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第１１８回　WORKSHOP報告（１２月１９日） / 参加者９４名

 

（１：本年最後のｗｏｒｋｓｈｏｐということで９４名の方々が参加されました）

 

（２：この日は新幹事と新スタッフの方々から就任のご挨拶がありました）

 

 

（３：ｗｏｒｋｓｈｏｐ終了後は場所を移して大勢の参加者での忘年会でした）

 

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《　今回のworkshop　》

 

○workshop参加人数：９４名（うち新人の方：９名）

 

○【前半】：”Bonenkai”というテーマでディスカッション

 

○【後半】：”How good/bad culture affects employees’ motivation and performance?”というテーマでディスカッション

 

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＜英語サークル　E’s club　第１１８回workshopのご案内＞

みなさまこんにちは、E’s club幹事のＫです。

１２月１９日（土）開催の第１１８回workshopの詳細をお送りいたします。

今回は前半のマテリアルをＫuさん、後半のマテリアルをＫaさんにご作成いただきました。

タイトルはそれぞれ”Bonenkai”、”How good/bad culture affects employees’ motivation and performance?”です。

[今週のマテリアル]

＜FIRST HALF＞

Title：Bonenkai

みなさまこんにちは。

今回のマテリアルを担当するKuです。

１２月も半ばを過ぎ、そろそろ２０１５年の締めくくりの時期ですね。

年末の行事といえば忘年会！

この忘年会、一説によると日本独自の行事だそうです。

考えてみれば確かに、「New year party」とも「Christmas party」とも少しニュアンスが違うような気がします。

そこで調べてみると、あるサイトで「忘年会」を以下のように英語で説明していました。

A bonenkai is a drinking party where we begin to forget about the problems in this past year and look forward to the new year.

私はなるほど、と思いましたが。みなさまはどうでしょうか？

今回は今年最後のワークショップですので〈FIRSTHARF〉ではこの説明に従って今年を振り返り、来年に思いを馳せたいと思います。

ただしお酒は抜きで！

Questions：

1.  今年は何回忘年会をしましたか、またはする予定ですか。

(How many times have you joined or, are you going to join bonenkai in this year?)

2.  忘年会で忘れたい事はありますか。

もしあれば、それはどんな事ですか。

(Do you have anything what you want to forget at a bonenkai?

 If so, what kind of things is it?)

3．無礼講で失敗した事はありますか。

もしあれば、その時のエピソードを教えて下さい。

(Have you ever failed at a free and easy party?

If so, please tell the failure story.)

4.来年の目標を一つ挙げて下さい。

　(Please give one of your next year’s target.)

5.4.の目標を達成するために準備している事はありますか。

  (Are you preparing something to achieve the target?)

＜LATTER HALF＞

Have you ever had an idea that leaders can design high-performing organizational cultures and measure their impact?

Let’s discuss how good/bad culture affects employees’ motivation and performance.

Q1. Do you believe that “a strong organizational culture is critical to success” on the 1st line?
Why or Why not?

Q2. The attached matrix shows that “Higher customer satisfaction is linked to stronger workplace cultures.”

       Describe what the graph shows. Share your findings and opinions.

Q3. Play, Purpose and Potential are three motives tend to increase employee’s performance.

      Which motive drives you and your coworkers most in your organization? Why?

 (Share your organization’s case without considering given conclusion on the article online)

Q4. Emotional pressure, Economic pressure, inertia are indirect motives tend to reduce employee’s performance.

      Which affect you and your coworkers most in your organization?  Why?

 (Share your organization’s case without considering given conclusion on the article online)

Q5. You are a leader in your company.
How do you approach to those 6 motives to increase employee’s performance?
Which is the one to be improved with the highest priority?

      (Rank them with cost-effectiveness, time-effectiveness, etc.)

(Article)

How Company Culture Shapes Employee Motivation

https://hbr.org/2015/11/how-company-culture-shapes-employee-motivation

In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. So most executives manage it according to their intuition.

How does culture drive performance?

After surveying over 20,000 workers around the world, analyzing 50 major companies, conducting scores of experiments, and scouring the landscape of academic research in a range of disciplines, we came to one conclusion: Why we work determines how well we work.

One 2013 study illustrates this well. Researchers asked almost 2,500 workers to analyze medical images for “objects of interest.” They told one group that the work would be discarded; they told the other group that the objects were “cancerous tumor cells.” The workers were paid per image analyzed. The latter group, or “meaning” group, spent more time on each image, earning 10% less, on average, than the “discard” group — but the quality of their work was higher. Reshaping the workers’ motive resulted in better performance.

Academics have studied why people work for nearly a century, but a major breakthrough happened in the 1980s when professors Edward Deci and Richard Ryan from the University of Rochester distinguished the six main reasons why people work. We built on their framework and adapted it for the modern workplace. The six main reasons people work are: play, purpose, potential, emotional pressure, economic pressure, and inertia.

The work of many researchers has found that the first three motives tend to increase performance, while the latter three hurt it. We found that the companies most famous for their cultures — from Southwest Airlines to Trader Joe’s — maximize the good motives, while minimizing the bad ones.

·  Play is when you are motivated by the work itself. You work because you enjoy it. A teacher at play enjoys the core activities of teaching — creating lesson plans, grading tests, or problem solving how to break through to each student. Play is our learning instinct, and it’s tied to curiosity, experimentation, and exploring challenging problems.

·  Purpose is when the direct outcome of the work fits your identity. You work because you value the work’s impact. For example, a teacher driven by purpose values or identifies with the goal of educating and empowering children.

·  Potential is when the outcome of the work benefits your identity. In other words, the work enhances your potential. For example, a teacher with potential may be doing his job because he eventually wants to become a principal.

Since these three motives are directly connected to the work itself in some way, you can think of them as direct motives. They will improve performance to different degrees. Indirect motives, however, tend to reduce it.

·  Emotional pressure is when you work because some external force threatens your identity. If you’ve ever used guilt to compel a loved one to do something, you’ve inflicted emotional pressure. Fear, peer pressure, and shame are all forms of emotional pressure. When you do something to avoid disappointing yourself or others, you’re acting on emotional pressure. This motive is completely separate from the work itself.

·  Economic pressure is when an external force makes you work. You work to gain a reward or avoid a punishment. Now the motive is not only separate from the work itself, it is also separate from your identity.

·  Finally, inertia is when the motive is so far removed from the work and your identity that you can’t identify why you’re working. When you ask someone why they are doing their work, and they say, “I don’t know; I’m doing it because I did it yesterday and the day before,” that signals inertia. It is still a motive because you’re still actually doing the activity, you just can’t explain why.

These indirect motives tend to reduce performance because you’re no longer thinking about the work—you’re thinking about the disappointment, or the reward, or why you’re bothering to do it at all. You’re distracted, and you might not even care about the work itself or the quality of the outcome.

We found that a high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, and inertia. This is known as creating total motivation.

 

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