We speak a lot about the challenges of our times. From climate change to mental health, there is no shortage of stuff for us to work on. I rarely find someone who doesn't care about the world or isn't passionate about at least one major issue. With so many people who care, why is it that we do not seem to be able to make the changes we need?
When we think about how to influence change, these three categories might be helpful. The question of what is motivating that change is crucial to creating the right incentive structures.
Personal motivation. This is when people are asking the question, "What is in it for me?" The incentive could be money, status, power or even just fun. This is generally a transactional interaction that centres on satisfying the self. The transaction is: I do this, and in return, I get that. To the question of ‘why not chop down that tree?', the answer would be something like, ‘because someone is paying me not to chop it down’ or ‘I will get in trouble’. An obvious shadow of this motivation is selfishness or narcissism, particularly at the expense of others. The moment it is better for me to do something else, I will do it.
Communal motivation. This is when you do it for your community, group or tribe, moving from ‘me' to ‘we’. It might not necessarily benefit you personally, but you are prioritising your team. The incentive is belonging, and the interaction is relational rather than transactional. The decision centres on the relationship you have with others: I do this because I am part of something bigger than me; I do it for the team, even if it disadvantages me. Why not chop down the tree? Because it is not my tree, it is our tree. We should discuss in our group whether we should chop it down. Of course, one shadow side of this is that every tribe has an in-group and an out-group. Your team does not include the opposing team, so we often get tribalism, leading to persecution or conflict against the ‘other’. If my team believes it is right, I will do it.
Sacred motivation. This is when you are doing something for a higher purpose based on faith or moral principles. Maybe that is a covenant with God or Gaia or whatever higher consciousness or moral code you believe in. The incentive is usually righteousness, access to higher worlds, peace of mind or a deep feeling of connectedness. The interaction is spiritual or ideological, beyond a relationship to anything in the material world. I do this because it is the right thing to do, even if it goes against my personal interest and even if it betrays my team. Why not chop down the tree? Because the tree is sacred, it is precious; it is alive. This is by far the most powerful motivation, but its shadow is also extremely dangerous in the form of cults, blind faith or extremism. If my faith tells me to do it, I will.
Each of these can be powerful motivators, and each can be corrupted to do terrible things. Understanding them will hopefully help us design better structures and systems that identify and implement the appropriate incentives while protecting against our shadows.
Good luck.
