I remember few days ago facilitating a training on the agile mindset. Part of this training is discovering management 3.0 principles and practices. One of the practices that I like to experiment with the trainees is called moving motivators. When I have asked the participants, what was their principal motivation, some of them replied the salary. This has created a vivid debate between participants as part of the group was agreeing on the fact that the salary is a major component of their motivation to perform the work. This animated debate made it also clear why it is crucial to start explaining the difference between intrinsic and extrinsic types of motivation.

What is intrinsic motivation? According to Jurgen this is defined as people’s innate desires to do well and to have an eagerness for self-control and self-direction in accomplishing objectives. Successful intrinsic motivation is the result of the fulfillment of basic desires

What is extrinsic motivation? External rewards such as salary, payments, bonuses or promotions

“It may come as a shock to many to learn that a large and growing body of evidence suggests that in many circumstances, paying for results can actually make people perform badly, and that the more you pay, the worse they perform”

Explain the Practice

Invented by founder of Management 3.0, Jurgen Appelo, Moving Motivators is an exercise meant to help us reflect on motivation and how it affects organizational change. Moving motivators helps discovering the intrinsic motivations of your team members.

Now that we’re clear on that, let’s have a look at the ten intrinsic motivations. Keep in mind that while there are explanations for each one, the most important thing is that each motivator makes sense to you and to your team. Take a few minutes before starting to define what each motivator means to you.

Curiosity: I have plenty of things to investigate and to think about

Honor: I feel proud that my personal values are reflected in how I work.

Acceptance: The people around me approve of what I do and who I am.

Mastery: My work challenges my competence, but it is still within my abilities.

Power: There’s enough room for me to influence what happens around me.

Freedom: I am independent of others with my work and my responsibilities.

Relatedness: I have good social contacts with the people in my work.

Order: There are enough rules and policies for a stable environment.

Goal: My purpose in life is reflected in the work that I do.

Status: My position is good and recognized by the people who work with me.

Why did I decide to use this practice

As stated by jurgen Appello:

“A motivated worker is not necessarily an engaged worker”

How did I use this practice

I used this practice in different contexts such as training, team building.

So let’s see how I use to play this workshop:

  1. First, I explain each motivation card CHAMPFROGS and give real-life examples
  2. Second, I give participants time to reflect and choose their own motivation
  3. Thirdly, I ask each participant to explain why they have chosen this order
  4. Fourth, I introduce a new situation (real or not) that will inevitably impact the team
  5. Fifth, I ask participants to move their cards vertically (up if positive impact) (low if negative impact)
  6. Finally, I ask participants to find solutions as a team that they can implement in order to reduce or eliminate the negative impact of the new situation

Pro tip: Moving motivators can also be excellent hiring practice.

My learnings as facilitator

Discovering its own intrinsic motivations and the motivations of the people you are working with is crucial. Indeed, understanding everyone motivations and how certain decisions could affect the morale of your team is vital. The practice helps the teams to learn to resolve impediments by considering by showing a sense of respect to each other needs and desires as human being. The practice is highly valuable for managers to understand how to create a solid sense of engagement in their teams by taking the right decisions. However, there is no need to wait for your manager to offer you to do this exercise. In fact, one of the core principles of management 3.0 is that everyone un the organization is responsible for management. Therefore, you can invite and experiment this practice with your team whether you have a management role or not.

As always for more information of management 3.0 practices, please visit the official website:

Moving Motivators (CHAMPFROGS): Intrinsic Motivation Game – Management 3.0 (

Thank you very much for reading.

I have worked and lived in more than 6 countries (France, United Kingdom, Luxembourg, Canada, Netherlands, and Morocco) for 7 years working for major multi-national organizations. Natural servant-leader and passionate about agile mindset, he has developed his international experiences deep expertise in change management. Alae-Eddine work focuses on people (teams, managers, and stakeholders) engagement, inclusion, and happiness in order to deliver the highest performance as well as the best customer-centric value.

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Published On: novembre 17th, 2021 / Categories: Non classé /

About the Author: Coach Virtuel

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