How to manage the significant difference between coercion and volunteerism - Part 1

 

Many companies find it difficult to build work that is actually liberating, but when they make their job choices, it is what many people look for. There is a major gap between conscripts and volunteers as well as, indeed, in How managed they are. The strategies that can be used by managers for this are as follows.

• Compulsion vs persuasion
• Push
• Pull
• Persuade
• Preventative
• Preparatory

Compulsion vs persuasion

Persuasion, even for conscripts, is far stronger than compulsion, just as the pen is stronger than the sword! Managers, if they use persuasion rather than compulsion, have a much better chance of success with all employees. The former builds morale, initiative and inspiration, while the latter destroys those qualities very effectively. The three fundamental components of persuasion are:

• Suggest
• Play on the person’s sentiments
• Appeal to logic.

Once convinced, the individual is motivated enough to deliver the goods. The director must have accomplished the goal quietly, gently and with the minimum of effort. In effect, it is an effortless accomplishment.

Looking at the choices in more depth, there is a variety of influence methods when evaluating the alternatives that can be used to modify the actions of others, each with different consequences. Below, each of the five driving techniques and their potential impacts is discussed.

Push

The individual or individuals affected feel a force forcing them (or pushing them) to change their behaviour. This can be effective in achieving rapid changes in behaviour where changes in attitude or long-lasting impacts are not really significant. It can, however, have unpredictable or negative after-effects, particularly if someone is driven to sustain the necessary behaviour change to get the job done. Examples of the conduct of 'drive' would include: 

• Coercion - ‘I really think you should because everyone else is and you don’t want to be left out, do you?’
• Threats - ‘If you don’t, you’ll be in big trouble when the boss finds out. . . ’
• I Blocking - ‘I can’t agree to that, you’ll have to go elsewhere. . . ’.
  

Pull

This includes providing constructive forces to bring the individual or individuals together with you, but it depends on your rank and personality. It creates short-term rather than long-term outcomes; also, it is likely to accrue actions rather than attitude change. 

• Rewards - Okay, well, after you've done that, I can give you something.
• Recognition - 'This would be a strong departmental accomplishment to place on the intranet of the company'
• Charisma - ‘Oh go on, do it just for me. . . please!’

While the most effective strategy, combination or series of the above methods can be practised to achieve an end target, how can we guarantee that the employees are satisfied?

References

1. Google Books. (2013). Motivation, Ability and Confidence Building in People. [online] Available at: https://books.google.lk/booksid=fP4JBAAAQBAJ&pg=PA35&lpg=PA35&dq=Reeves,+R(2005)+Management+Today&source=bl&ots=xlmLvMhked&sig=ACfU3U0TeN9WsL9qJijknoeMabJDb6Bag&hl=en&sa=X&ved=2ahUKEwj06fK4v6juAhU94XMBHSZpCAUQ6AEwCnoECAoQAg#v=onepage&q=Reeves%2C%20R.%20(2005)%20Management%20Today&f=false [Accessed 7 Jan. 2021].

2. (Whittaker, McLennan and Handmer, 2015)Badiou, A. et al. (2016) 6. The Populism That Is Not to Be Found, What Are a People? DOI: 10.7312/badi16876-007.Blvd, J. F. K. et al. (2011) Libraries in Developing Countries.Terry, H. (no date) ‘To Influence’, pp. 9–12. Whittaker, J., McLennan, B. and Handmer, J. (2015) ‘A review of informal volunteerism in emergencies and disasters: Definition, opportunities and challenges’, International Journal of Disaster Risk Reduction, 13, pp. 358–368. DOI: 10.1016/j.ijdrr.2015.07.010.

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