Building Community in Organizations
I found this article through one of my other classes, but I think that it relates to Motivation and Emotion more than anything else in psychology. The article discusses six steps to having a healthy, cooperative community. Many times it referrers to areas in the business context, but I also think it would be applicable to everyday life. Although the article does come across as somewhat candy-coated, I still think the general ideas have great meaning behind them, even if they aren't 100% generalizable to every type of community.
The text discusses the aspect of engagement (Reeve, 165) in a way that encourages motivation. This is the same basic concept that the article is getting at, only more specified. The article wants to motivate members of a given community to take part and care about that community, where as Reeve discusses the model of engagement in a broader basis. Engagement can involve anything that someone cares about, including psychological needs. Engagement also taps into emotions as well, causing for even more intensified involvement in the given activity. Building a strong community anywhere (whether it's at work, school, or home) can be much easier if these guidelines of engagement are implemented. Table 6.4 (Reeve, 164) in the text shows how the aspects of an environment can trigger engagement and fulfill different psychological needs. While many of these terms are different that those provided in the article, they stem off of the same ideas and constructs.
The six principles of an engaged community are:
1. Communicate a compelling message.
2. Build a guiding coalition.
3. Create principle-based versus compliance-based guidelines for decisions and behaviors.
4. Identify early engagement indicators.
5. Generate continuous opportunities for dialogue at all levels.
6. Plan assimilation strategies for new members and new leaders.
While some of the terminology may seem complex, the article explains how simple each principle really is. Many of the terms stem from concepts that we have learned in the past about Motivation and Emotion. The first aspect, communicating a compelling message, gets into the concept of involvement and relatedness, and almost acts like an advertisement. Reeve discusses the importance of relatedness (Reeve, 161-162) and how high levels of relatedness can increase levels of social interaction, higher functioning, resilience to stress, and lower chances of psychological dysfunctions. In order to get people engaged in a given situation, they must first feel as if they have a social relation to that community or event and have a sense of involvement within that situation.
The second principle, building a coalition, corresponds with the idea of leadership. Reeve (196) discusses how leadership skills can effect and influence the people around that leader. Reeve also discusses how power can also change the attitudes of peers. With a high-quality leader, subordinates will be more likely to participate fully within the community, and be happier with their community overall.
The third principle, principle-based vs. compliance-based guidelines, revolves around the idea of autonomy and control over situations. Reeve discusses the importance of fulfilling the need for autonomy (Reeve, 145-146). This area is crucial in discussing something such as a community or job setting, and can have a huge impact on the level of happiness and satisfaction each individual experiences. Using guidelines that promote autonomy, rather than strict rules, can enhance individual's level of involvement and engagement within that group. This can also improve performance and satisfaction in that particular situation.
The next principle deals with early signs of motivational concepts. Once people seem to show an interest in engagement, it reinforces the leaders and those involved by showing them that the engagement is possible and helpful. Reinforcing the behaviors of both leaders and subordinates is a good way to keep motivations high and keep everyone involved (Reeve, 115). In turn, this can help to keep the levels of engagement constant in the community setting. Principle number five revisits aspects of relatedness and competence. Encouraging communication is a way to gain relationships with each individual, strengthening their levels of engagement. This also has an impact on their levels of competence (Reeve, 154). Increasing communication increases levels of interaction with the environment, establishing a perception of competence. Competence is the need to have an effect on the environment, as well as master optimal challenges (Reeve, 155). Increasing the levels of communication and increasing opportunities for challenges is a great way to get individuals engaged in which ever community they may be in.
Assimilation strategies for new members and leaders is applying the concepts of all of these situations into one, making new members feel as though they are involved, making the steps of engagement easier to adapt to. In short, it takes aspects of all of the other principles and applies them to the single new member in order to make them feel as though they are engaged in that community, and so that they can begin to take part in each of the six principles.
Can you think of any other psychological concepts that we have discussed in class that relate to this article? Are there any that DON'T apply to these principles?
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