So that is, material drivers.
Let's move to the other, extreme, which is what we can call personal drivers.
Think of a scientist.
Think of a, a researcher.
Think of, of, of a creative person, someone who works for
a media agency, somebody who, who's an artist.
All of these people, do work because it is just personally satisfying to them.
Now, in most big organizations, it is not the case that work is that interesting.
But we have to work that much harder if you like, to try to make it interesting.
But if I asked you this question, and
think about the last time you were really fulfilled and motivated at work.
You know, regardless of what your job is, there's a good chance you can say, yeah.
I was doing a particular piece of work,
where I was given something a little bit more challenging to do.
My boss gave me, a lot more freedom to figure out what do to.
I, I, I was allowed to kind of get it wrong and learn from my mistakes.
And that typically.
Is the sort of circumstances, which taps into these so-called personal drivers,
you know, within, within the nature of the job,
we can make, work more or less intrinsically interesting, to try to
make it a little bit more like some of those creative things that people do.
What are the benefits and weaknesses of this approach?
Well, very clearly when work is.
Intrinsically interesting, when the personal drivers are being focused on
people do give more discretionary effort.
They typically just work longer hours.
People will work into the night,
if they're really excited enough about a piece of work.
They're more likely to be creative and collaborative.
Because they are actually enjoying the work,
they're trying to do it for its own take.
And typically, of course, they worry much less, about money.
It is a, just a hard fact that certain jobs like being a journalist,
are just not very well paid.
Because you don't have to paype pay people a lot of money to be journalists.
Lots of people just enjoy being, a writer for its own sake.