Eudaimonia, korkeammat päämäärät ja johtaminen
Hyvinvoinnin johtaminen.
Antiikin kreikkalaisten käsitteet hedonia (mielihyvä) ja eudaimonia (merkityksellisyys) avaavat hyvinvoinnin eri ulottuvuuksia.
Hedonia tarkoittaa mielihyvään pyrkimystä ja kivun minimointia. Aistinautintoja. Lyhyen aikavälin voitot, materiaaliset palkinnot, mukavuus, hetkellinen mielihyvä.
Hyvinvointistrategiassa hedonismin voi huomioida panostamalla terveyden ennaltaehkäisyyn, rentoutumiseen, työn hedelmistä nauttimiseen.
of long-term fulfillment. Ilon, rentoutumisen ja vapaa-ajan toteuttaminen, palautuminen, työnteon ja muun elämän tasapaino.
Vain eudaimonian kaltaisen merkityksellisyyden avulla avulla voidaan saada pitkän aikavälin hyvinvointia, syvempiä merkityksellisiä ihmissuhteita, ja tavoitteisiin sitoutumista suurtenkin haasteiden aikana ilman loppuun palamista. Merkityksellisyyden pyrkimys tarjoaa korkeamman päämäärän joka auttaa jaksamaan vaikeidenkin aikojen yli.
Henkilökohtainen kasvu, itsensä toteuttaminen, yleisen hyvän toteuttaminen.
Arvolähtöinen toiminta, merkityksellisten yhteyksien vahvistaminen, merkityksellisyyden ruokkiminen, itseä suuremmat päämäärät.
Hyvän tekeminen laajemmin yhteiskunnassa. Mielihyvän saaminen muiden voimaannuttamisesta, innovaatioiden kehittämisestä, paremman maailman saavuttamisesta.
Resilienssi ja mukautumiskyky,
Eudaimonian ja hedonian synergia voidaan saavuttaa yhdistämällä henkilökohtaisten ja työhön liittyvät tavoitteet suurempiin merkityksellisiin päämääriin.
Panosta palautumiseen, stressin vähentämiseen ja yleisestä hyvinvointiin, samalla antaen suurempaa merkitystä.
Ylläpidä merkityksellisiä suhteita yhteisön sisällä, kehittäen yksilöllistä onnellisuutta ja työn menestystä.
Näe mahdollisuudet kasvulle ja oppimiselle, vahvistaen merkityksen ja resilienssin kykyjä.
Reflektoi ja kehitä, mutta ylläpidä sekä mielihyvän ja merkityksellisyyden toteutumista, haasteiden voittamiseksi resilienssin, kiitollisuuden avulla ja tee pysyvä vaikutus.
Simon Sinek:in "How great leaders inspire action" -TED esityksessään esille tuoma näkökulma on edelleen olennainen ja keskesisellä tavalla eudaimoniaan liittyvä.
Mihin innovatiivisuus liittyy? Mihin liittyy johtaminen.
Kultainen ympyrä (golden circle); Miksi, miten, mitä; kaikki tietävät mitä ovat parhaillaan yrittämässä; osa tietää miten se saadaan aikaan (differentiating value proposition; harva tietää miksi he tekevät mitä he tekevät (tuloksen tekeminen ei ole syy - mikä on merkityksellisyyttä johon asiat nojaavat - kaiken juurisyy johon toiminnan merkityksellisyys perustuu, joka tekee toiminnasta syvästi merkityksellistä);
Ei mitä -> miten -> miksi, vaan miksi -> miten -> mitä
Ihmiset eivät osta sitä mitä ostavat vain sen perusteella mikä se asia on vaan se mitä se toteuttaa (riippuu toki tuotteesta).
Neocortex (mitä; rationaalinen)
Limbinen järjestelmä (tunteet; lojaalisuus)
Tuota ja myy ihmisille merkityksellisyyttä.
Jos rekryät ihmisiä antaen ihmisille merkityksellisyyttä, niin he tekevät sitä antaumuksella ja ovat valmiita näkemään enemmän vaivaa jopa itseohjautuvasti.
Simon Sinek:in Wrigth Brothers -esimerkki on erittäin innostava.
Kenelläkään Writgh Brotersin työntekijällä ei ollut korkeakoulutusta.
Pursuit of richness or pursuit of changing the world.
Elon Musk on toinen huikea esimerkki.
Jos kommunikoit sen mihin uskot niin vedät puoleesi ne jotka uskovat ja saavat merkitystä siitä mitä sanot.
On niitä kenellä on valtaa ja niitä ketkä osaavat johtaa.
Abraham Maslow:n ihmisen motivaatioteoria pyrkii määrittelemään sitä mikä ihmisiä motivoi viimekädessä, eli mikä saa ihmisen tekemään sen mitä ihminen tekee. Hänen ensimmäinen tarvehierarkian malli ilmestyi viisiportaisena vuosina (1943, 1954). Vuonna 1970 hän lisäsi ensin kognitiiviset ja esteettiset tarpeet, ja myöhemmin vielä transsendentaaliset eli itsen ylittävät tarpeet.Biological and physiological needs – air, food, drink, shelter, warmth, sex, sleep, etc.
Safety needs – protection from elements, security, order, law, stability, freedom from fear.
Love and belongingness needs – friendship, intimacy, trust, and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work).
Esteem needs – which Maslow classified into two categories: (i) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the need to be accepted and valued by others (e.g., status, prestige).
Cognitive needs – knowledge and understanding, curiosity, exploration, need for meaning and predictability.
Cognitive needs drive our pursuit of knowledge and understanding. For instance, a student's desire to understand complex mathematical theories, a traveler's curiosity about diverse cultures, or an individual's quest for life's deeper meanings all exemplify these needs.
Meeting these needs facilitates personal growth, comprehension, and a deeper understanding of life and its complexities.
Aesthetic needs – appreciation and search for beauty, balance, form, etc. Fulfilling these needs leads to a deeper sense of satisfaction and harmony in life, as individuals seek environments and experiences that are pleasing and resonant with their sense of beauty.
This involves the appreciation and pursuit of art, music, nature, and other forms of aesthetic expression.
Fulfilling these needs isn't just about physical beauty but also the emotional and psychological satisfaction derived from experiencing order and elegance.
Self-actualization needs – realizing personal potential, self-fulfillment, seeking personal growth, and peak experiences.
Transcendence needs – A person is motivated by values that transcend beyond the personal self. Beyond self-actualization, they represent the human desire to connect with a higher reality, purpose, or the universe.
This level emphasizes altruism, spiritual connection, and helping others achieve their potential.
Individuals seek experiences that move beyond personal concerns, aiming to achieve a deep sense of unity, understanding, and belonging within the vast expanse of existence.
Examples of transcendence needs include mystical experiences and certain experiences with nature, aesthetic experiences, sexual experiences, service to others, the pursuit of science, religious faith, etc.).
Psychologist Abraham Maslow (1943, 1954) stated that human motivation is based on people seeking fulfillment and change through personal growth. Self-actualized people are those who are fulfilled and doing all they are capable of.
The growth of self-actualization (Maslow, 1962) refers to the need for personal growth and discovery that is present throughout a person's life. For Maslow, a person is always "becoming" and never remains static in these terms. In self-actualization, a person comes to find a meaning in life that is important to them.
As each individual is unique, the motivation for self-actualization leads people in different directions (Kenrick et al., 2010). For some people, self-actualization can be achieved through creating works of art or literature; for others, through sports, in the classroom, or within a corporate setting.
Maslow (1962) believed self-actualization could be measured through the concept of peak experiences. This occurs when a person experiences the world totally for what it is, and there are feelings of euphoria, joy, and wonder.
It is important to note that self-actualization is a continual process of becoming rather than a perfect state one reaches of a "happy ever after" (Hoffman, 1988).
Maslow offers the following description of self-actualization:
"It refers to the person's desire for self-fulfillment, namely, to the tendency for him to become actualized in what he is potentially.
The specific form that these needs will take will of course vary greatly from person to person. In one individual it may take the form of the desire to be an ideal mother, in another it may be expressed athletically, and in still another it may be expressed in painting pictures or in inventions" (Maslow, 1943, p. 382–383).
Characteristics of Self-Actualized People
Although we are all, theoretically, capable of self-actualizing, most of us will not do so, or only to a limited degree. Maslow (1970) estimated that only two percent of people would reach the state of self-actualization.
He was especially interested in the characteristics of people whom he considered to have achieved their potential as individuals.
By studying 18 people, he considered to be self-actualized (including Abraham Lincoln and Albert Einstein), Maslow (1970) identified 15 characteristics of a self-actualized person.
Characteristics of self-actualizers:
They perceive reality efficiently and can tolerate uncertainty;
Accept themselves and others for what they are;
Spontaneous in thought and action;
Problem-centered (not self-centered);
Unusual sense of humor;
Able to look at life objectively;
Highly creative;
Resistant to enculturation, but not purposely unconventional;
Concerned for the welfare of humanity;
Capable of deep appreciation of basic life-experience;
Establish deep satisfying interpersonal relationships with a few people;
Peak experiences;
Need for privacy;
Democratic attitudes;
Strong moral/ethical standards.
Behavior leading to self-actualization:
Experiencing life like a child, with full absorption and concentration;
Trying new things instead of sticking to safe paths;
Listening to your own feelings in evaluating experiences instead of the voice of tradition, authority or the majority;
Avoiding pretense ("game playing") and being honest;
Being prepared to be unpopular if your views do not coincide with those of the majority;
Taking responsibility and working hard;
Trying to identify your defenses and having the courage to give them up.
The characteristics of self-actualizers and the behaviors leading to self-actualization are shown in the list above.
Although people achieve self-actualization in their own unique way, they tend to share certain characteristics. However, self-actualization is a matter of degree, 'There are no perfect human beings' (Maslow, 1970a, p. 176).
It is not necessary to display all 15 characteristics to become self-actualized, and not only self-actualized people will display them.
Maslow did not equate self-actualization with perfection. Self-actualization merely involves achieving one's potential. Thus, someone can be silly, wasteful, vain and impolite, and still self-actualize. Less than two percent of the population achieve self-actualization.
Applications & Examples
Workplace organizations and employee motivation
The theory applies to organizational structures and the motivation of employees. To enhance performance, the organizational culture and HR strategies must address and fulfill the needs of employees.
HR strategies, including compensation, benefits, job design, training, cultural development, and performance evaluations, can be tailored to cater to Maslow's hierarchy of needs (Jerome, 2013).
1. What can managers do to motivate employees with physiological needs?
At the foundational physiological level, organizations should provide wages that sustain a decent standard of living and comprehensive benefits, ensuring employees can comfortably cater to necessities such as food, shelter, and medical care.
Offer comprehensive healthcare benefits – Quality health insurance, dental, vision, mental health coverage, and wellness programs demonstrate you care about employees' overall health and ability to afford care.
Subsidize gym memberships – Some companies offer monthly gym subsidies or onsite fitness centers to support physical health and stress management.
Make the space ergonomic – Ensure workstations, chairs, keyboards, etc. are height adjustable and comfortable to work at for extended periods to prevent bodily strain or injury.
Pay for wellness services – Some companies offer perks like free annual flu shots, smoking cessation programs, or biometric screenings to proactively address health.
2. What can managers do to motivate employees with safety needs?
For the safety tier, offering job stability, secure working conditions, and equitable compensation is essential. Employees are more motivated when they feel both financially stable and physically safe within their workplace.
Establish anti-harassment policies and reporting procedures – Ensure strong systems are in place for reporting issues confidentially and without retaliation.
Cultivate psychological safety – Foster an environment where people feel safe to take risks, make mistakes, and speak up without fear of embarrassment or punishment.
Define and reinforce ethical standards – Clearly establish and model expected conduct to prevent ethical lapses that undermine security.
Promote transparency in pay and promotion practices – Clearly communicate compensation structure, advancement criteria, and salary negotiation options to build trust.
3. What can managers do to motivate employees with social needs?
Addressing social needs involves cultivating an inclusive community within the organization. Team-building exercises, social gatherings, mentorship initiatives, and transparent communication can foster a sense of belonging. Motivation is heightened when employees feel appreciated and integrated within their teams.
Develop mother's rooms – Providing clean, private lactation rooms supports new mothers' needs to pump breast milk during work hours.
Train supervisors in mental health first aid – Equip leaders to recognize signs of depression, anxiety, substance abuse and properly intervene or connect employees with help.
Develop a mentorship program – Allow experienced employees to mentor newer ones to establish interpersonal bonds and a sense of support.
Model inclusive language and behavior – Use words and actions that are welcoming and respectful to all groups.
Share vulnerability and imperfections – Leaders should open up on mistakes, challenges, and lessons learned to humanize the workplace.
4. What can managers do to motivate employees with esteem needs?
To cater to esteem needs, organizations should implement recognition systems, merit-based promotions, and leadership roles.
Leverage unique talents – Properly designated titles that reflect an individual's role and status can also be beneficial.
Make the most of performance reviews – Regular performance evaluations not only offer recognition but also highlight areas for growth, feeding into the employees' need for esteem. Thoroughly highlight strengths, progress made, and areas of influence.
Entrust employees with mentoring roles – Having them share knowledge and coach others recognizes their expertise.
What can managers do to motivate employees with self-actualization needs?
For self-actualization, organizations should ensure that job roles align with employees' talents and passions. By empowering employees, presenting them with challenges, and fostering an environment that encourages innovation, organizations can facilitate their journey toward self-actualization.
Foster innovation – Dedicate time and resources for experimenting with new ideas without pressure.
Sponsor continuing education – Provide tuition reimbursement or subsidies for advanced courses and certificate programs. Offer paid time for relevant reading, online courses, conferences, and seminars.
Critical Evaluation
The most significant limitation of Maslow's theory concerns his methodology. Maslow formulated the characteristics of self-actualized individuals by undertaking a qualitative method called biographical analysis.
He looked at the biographies and writings of 18 people he identified as being self-actualized. From these sources, he developed a list of qualities that seemed characteristic of this specific group of people, as opposed to humanity in general.
From a scientific perspective, there are numerous problems with this particular approach. First, it could be argued that biographical analysis as a method is extremely subjective as it is based entirely on the opinion of the researcher. Personal opinion is always prone to bias, which reduces the validity of any data obtained. Therefore Maslow's operational definition of self-actualization must not be blindly accepted as scientific fact.
Furthermore, Maslow's biographical analysis focused on a biased sample of self-actualized individuals, prominently limited to highly educated white males (such as Thomas Jefferson, Abraham Lincoln, Albert Einstein, William James, Aldous Huxley, Beethoven).
Although Maslow (1970) did study self-actualized females, such as Eleanor Roosevelt and Mother Teresa, they comprised a small proportion of his sample. This makes it difficult to generalize his theory to females and individuals from lower social classes or different ethnicity. Thus questioning the population validity of Maslow's findings.
Furthermore, it is extremely difficult to empirically test Maslow's concept of self-actualization in a way that causal relationships can be established. It is difficult to tell in Maslow's theory where the scientific leaves off and the inspiration begins. His theory is seen as more speculative than empirically proven, with a tendency to substitute rhetoric for research.
Another criticism concerns Maslow's assumption that the lower needs must be satisfied before a person can achieve their potential and self-actualize. This is not always the case, and therefore Maslow's hierarchy of needs in some aspects has been falsified.
Through examining cultures in which large numbers of people live in poverty (such as India), it is clear that people are still capable of higher-order needs such as love and belongingness. However, this should not occur, as according to Maslow, people who have difficulty achieving very basic physiological needs (such as food, shelter, etc.) are not capable of meeting higher growth needs.
Also, many creative people, such as authors and artists (e.g., Rembrandt and Van Gogh) lived in poverty throughout their lifetime, yet it could be argued that they achieved self-actualization.
Psychologists now conceptualize motivation as a pluralistic behavior, whereby needs can operate on many levels simultaneously. A person may be motivated by higher growth needs at the same time as lower-level deficiency needs (Wahba & Bridwell, 1973).
Contemporary research by Tay and Diener (2011) has tested Maslow's theory by analyzing the data of 60,865 participants from 123 countries, representing every major region of the world. The survey was conducted from 2005 to 2010.
Respondents answered questions about six needs that closely resemble those in Maslow's model: basic needs (food, shelter); safety; social needs (love, support); respect; mastery; and autonomy.
They also rated their well-being across three discrete measures: life evaluation (a person's view of his or her life as a whole), positive feelings (day-to-day instances of joy or pleasure), and negative feelings (everyday experiences of sorrow, anger, or stress).
The results of the study support the view that universal human needs appear to exist regardless of cultural differences. However, the ordering of the needs within the hierarchy was not correct.
"Although the most basic needs might get the most attention when you don"t have them," Diener explains, "you don"t need to fulfill them in order to get benefits [from the others]."
Even when we are hungry, for instance, we can be happy with our friends. "They"re like vitamins," Diener says about how the needs work independently. "We need them all."
Conclusion
Maslow's theory differs from more purely physiological representations of human motivation because motivation is seen as being not just concerned with tension reduction and survival but also with human growth and development.
While Maslow's work was indeed relatively informal and clinically descriptive, it did provide a rich source of ideas, and as such, a framework for discussing the richness and complexity of human motivation that goes beyond homeostatic models and other biological models.
Frequently Asked Questions
What are some of the weaknesses of Maslow's theory?
Maslow proposes a positive view of humans, however, it could be argued that this might not be very realistic when considering everyday reality such as domestic violence and genocides.
Furthermore, the hierarchy's focus on meeting our needs and fulfilling our growth potential reflects an individualistic, self-obsessed outlook that is part of the problem faced by our society rather than a solution.
How many levels are there in Maslow's pyramid of needs?
There are five levels in Maslow's pyramid. From the bottom of the hierarchy upwards, the needs are: physiological (food and clothing), safety (job security), love and belonging needs (friendship), esteem, and self-actualization.
Maslow asserted that so long as basic needs necessary for survival were met (e.g., food, water, shelter), higher-level needs (e.g., social needs) would begin to motivate behavior.
Why is Maslow's hierarchy of needs important?
Maslow's theory has given rise to a new way to look at people's needs. For example, Maslow's hierarchy of needs is widely used in health and social work as a framework for assessing clients' needs.
Problems or difficult circumstances at one point in a person's life can cause them to fixate on a particular set of needs, and this can affect their future happiness.
For example, a person who lived through a period of extreme deprivation and lack of security in early childhood may fixate on physiological and safety needs. These remain salient even if they are satisfied.
So even if this person later has everything they need they may nonetheless obsess over money or keeping enough food in the fridge.
This, for Maslow, was the root cause of many 'neurotic' mental health problems, such as anxiety or depression.
What is at the top of Maslow's hierarchy of needs?
According to Maslow, the highest-level needs relate to self-actualization, a process by which we achieve our full potential.
Self-actualizing people have both a more efficient perception of reality and more comfortable relations with it. This includes the detection of what is phony and/or dishonest and the accurate perception of what really exists – rather than a distortion of perception by one's needs.
Self-actualizers accept themselves, others and nature. They are not ashamed or guilty about being human, with shortcomings, imperfections, frailties, and weaknesses.
Nor are they critical of these aspects in other people. They respect and esteem themselves and others.