The ABC model of motivation – The Self-Determination Theory
Impetus originated as a spin-off from Ghent University and is rooted in the Self-Determination Theory (SDT; Ryan & Deci, 2017), a well-established, scientifically grounded motivation theory whose relevance to the workplace has been widely demonstrated.
ABC Model of Motivation
3 Universal Needs
Within Self-Determination Theory, a privileged place is given to the three psychological basic needs for autonomy, belongingness, and competence, or in short the ABC model. These three needs are universal, and therefore present in everyone.
When these needs are fulfilled, we are full of energy, take initiative more readily, and can face challenges more easily—regardless of our cultural background, age, or social class (Vansteenkiste & Soenens, 2015).
Autonomy
We want to experience a sense of psychological freedom in our job. We need choices and room for initiative in our work. We want to be heard and feel that our opinion matters. Even if we have concerns or feel insecure, we don't want to feel inhibited to speak up.
Belongingness
We want to feel connected with our colleagues, staff and leaders, as well as with the organization in which we work. We want to belong and feel at home at work.
Competence
We want to feel that we can succesfully complete our tasks and achieve our goals. We want to be able to use our qualities to the full, but also to grow and further develop our knowledge and skills.
The more employees feel fulfilled in their ABC, the more they come to work wholeheartedly and with passion, the more satisfied they are with their job, the more dedicated and proud they are of the organization they work for, and the better they perform (Gagné et al., 2015).
Therefore, organizations would do well to commit to a company culture that places the ABC needs of its employees at the center. This can be evident in the values they prioritize, the consultation structures they use, the way they communicate (internally) and their approach to implementing change.
Leadership also plays a crucial role in nurturing employees' ABC needs. Motivating leaders strive to enable employees and colleagues at all times to be themselves (A), to build authentic relationships with others (B) and to develop themselves (C). As such, they create the working conditions that contribute to employees' self-motivation.
ABC as a lens to look at yourself and others
Because of the vital role the ABC needs play in our daily well-being, they provide an interesting angle from which to reflect on our own or others' functioning.
Positive experiences in the workplace can often be reduced to feeling 'free' (A), 'connected' (B) and 'competent' (C). At the same time, negative experiences can be better understood in terms of tensions or frustrations with one of these needs. The needs for autonomy, belongingess and competence are therefore very recognizable.
The ABC needs are easy to remember and, as a concept, can be described in a relatively simple, understandable and accessible way:
- Autonomy = being able to be oneself
- Belongingness = experiencing a sense of belonging to others
- Competence = being able to develop one's own skills
ABC offers a useful handle for daily practice.
- It helps us to reflect on what it means to fulfill the ABC of our colleagues, employees, customers, .... as much as possible (i.e. need support).
- We can also look for activities in our work that strengthen our own ABC, and thus act as a manager of our own motivation (d.i. need crafting).
ABC as common language
A leverage for maximum positive impact
ABC plays a crucial role in creating a common language within organizations. This common language in turn is an important lever for maximum positive impact, because different stakeholders within the organization look at successes, problematic situations and opportunities from the same perspective.
It ensures that all parties involved give the same conceptual interpretation to the processes underlying the (un)desired effects in the organization and what is needed from the context to create the conditions in which sustainable motivation can manifest itself. This in turn offers a starting point for further actions for both personal development and leadership and/or organizational development.
Instead of asking 'how can I motivate people', we should be asking 'how can I create the conditions in which people will motivate themselves?'