There is only intrinsic motivation

Hi, everybody! I am Pia-Maria Thoren, and today I’m going to talk about intrinsic motivation. Let’s see if I can get this slideshow working as well.

What if we could wake up on a Monday morning and be thrilled about what’s waiting for us at work? Work consists of such a large part of our lives—at least eight hours a day, if not more—so we need to be happy at work and in life.

Now, I don’t believe in work-life balance. You may ask, "Why?" If we speak about work on one hand and life on the other, as if they are two separate things, we overlook the fact that we only have one life. It’s crucial to bring life into work as well. I’d rather talk about life balance—you need to live all the time, both at work and outside of work.

Engagement and Motivation

As Fabiola just mentioned, engagement and motivation have become some of the most important aspects for companies. Our definition of engagement is both being happy and contributing to the organization’s goals.

If you’re just happy and feel good but aren’t achieving results, you may become a “happy sleeper” or a slacker. On the other hand, if you are focused only on creating results, you risk becoming burned out. True engagement requires both happiness and contribution, guiding employees toward the top-right corner of the engagement model.

We know that engaged employees take care of customers, making profitability possible. A profitable company can then realize its strategy and achieve its vision or dream.

How Do We Accomplish Motivation?

In his book, Dr. Daniel Pink outlines his motivation recipe, which is often referenced in agile settings: autonomy, mastery, and purpose. While these are excellent motivators, they are not the only ones. Not all people are motivated by autonomy, mastery, and purpose—many are driven by entirely different factors.

Empirical research shows that there are multiple motivators or basic needs, including power, curiosity, social context, eating, tranquility, and physical activity. These basic desires exist in everyone, but in different degrees. When we align our values with our work, we create the foundation for a meaningful and happy life.

Intrinsic vs. Extrinsic Needs

According to Dr. Steven Reiss, a psychologist who conducted extensive empirical research, all motivators are intrinsic. Even things commonly considered extrinsic, such as money or a title, are actually driven by intrinsic needs—such as the desire for status. Motivation does not come from external sources; it originates from within.

Sometimes, we become consumed by daily business and forget to reflect on who we are and where we are headed in life. People pursue their basic desires not because they have to, but because they want to. These desires drive all of our actions, shape our deepest values, and determine our happiness.

The Research Behind the 16 Basic Desires

Between 1995 and 1998, Dr. Reiss and his assistant Susan conducted research involving 8,000 anonymous participants from North America. The study was later validated in Japan and Europe with an additional 1,000 people. The central questions were: What motivates you? What makes you happy? What makes you tick?

The results revealed clear patterns in what differentiates people from one another. Over 400 motivators were identified, ultimately categorized into the 16 Basic Desires, which form the foundation of human motivation. Today, more than 110,000 people have taken the Reiss Motivation Profile, a powerful tool for understanding individual motivation.

Key Findings

1. The Basic Desires answer the question: What is the intention behind your actions?
2. People are motivated by these desires at varying intensities, which makes us unique, like fingerprints.
3. We all believe our own values are the best—this is called self-hugging. We assume that what works for us should work for everyone.

Ultimately, no one knows you better than yourself. Understanding your motivations allows you to recognize why you do what you do.

The 16 Basic Desires

Although all people share the same 16 Basic Desires, they exist in different intensities, making us unique. This variation also explains why some people struggle to embrace agile values—they may not have the traits that align with agile principles.

Here are the 16 Basic Desires:

• Power: The desire to influence and decide. Strong power needs make good leaders.
• Independence: The desire for self-reliance. People with high independence may struggle in consensus-driven teams.
• Curiosity: The desire for knowledge. Those with low curiosity may not thrive in analytical roles.
• Social Acceptance: The desire for inclusion. People with high acceptance need frequent positive feedback.
• Order: The desire for organization. Those with low order may struggle with detail-oriented tasks.
• Saving: The desire to collect things. People with strong saving needs may resist discarding outdated materials.
• Honor: The desire for integrity. Employees with high honor may not stay long at companies that compromise ethics.
• Idealism: The desire for social justice. These individuals thrive in roles involving charity or CSR initiatives.
• Social Contact: The desire for social interaction. Extroverts need team engagement, while introverts prefer solo work.
• Beauty: The desire for aesthetics. Employees with high beauty needs appreciate creative workspaces.
• Family: The desire to raise children. People with strong family needs may not enjoy roles requiring frequent travel.
• Status: The desire for social standing. Individuals with high status needs value titles and recognition.
• Vengeance: The desire to win. Competitive individuals thrive in roles with measurable achievements.
• Eating: The desire for food. A well-stocked cafeteria can enhance motivation.
• Physical Activity: The desire to exercise. Gym memberships are great incentives for highly active employees.
• Tranquility: The desire for emotional calm. People with strong tranquility needs avoid high-risk roles.

Understanding Different Perspectives

We do not perceive reality as it truly is—we see the world through the lens of our own values. By understanding others' basic needs, we can create high-performing teams that leverage each person’s strengths.

Psychological safety naturally emerges when team members understand each other’s motivations, fostering respect and collaboration. An organization that builds motivation and engagement into its system has a greater chance of achieving customer loyalty, profitability, and long-term success.

Conclusion

Ultimately, motivation and the ability to recognize each person's basic desires are key to creating great things together. Very little would be produced without motivation. By understanding intrinsic motivators, we can shape workplaces that align with employees' values.

You can read more about motivation and related concepts in my book: Agile People: A Radical Approach for HR Managers that Leads to Motivated Employees.

Thank you!