, they
often get demotivated.
As
you can see, demotivation isn't so much the absence of motivation as it is the
need to reassure workers that they are of value to the firm they work for.
Workers also need to know that without the work they do, the firm or company
cannot be what it is. It's the same story for a solider out fighting a war. He
or she needs to know that there is value and purpose in what is being done, else
demotivation sets in.
With
these in mind, demotivation can be brought to the forefront and tackled headlong
not as a disease but as a response to particular situations, which is exactly
what it is.
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