As the game theory says, in any game there is a goal - a victory. In this online game we are talking about the teamwork of five (usually) players. The means of achieving the goal is the contribution of each player from the team to the victory. Each player has his own purpose. And depending on the performance, the goal is approaching or moving away (leaving it at the mercy of other players, or to chance). From the "working atmosphere" in the team also depends on how much contribution will be made. The contribution of the players can be both dramatically reduced and significantly increased.
Familiar situation, is not it? Especially important for small companies with a level of maturity of 1 or 2
[1] . This article will be held observable parallels in the motivations of players and IT people. Useful to all direct team managers, technical managers (team leads).
Greetings, habrasoobschestvo!
It would seem, why this talk about some toys? The fact is that the social status of the player in the gaming community depends on winning the game. Similarly, on the delivery of the project, depends on the professional status of an IT person. Agree, when the project is handed over - everything is in the black, here both reputation and status and hope for increasing profits.
But everything is not so simple when the team is far from positive. A team can consist of talented guys, and here they are all doing projects, one after another, and they surrender so-so, on a C grade. This affects the psychological state of the team in the long term.
The same symptoms appear as the players who do everything to win and raise their personal status - but in the end, the statistics of the victories send them down the social scale. And what is most surprising is that there are ready-made recipes for treating these symptoms from this game. How to make it so that each member of the team (game or project) makes a significant contribution to the work, than increased the chances of winning? Consider the typical "Mindsets" which are also observed in the field of IT:
- Negative.
- Aggressor.
- Single mother.
- Egoist.
- Autopilot.
Negative
A member of the team who became discouraged due to the dim prospect of a project. Negative effect on the mood of the team, somewhat worsening its morale. Needless to say, the effect needs to be eliminated through a personal conversation. And if it does not help - insulation. Let him make a contribution to a certain subsystem, in the development of which less people participate. Maybe an apprentice for one person. If his tasks are fulfilled by him, and the importance of these tasks is clarified, the negative will gradually go away and, as a result, the contribution to the project will increase (motivation, by definition). Otherwise, the negaver becomes the aggressor. External stress in the form of charges significantly accelerates the appearance of the
Hulk .
Aggressor
He is not to blame for his condition. All he wanted was to fulfill his purpose. But the further - the worse it turns out. The pressure on yourself, the pressure from the outside leads to a certain line. Further which - open abuse. Causes significant harm to the psychological situation of the team. Then only destructive consequences - the collapse of the team or the departure of this Hulk from the team, or aggression goes into a hidden level (single). The treatment is somewhat similar to the treatment of the Negative, with the only difference - the pain must be removed here and now.
For example, to say the following “everything will be fine, I will correct everything” and a local tendency to improve the situation should immediately appear. The aggressor, like the negativist, is sent to isolation from the team, only in this case the presence of a mentor, whom he deeply respects, is highly desirable. This mentor who, with his authority and fruitful work, will convince the aggressor that things are not so bad, at least at a local subjective level.
The meaning of such actions is to stop the decline in the team’s contribution, and let the aggressor do at least something, at least 10%. Over time, this contribution will increase. True, someone will have to give all the best for the aggressor. The same mentor. Someone will have to shoulder his burden (in any case, it is inevitable).
Single mother
Get here in different ways. Not only through despondency or rage (in the desire to isolate themselves), but also in complete disillusionment with the team (despair). Unfortunately, this is the most difficult variant of the development of symptoms. Work in this mode is extremely unproductive in both personal and team terms. Such singles often include autopilot and just work. The only advice that comes to mind is that a reboot is necessary
[2] , otherwise the situation will worsen and a vicious circle will turn out. The phenomenon will be discussed in more detail later.
Egoist
Also, there are loners not in connection with negative feelings. They simply consider their vision as the only correct one and go their own way, not paying attention to the team. It is highly likely that their opinion of themselves is not unreasonable and you really need to attract their contribution in the right direction for the benefit of the project. How to do it?
There are several ways. You can indulge his selfishness. The conversation goes in line with "The team needs your help" - by hook or by crook it must enter the general stream, where its skills will greatly enhance the contribution of the rest of the team
[3] . This strategy works in the short term - less negative, you can expect more input. However, such a type may worsen the overall mood in the team, over time. It is necessary to look for ways to use his ego without harm to the team - employee training, master classes. After all, his skills can really be admirable?
The second way is the realization of a simple fact: "The egoist is his own enemy."
He can develop himself as much as he pleases through reading books and may even share his experience with the global developer community. This does not negate the fact that he is forced to work in a team, one way or another, whether he wants it or not.
One day, the Egoist realizes the hopelessness of his situation, and, tired of correcting the mistakes of his team, he discovers some “sympathy” in himself, begins to teach (“lift”) his team. So that one day he could trust them, and not waste his energy on constant thinking about the whole project “what they did wrong here.” This is extremely tiring and irrational.
And on another fine day, when the disciples surpass the teachers, the Egoist himself can already discover an amazing and, most importantly, relevant experience for his environment.
The manager can also play this particular strategy in the search for an approach to the Egoist. He can be a catalyst for the "maturity" of the Egoist. Develop “sympathy”, “condescension” in him and in general bring him closer to the team, so that he applies his skills for the benefit of all. Otherwise, why would he need these skills at all? Besides, the Egoist must also be lonely. Again, his whole skill growth - for what?
Autopilot
As mentioned above, up to this stage can come through despondency. In addition, there is a chronic autopilot - this is the contingent that goes to work ... for the sake of work. Work your watch and go home (hereinafter referred to as "gray autopilot").
In both cases, there is a complete stagnation in development and lack of motivation, from which there is an extremely low return. This case is the most "neglected" and it is difficult to say how to find a constructive way out of here. The first type of stagnation will be nasty and they will go in search of a new motivation
somewhere else . The second type will always work. Perhaps internal regulations, schedules, control, will be able to achieve the
desired return, but it will be far from 100%.
It is not that simple
The motivation states discussed above trace the tendency of transition from simple despondency to a complex loner. It is good if these changes are spread over time and there are plenty of opportunities to reverse the process. However, often the “player” almost instantly becomes locked in itself (a loner). Worst of all when it occurs on the basis of hidden aggression. It would seem that - “you want an accommodating employee? Get it, sign it, I do everything according to the instructions, what else do I need? ”And it may seem that the goal has been achieved - at last the individual obeys.
No - this is the most dangerous strategy. First of all, it imitates a gray autopilot a priori. Secondly, his subconscious will call for, forgive, revenge, and as a result - hidden diversions of the most diverse nature. You can, of course, say goodbye to such an employee. It would seem a reasonable way out. And where is the guarantee that this will not happen again with the following? All this arises for a reason. And following a destructive path on the part of the leadership means being a hostage to the situation. Is it befitting a manager? Therefore, it is imperative to identify latent aggression as early as possible. If you do not close your eyes to this - you can see signs of hidden aggression
[4] .
Instead of an epilogue
Each organization seeks to get the most out of its employees. And many employees want to give it out. Of course, the higher the level of maturity of the company, the less dependent on the motivation of subordinates. The team turns into a single streamlined mechanism, such a machine for the production of software. But what is remarkable:
- The company does not know the potential of its asset in the form of this machine. Does it work at 50%? 100%? In case of a critical situation - what additional resource can be activated instantly? Of course, more mature companies seem to be more insured against such situations, and then who knows.
- The state will consist of such “gray auto pilots”, chronically unmotivated, with a complete lack of development - this is ruining both the employees and the company. The world of software development is extremely variable, and you need to follow its changes. And for this you need motivation, no riot gloves will help here (really) .
If you want to build a team that is ready to give all the best for your business, which will keep your technical ship afloat in a storm of changes in the software development world, you must, in turn, meet, help, reveal motivation and potential
[4] .
I wish you all undying motivation, inspiration and conquest of new peaks in the field of software development! Thanks to all!