A 3 page paper critiquing ““Going Beyond Motivation to the Power of Volition.” The bottom line is that organizations first must ensure that they allow no restriction of the social environment in which individuals feel free to exchange ideas, to use others as “sounding boards,” as the article’s authors discuss. This environment is crucial to the success of the five strategies that the authors identify for tapping into individuals’ volition, a step above intrinsic motivation. Bibliography lists 2 sources.
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been written about employee motivation over the years, primarily in how to develop or enhance employees intrinsic motivation. Ghoshal and Bruch (2003) take examination past intrinsic motivation to what
they term volition, or willpower. "Motivation is the desire to do something; volition is the absolute commitment to achieving something" (Ghoshal and Bruch, 2003; p. 51). Management Issues
The article, "Going Beyond Motivation to the Power of Volition," addresses how successful leaders are able to tap into their willpower and in so
doing pass a mental barrier - cross a rubicon - that prevents others from even glimpsing the next level beyond intrinsic motivation. Ghoshal and Bruch (2003) report that those
who are successful in passing that mental barrier either in themselves or others typically "use five simple strategies to help lower-level managers accomplish the same" (p. 51). Those five
strategies include: * "Crossing the Rubicon; * "Intention Protection; * "Spreading Volitional Action; * "Help People Visualize Their Intention; and * "Encourage People To Confront Their Ambivalence" (Ghoshal and Bruch,
2003; p. 51). Though the article specifically discusses helping others to develop volition and act from within it, the authors also address what
happens when the individual loses the vision and the project runs out of steam. The authors relay the story of one IBM subsidiary in which enthusiasm was high and
many new projects were begun. Only about 15 percent of those projects were completed, however. A senior manager began requiring those proposing new projects or products to review
what the personal costs of the project would be to them. The authors report that there were two results from this process addition: "Far fewer projects were started;
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