Video: Motivations for Influence -- New Insights

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  1

  Mat Morrison

  06/14/07 | Report as spam

  Virtue is its own reward

  Thank you.
  
  Really enjoy the presentation style here. It's informal, compelling, and
  memorable.
  
  And I love the idea that there's a feedback process in place here: a "virtuous
  circle" that rewards people for being helpful, encouraging them to be helpful
  again in future.
  
  For me, though, there's a logical leap in the last step.
  
  :: A feeling of self-worth (reward) -> Information
  
  I'd suggest that:
  
  :: A feeling of self-worth -> Confidence
  
  Am I misreading this? I'm (I think) making the assumption that the cycle
  implies that the person with information is encouraged (by the pay-off of their
  first foray into being helpful) to gather more information.
  
  Perhaps you're not suggesting that more information comes into the loop at
  any time?
  
  Or does everyone have a pool of information (of whatever value) that they are
  encouraged to share through the positive experience of being helpful?
  
  I'm sure that my questions aren't as clear as I'd like them to be.
  
  However, I do hope that the "Thank you" at the top of this message
  encourages you to carry on being helpful.

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  2

  acourtin@...

  06/14/07 | Report as spam

  What video?

  I'd love to have a comment, but I can't even find the video to view and comment on.
  
  Is it a video at all or just a blog posting about a video?
  
  Totally confused. Total bummer.

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  3

  TrustEnabler

  06/25/07 | Report as spam

  Motivation & Proficiency

  Ted's presentation touches on a couple of fundamentally important principles (as per Trust Enablement) for creating conditions for trust:
  
  1. People trust (or have confidence in) information, whether it be implicit or explicit. 'A' trusts 'B' for 'C', where 'C' represents the information. In other words, trust is always contextual - never absolute; and
  
  2. Motivation is one of two critical pieces of meta-information required to trust the information in question. The other is "proficiency". In other words, it is not sufficient to trust the motivation of the source of trust (although it is critical for preserving long-term trust). You must also trust that the source is proficient in reliably gathering, processing and delivering the required information. In other words, aligned motivation alone still leaves the relying party vulnerable to errors.
  
  - Alex
  http://TrustEnablement.com