Last week, the Toyota Management Institute presented us with a formula for productivity. Unsurprisingly, it consists of two elements, one of which is the sum of all the individuals in a team with their respective personalities, skills and motivation. The second element is the degree of active collaboration, the team strengh, called “alpha”.
In short, the output depends on the sum of the respective personal characteristics times the degree of collaboration. So far, so simple.
I have now spent the last few days operationalizing the factors included by combining the formula with the elements of Deci/Ryan’s motivation theory, Isao Yoshino’s statements and the ideas of Konosuke Matsushita (People before Products). This results in the following definitions and factors, which I hope will help some people to focus their efforts to improve productivity.
A = Acquired Skills – This is the most obvious point. Any AI for headhunters could potentially assess this point.
P = Personality, which is quite clear, too, but the most important for productivity from a Toyota perspective might be attitudes and viewpoints, accountability, flexibility and the will to grow.
M = (individual) motivation, which is primarily driven by autonomy (in the sense of self-determined action) and competence, whereby competence is understood as perceived competence in the sense that the use of our abilities leads directly to concrete experiences of success.
Now, lets move to the difficult part, the „alpha“, the factor that is easily overlooked. What could have an impact on how well and actively the members of a team work together?
Deci/Ryan cite our need to feel safe as part of the group as a key element of motivation. This, in turn, is likely fueled by things like consistent behavior, the availability of help, equal treatment, and continuous growth (or an authentic “no layoff” policy).
A clear focus or common goal also has a strong positive impact on collaboration by ensuring that everyone is moving in the same direction. It is also important that a team has a mixed composition so that a wide variety of characters and skills are represented.
Even more than all these factors, remembered group competence is of crucial importance. In the sense that the members of the group collectively remember the victories they have achieved together and the appreciation they have received for these successes.
To summarize, there are three main areas of focus if we want to improve productivity or work results: Focusing recruitment on personality, ensuring the highest possible degree of autonomy of action and otherwise concentrating on fostering active collaboration.
So, wherever alpha seems to be a problem (what is nowadays rather the rule than an exception), it might be helpful to check whether everybody is aware of and following his (sub)goals. Whether the perceived level of safety can be increased. Whether there are smart, optimistic, courageous, energetic and new (!) people in the team. And to create opportunities and tasks through which people can experience and achieve results together as well as strengthen their relationships.
