Motivation is the source of energy that makes people achieve outstanding accomplishments. Motivation when can be increased through shared purpose, belonging to a community, small wins and trust building.
People can be encouraged to work together through increasing identification with the joint efforts. A shared identity can be built on perceived respect and developing shared goals, particularly when the different stakeholders are given true control over the shared result23.
A shared identity amongst different contributors increases willingness to voluntarily contribute to the group, and is connected to a range of positive organizational outcomes23.
Once a shared will has been established, the integration of efforts is still needed for working efficiently towards a successful end result23.
Shared means may be even more important than shared goals in actual collaboration23.
Our physical work environment provides a story of who we are, it can even lay a foundation for the whole organizational identity and have a great influence on our organizational culture and its formation24.
Integration to the community
Certainly, co-creating passionately will at times cause stress, pressure, disappointments, and conflicts – but it simultaneously helps to better cope with all of those curveballs and low-points along the way through building community, trust, friendships, respect, visibility, and celebrating successes. In short, creating fruitful conditions for learning28.
A “social workplace” is a central space for sharing information and knowledge. It is a place where social, physical, and virtual spaces are in balance. It is built through shared rituals and practices, which increase the feeling of togetherness and belonging to a community25.
Producing small wins promote commitment, attracts allies, deters opponents, and lowers resistance to subsequent proposals. They scale down what is at stake and mark progress, offering immediacy, tangibility, and controllability, and providing meaning, perceptions of control, and manageable-sized challenges29.
Small wins can increase self-efficacy, confidence, and learning29.
Experiments that produce small wins can increase all of the three cornerstones of intrinsic motivation, clarifying the goal at hand and reassuring one of both capability and progress. Together, small wins, iterative experiments, autonomy, and support form the cornerstones for sparking and sustaining a passion for development29.
Making a series of small bets rather than one large gamble is at the core of experimentation, thereby scaling down what is at stake30.
Small wins mark progress and offer proof-of-concept, opportunities for feedback, and opportunities for joining development efforts30.
Small wins are a large reason why experimentation works so well31.
Choosing a small task will make it more likely that you eventually get to your goal32.
In creating a shared will to co-create, building trust is one of the most important antecedents. It is a basic prerequisite for successful teamwork and development and has been correlated with a multitude of positive effects, such as increasing knowledge sharing, commitment, innovativeness, and the willingness to take risks33.
The brokering of knowledge provides a more unified environment where risk, failure, and trust are accepted and create the conditions for innovation to occur34.
First of all, when there is an open and trustful atmosphere, it is easier for people to act courageously and also to be vulnerable, in other words, to engage in activities that involve, for example, a risk of showing them to be incompetent35.
In innovative projects, it is difficult to avoid this since they call for individual and collective creativity, which requires team members to feel safe to share their ideas, thoughts, and doubts related to the project35.