Another Voyage

So my life is set up into different chunks of time and focus.  While I was traveling, this blog was about travel.  While in grad school, I focused on it (but I have not caught up with all that I want to say so more to come).  Now that I am a leader or boss of a small organization (I prefer leader), this blog may get a bit theoretical as I attempt to learn how to become a good leader rather than devolve into a horrible one.  This will take active practice and work and I am already staring at six book on leadership from the library taunting me from my kitchen table.  The topic?  LEADERSHIP.  This may mean I lose a few of my eleven or so readers but hey, I write for myself and the process as much as for you (but I really like you a lot so please stay!).

While attempting to finish the thesis that will never end, I read the following quote from an article about economic or extrinsic rewards in business, versus social or intrinsic rewards in business.  Essentially, should organizations create elaborate reward programs to light a fire underneath their employees butts to encourage them to share their knowledge (which apparently people don't do naturally, as we hoard knowledge, much like the show...I wonder if my brian on the inside looks like some of those living rooms...).  Well, as it turns out, people are more apt to share knowledge if they are able to identify intrinsic reasons to do so:

"Employees who think knowledge sharing would increase the scope and depth of associations among organizational members tend to have a positive attitude toward knowledge sharing.  Their positive attitudes toward knowledge sharing are formed by the expectations of reciprocation on knowledge sharing.  Moreover, employees who believe in their ability to contribute to improvements of organizational performance have a positive attitude toward knowledge sharing. Therefore, we should pay more attention to enhancing the positive mood state for social associations which precedes knowledge sharing behaviours and should provide useful feedback to improve the individual's self-efficacy instead of designing an elaborate evaluation and incentive system."
- Bock. G. W., & Kim, Y-G. (2002). Breaking the Myths of Rewards: An exploratory study of attitudes about knowledge sharing. In Information Resources Management Journal, 15(2), 14-21.

Self-efficacy in this study is defined as "people's judgments of their capabilities to organize and execute courses of action required to attain designated types of performances", a definition which was stole borrowed from Bandura (1996).

Essentially what this says is that my decision to provide an employee this week, who has been invited to participant in...let's say...'turf management', was a good choice.  This may foster a greater desire to contribute to our small but impressive organization, because he will have developed social associations that will motivate him to contribute for intrinsic reasons, which always last longer than extrinsic motivations.  This is why when I was at that crazy school and the administration pretended to listen to the teachers' ideas but really didn't, they did not get feedback when they asked us questions during staff meetings because we had no intrinsic reasons to share our knowledge with them, the leaders of a school, as we knew our organization would not improve without a change in management.  Sharing would have been a waste of our marvellous contributions.  This makes sense now.

I hope 'turf management' does not make anyone lazy.  :)