How to get people to give a sh*t | Jessica Kriegel | TEDxStGeorgeStudio

Summary

In this insightful talk, a data scientist explores the concept of workplace culture and how to genuinely engage employees. The speaker introduces the 'results pyramid,' a model with four layers: results, actions, beliefs, and experiences. They argue that while most leaders focus on actions, true engagement comes from altering beliefs through intentional experiences like recognition, storytelling, and feedback. A hospital case study illustrates how storytelling can dramatically shift beliefs and improve outcomes, demonstrating the power of experiences in driving accountability and genuine care for results.

Takeaways

• 🔍 The speaker is a data scientist who researches workplace culture and how to make people care about their work.
• 📊 A study involving 50,000 frontline workers in America revealed that workplace engagement drops significantly after a year.
• 🚧 The 'results pyramid' is introduced as a framework to understand what motivates people in the workplace.
• 🏆 The top layer of the pyramid is 'results', which are the outcomes we aim to achieve, like a clean room or meeting sales targets.
• 🛠️ The second layer is 'actions', which are the tasks people perform to achieve results, but focusing only on actions can lead to the 'action trap'.
• 🔄 The 'action trap' is a management approach that focuses on tasks without addressing the underlying beliefs, which can demotivivate employees.
• 🧠 To truly motivate, leaders must address the 'beliefs' layer, which is about the values and convictions that drive actions.
• 🌟 The foundation of the pyramid is 'experiences', which shape our beliefs and can be influenced through recognition, storytelling, and feedback.
• 🏥 A case study from a hospital emergency department illustrates how storytelling can change beliefs and significantly improve performance.
• 📈 By shifting focus from actions to beliefs and experiences, leaders can create a culture where people are passionate and accountable for their work.

Q & A

What is the primary focus of the speaker's research on workplace culture?

The speaker's research focuses on understanding how to get people to genuinely care about their work and take accountability for achieving results, rather than just focusing on superficial aspects of workplace culture like amenities.

What is the 'results pyramid' mentioned in the script?

The 'results pyramid' is a model with four layers that the speaker uses to explain how to motivate people to care about their work. The layers are: results (desired outcomes), actions (what people do to achieve results), beliefs (underlying values that drive actions), and experiences (events that shape beliefs).

Why does the speaker argue that focusing solely on actions is not effective in motivating people?

Focusing solely on actions, referred to as the 'action trap,' does not motivate people because it does not address the underlying beliefs that drive those actions. It only focuses on getting the job done without fostering genuine care or engagement.

What role do experiences play in shaping an individual's beliefs according to the script?

Experiences are the foundation of an individual's beliefs. They shape how people perceive the value of tasks and their willingness to engage in them. Changing experiences can lead to a change in beliefs.

What are the three types of experiences the speaker suggests using to create new beliefs?

The three types of experiences suggested are recognition, storytelling, and feedback. These experiences can help change people's beliefs and motivate them to care about their actions and results.

Can you provide an example from the script where recognition is used to motivate someone?

In the script, the speaker gives an example of recognizing their boyfriend for walking the dog by thanking him, giving him a kiss, and cooking a nice dinner, which reinforces the positive outcome of walking the dog.

How did storytelling help improve the collection of next of kin information in the emergency department case study?

Storytelling was used to share two real-life stories that highlighted the importance of collecting next of kin information. This new experience changed the beliefs of the staff, leading to a significant increase in the completion rate of the form.

What was the initial completion rate of the next of kin form in the emergency department before the storytelling intervention?

Before the storytelling intervention, the completion rate of the next of kin form was at 42%.

What was the completion rate of the next of kin form after the storytelling intervention in the emergency department?

After three weeks of storytelling, the completion rate of the next of kin form increased to 92%.

How does the speaker suggest leaders can get people to care about their work?

Leaders can get people to care about their work by creating intentional experiences that drive new beliefs, which in turn motivate people to take accountability for their actions and achieve desired results.