MODULE 4

Behavioural Dynamics

"Behavioural dynamics" in Organizational Behaviour (OB) refers to the study of

how individual and group behaviors within an organization change and interact
with each other, influenced by factors like personality, perception, motivation,
group dynamics, organizational culture, and leadership styles, ultimately impacting
the overall effectiveness of the organization

MARS Model of individual behaviour and performance

MARS Model seeks to explain individual behavior as a result of internal and

external factors or influences acting together. The acronym MARS stands for
motivation, ability, role perceptions and situational factors. All the above four
factors are critical and influence the individual behavior and performance, if any
one of them is low in a given situation the employee will perform poorly. These
are seen as the four major factors in determining individual behavior and results.

Motivation

• Motivation represents the forces within a person that affects his or her
direction, intensity and persistence of voluntary behavior

• Direction − focused by goals.

• Intensity − bulk of effort allocated.

• Persistence − amount of time taken for the effort to be exerted.

Ability

• Employee abilities also make a difference in behavior and task

performance. Ability includes both the natural aptitudes and the learned
capabilities required to successfully complete a task.

• Aptitudes − natural talent that helps people learn more efficiently and
perform effectively.

• Learned capabilities − accomplished skills and knowledge.

 • Competencies − abilities, individual values, personality traits and other
features of people that result in superior performance.

• Person-job fit − there are three ways to match people with jobs

– selecting qualified people

– developing employee abilities through training

- redesigning job to fit person's existing abilities

Role Perceptions

• Role perceptions are the extent to which people understand the job duties
(roles) assigned to them or expected of them. These perceptions are critical
because they guide the employee’s direction of effort and improve
coordination with co-workers, suppliers, and other stakeholders.

• Understanding the tasks to be performed.

• Understanding associated importance of tasks allotted.

• Understanding preferred behaviors to complete respective tasks.

• Clarifying role perceptions

Situational Factors

• Employees’ behavior and performance also depend on how much the

situation supports or interferes with their task goals. Situational factors
include conditions beyond the employee’s immediate control that constrain
or facilitate behavior and performance.

• Some situational characteristics—such as consumer preferences and

economic conditions—originate from the external environment and,
consequently, are beyond the employee’s and organization’s control.
However, other situational factors— such as time, people, budget, and
physical work facilities—are controlled by people within the organization.
Types of Individual behavior

1. Leadership behavior

A workplace leader is a team member who assumes responsibility and volunteers

to help. These individuals typically focus on accomplishments and project
directions. It is essential to assess how your workplace's natural leaders interact
with the rest of the team. Managers can mentor team members who
show leadership skills and teach them to network.

2. Creative thinking behavior

Some team members who are excellent at creative thinking can develop solutions
to seemingly impossible problems. These individuals like to be innovative. To
manage a creative thinker, provide them with a structured workplace and explain
your expectations of their tasks. You can balance their workload with both routine
and innovative tasks to maximize their output and keep them stimulated.

3. Isolating behavior

Some team members may be isolationists who prefer working alone and can excel
at independent project management. As a manager, you can encourage an isolating
team member to try new things and complete deliverables with the involvement of
other team members. Make sure you also give them work tasks they can perform
independently.

4. People-pleasing behavior

People pleasers avoid conflict in the workplace and focus on building relationships
with others. They want everyone to like them and be positive at all times. They
often volunteer to take on additional work tasks. As a manager, you can
acknowledge their accomplishments. Help them by making sure they learn to focus
on their high-priority tasks before taking on additional responsibilities.

5. Playful behavior

Some team members may be playful at work and focus on having fun. The
playfulness of these individuals can motivate their team members to enjoy work
more and perform better. One way to manage playful team members is by ensuring
that the team takes part in team-building and other playful activities to build team
cohesion.

6. Introvert behavior

An introverted team member is quiet and enjoys working alone. They perform well
when provided with a detailed list of tasks to complete. To manage introverted
individuals, you can encourage them to work with team members and provide
detailed instructions for work they have to complete. Also, it's a good idea to give
them tasks they can perform independently as they typically need time to work on
their own.

7. Analytical behavior

The analytical team member loves analyzing situations and challenges. Analytical
individuals prefer working on predictable projects. They enjoy finding the
obstacles and possible complications more than figuring out how to overcome
them. To manage an analytical team member, you can encourage them to be more
open to creative thinking and finding solutions for the problems they identify.

8. Referent leadership behavior

A referent leader is a natural leader in the workplace, a team member who people
admire for their capabilities, confidence and charisma. Other team members often
follow them with no resistance, which can help them improve a team's
effectiveness in the workplace. They work well within a team and organization but
need new challenges to use their excellent leadership skills.

9. Aggressive behavior

An aggressive team member discharges acts of unplanned anger or intimidation to

meet their own needs. Under specific circumstances, aggressive behavior may
work well, such as during emergencies or in situations that require quick decision-
making. To manage aggressive team members, be understanding and patient. It is
best to communicate with these individuals often to make sure they feel safe in
their team. Encourage them to share their views on workplace matters openly with
you.

10. Assertive behavior

Assertive team members express their workplace feelings and desires
appropriately. Their communication is direct, respecting the communicator's and
receiver's opinions and rights. Assertive communication assists with the
maintenance of relationships and usually results in a compromise between parties.
The best way to manage an assertive individual is to be transparent and direct
when communicating with them.

11. Passive communication behavior

Passive communicators choose not to express their workplace thoughts or feelings

to others to keep everyone happy. Sometimes, passive communication is valuable,
such as when emotions are high. When managing a passive team member,
schedule due dates ahead of time to ensure they have sufficient time to complete
their tasks. Engage with them regularly to discuss opportunities in the workplace
they may be interested in, and make sure they contribute during meetings by
asking them for their view on a particular issue.

12. Passive-aggressive behavior

Passive-aggressive team members incorporate components of both the passive and

aggressive communication styles. Individuals may appear passive but act out their
anger indirectly by, for example, delaying the completion of tasks. As a manager,
you can encourage open communication and feedback. Try to be firm and calm in
your communication, clearly setting expectations of their behavior at work.

Personality in Organisation

Personality is the dynamic organization within the individual of those

psychophysical systems that determines his unique adjustment to his environment.

The five factors of this model or fives traits of the personality are:

 O- Openness
 C - Conscientiousness
 E - Extraversion
 A - Agreeableness
  N - Neuroticism

1. Openness

This trait also known as 'openness to experience', is related to imagination and

curiosity. People high in openness tend to have a broad range of interests and are
eager to explore new ideas and experiences. They are often creative, open-minded,
and willing to consider unconventional points of view. On the other hand,
individuals low in openness may be more traditional, prefer routine, and are less
interested in trying new things.

2. Conscientiousness

Conscientiousness means being good at organising, staying disciplined, and

working towards goals. People who are very conscientious are often neat, pay
close attention to small things, and make plans ahead of time. They are also
dependable and responsible. On the other hand, those with low conscientiousness
might find it hard to control their impulses, keep things organised, and finish tasks
on time.

3. Extraversion

Extraversion, also known as extroversion, is a trait in a person's personality that

tells about how social and outgoing a person is. It means they are lively, friendly,
talkative, confident, and show their feelings a lot. People with high extraversion
like being with others and it makes them feel more active and happy. On the other
hand, those with low extraversion, called introverts, are quieter and may feel tired
after being around people. They need some alone time to feel refreshed.

People with High Extraversion:

 Enjoy socialising and is outgoing.

 Talkative and expressive in communication.

 Confident and assertive in social situations.

 Gains energy from being around people.

 Finds joy in the company of others.

People with Low Extraversion:

 Prefer more reserved and quieter settings.

 Tends to be less talkative and selective in speech.

 Often cautious and less assertive in social interactions.

 Feels drained after extensive socialising.

 Values solitude as a means to recharge.

4. Agreeableness

Agreeableness talks about how a person interacts with others. Those with high
agreeableness are usually friendly, helpful, and good at getting along with people.
They tend to trust others easily and are forgiving. Whereas, those with low
agreeableness might be more skeptical and can sometimes be demanding or
critical. They might not be as concerned about how others feel and may not offer
help as readily. This trait is about behaviours like trust, kindness, and helping
others. It is not about actively seeking out relationships like extraversion, but rather
about how someone treats and relates to others.

People with High Agreeableness

 Trusting and forgiving

 Honest and Upfront

 Enjoys helping others and being kind

 Cooperative and easy to get along with

People with Low Agreeableness

 Skeptical and less likely to trust

 Demanding and may expect a lot

 May insult and belittle others

 Stubborn and less likely to compromise

5. Neuroticism

Neuroticism, also referred to as stability measures an individuals capacity to

handle and recover from challenges. Individuals, with levels of neuroticism may
experience emotions such as anxiety, irritability and mood swings more frequently.
They may be more sensitive to stressors and may worry frequently. Conversely,
individuals low in neuroticism tend to be emotionally stable, resilient, and less
likely to experience extreme mood swings or anxiety.

Values in the workplace

Professional values encompass the traits that many employees look for in their
employees. Your professional values are the character traits you adopt and
demonstrate in the workplace that showcase how successful you are. Additionally,
these professional values often include the soft skills and behaviors that are
necessary for advancing in your career. For instance, your ability to adapt your
communication style between different groups or teams demonstrates a flexible
and adaptable personality, which can have a positive impact on how others view
you in the workplace.

Types of value

1. Instrumental Values

Instrumental values, often referred to as instrument values, are the means through
which we achieve our desired ends or goals. They are the preferred modes of
behavior or qualities that are valued primarily for their utility in helping us
accomplish more significant objectives. These values are not necessarily prized for
their inherent worth but for their effectiveness in enabling us to achieve something
else that we consider important.

Examples of Instrumental Values:

• Efficiency - Valued for maximizing productivity and reducing waste, which

can help achieve business growth or personal goals more effectively.
 • Honesty - Seen as crucial for building trust in relationships, whether
personal, professional, or commercial, leading to better and more stable
interactions.

• Ambition - Drives individuals and organizations to strive for greater

achievements and improvements, often leading to success in various
endeavors.

• Courage - Allows individuals to face difficulties and take risks, which is

essential for personal growth and achieving challenging goals.

• Discipline - Important for maintaining consistency and focus on long-term

objectives, thereby helping in personal development and the achievement of
set goals.

3. Cultural Values

Cultural values are the core principles and standards shared by members of a
specific cultural group, which guide behaviors, decisions, and interactions both
within the group and with outsiders. These values are deeply ingrained in the social
fabric of the community and are taught from generation to generation, shaping the
collective identity and norms of the society.

Examples of Cultural values:

• Respect for Elders

• Tradition

• Collectivism

• Religious Faith

• Humility

• Patriotism.

4. Social Values
Social values are the principles and standards that society collectively deems
important in social interactions. These values influence how individuals behave
within a community, how they treat each other, and what is considered acceptable
or unacceptable behavior. Social values help maintain order, foster mutual respect,
and ensure that social interactions are conducted smoothly.

Examples of Social Values:

• Equality

• Justice

• Respect for Diversity

• Community Service

• Democracy

• Human Rights.

5. Economic And Political Values- Economic Values and Political Values are
distinct yet interrelated sets of principles that govern economic and political
systems respectively. These values influence decisions, policies, and behaviors in
the realms of economy and governance.

• Economic Values

• Economic values relate to the principles and standards that govern economic
behavior and decision-making within societies. They influence how
resources are allocated, how wealth is distributed, and how economic
activities are conducted. Common economic values include:

• Efficiency: The value placed on maximizing outputs from given inputs,

minimizing waste, and optimizing resource use.

• Growth: Emphasizing the importance of increasing economic outputs, such

as GDP growth, as a way to improve living standards.
 • Equity: Concerned with fair distribution of economic resources and
opportunities, aiming to reduce disparities between different groups within
society.

• Sustainability: Valuing practices that ensure resources are used in a way

that does not harm future generations, often linked to environmental
stewardship.

• Innovation: Prioritizing new ideas, technologies, and methods that can

improve productivity and economic outcomes.

6. Political Values

Political values are the principles that influence how a society is governed. These
values affect how power is obtained, exercised, and justified. They play a critical
role in shaping political institutions, laws, and policies. Key political values
include:

• Democracy: Valuing the participation of citizens in the decision-making

process, often through voting and free, fair elections.

• Freedom: Emphasizing individual rights and liberties, such as freedom of

speech, religion, and association.

• Rule of Law: The principle that all individuals, institutions, and entities are
accountable to laws that are publicly promulgated, equally enforced, and
independently adjudicated.

• Equality: Ensuring that all citizens have equal protection under the law and
equal opportunities in political and social activities.

• Security: Prioritizing the safety of citizens and the protection of the state
from internal and external threats.
Perception

Perception in psychology can be defined as the sensory experience of the world,

which includes how an individual recognizes and interpreter sensory information.
This also includes how one responds to those stimuli. Perception includes these
senses: vision, touch, sound, smell, taste, and proprioception.

Model of Perceptual process

1. Sensation: Sensation is the process of using sense organs including the eyes,
ears, skin, nose, and tongue to detect and receive inputs from the environment. The
first transfer of unprocessed sensory input to the brain is what causes sensation.

2. Attention: Following the detection of sensory data, attention selects which

stimuli to concentrate on and analyze further. A few examples of the variables that
affect attention include novelty, intensity, relevance, and personal objectives.

3. Organization: The brain arranges sensory information into meaningful patterns

and structures once attention is focused on certain inputs. At this level, sensory
data is categorized and grouped according to its similarities and contrasts.

4. Interpretation: After organizing the sensory data, the brain gives it meaning
through interpretation. Many things, such as prior experiences, expectations,
beliefs, and cultural background, have an impact on interpretation.

5. Perception: Developing a conscious awareness and comprehension of the

sensory input is the last phase. To produce a cohesive view of the world,
perception combines the interpreted sensory data with previously acquired
knowledge and cognitive functions.

Emotions in the workplace

When left unchecked, employee emotions can have a serious impact on the
workplace. Make sure you understand each of these unique emotions and strive to
find the right balance of supporting and preventing them at work.
Building a culture of trust and practicing emotional intelligence skills can allow
employees to acknowledge, feel, and express more positive emotions in the
workplace. Here are some ways to manage emotions in the workplace.

Types of emotions

1. Basic Emotions: These are universal emotions that are experienced by all
humans regardless of culture.

Examples include:

• Happiness: Characterized by feelings of joy, contentment, and satisfaction.

• Sadness: Associated with feelings of sorrow, grief, or disappointment.

• Fear: Triggered by a perceived threat, leading to feelings of anxiety or

apprehension.

• Anger: Involves feelings of hostility, frustration, or rage.

• Surprise: A response to an unexpected event, which can be either positive

or negative.

• Disgust: A strong feeling of aversion or repulsion, often in response to

something unpleasant.

2. Complex Emotions: These emotions are combinations of basic emotions and

can be influenced by cultural and personal experiences.

Examples include:

• Love: A deep affection and care for someone, often combining happiness,
trust, and warmth.

• Jealousy: Involves feelings of insecurity, fear, and envy, typically in the

context of relationships.

• Guilt: Arises from a sense of having done something wrong or having

violated one's own moral standards.
 • Shame: A painful feeling arising from the consciousness of something
dishonorable or improper done by oneself.

• Pride: A feeling of satisfaction and accomplishment in one's own or

another's achievements.

• Gratitude: A sense of thankfulness and appreciation for someone or

something.

3. Positive Emotions: Emotions that are generally associated with pleasurable

experiences and desirable outcomes.

Examples include:

• Joy: A state of great delight or happiness.

• Contentment: A state of satisfaction and peace.

• Hope: An optimistic state of mind that expects positive outcomes.

Amusement: Enjoyment and laughter, often in response to something funny.

4. Negative Emotions: Emotions that are typically associated with unpleasant

experiences and undesirable outcomes.

Examples include:

• Anxiety: A feeling of worry, nervousness, or unease.

• Despair: A complete loss of hope.

• Frustration: A feeling of being upset or annoyed due to inability to change

or achieve something.

• Loneliness: A feeling of sadness due to lack of companionship or isolation.

5. Self-Conscious Emotions: Emotions that relate to our sense of self and our
consciousness of others' perceptions of us.

Examples include:

• Embarrassment: A feeling of self-consciousness, shame, or awkwardness.

 • Humiliation: A feeling of shame or loss of dignity due to being degraded by
others.

• Pride: A feeling of self-respect and personal worth.

• Guilt: A feeling of responsibility or remorse for some offense, crime, or

wrong.

6. Social Emotions: Emotions that arise during social interactions and are crucial
for maintaining relationships.

Examples include:

• Empathy: The ability to understand and share the feelings of others.

• Sympathy: Feelings of pity and sorrow for someone else's misfortune.

• Envy: A feeling of discontent or covetousness with regard to another

person's advantages, success, or possessions.

• Admiration: A feeling of respect and approval for someone or something.

Circumplex Model of Emotion

The Two-dimensional Approach: Circumplex Model

• The dimensional approach differentiates between emotions according to two

or more characteristics that are given some value for all emotions.
The Circumplex model has two such dimensions: valence and activity
(Russell, 1980).

• Russell's Circumplex Model of Affect (Figure 4.1) focuses on subjective

experiences, and consequently, emotions within these dimensions might not
be placed at exactly the same levels for all the people.
What is the Circumplex model of affect?
The Circumplex model of affect is a circular model where emotions are placed on a 2-D coordinate
plane that is divided into quadrants by two crossed axes. The model uses two measures (i.e., valence
and arousal) to represent each axis. Emotions that are 180 degrees from one another have an opposite
relationship, while emotions that are 90 degrees apart have no correlation with one another.
Who created the Circumplex model of emotion?
Psychologist James Russell created the circumplex model of affect in 1980. Russell designed this
model in order to improve upon previous linear constructions of emotional experience.
What are the 2 fundamental dimensions of the emotions Circumplex model?
The two fundamental dimensions of the circumplex model of emotions are valence and arousal.
Valence (x-axis) is the positive and negative degree of emotion (pleasure/displeasure) and arousal (y-
axis) is the intensity of emotion (high or low).

Attitudes and Behaviour

"Attitudes and behaviors in the workplace" refers to the feelings, opinions, and actions that
employees exhibit within their work environment, including aspects like job satisfaction,
commitment to the organization, punctuality, collaboration, and how they interact with
colleagues, which can significantly impact productivity and overall workplace
culture; essentially, how someone feels about their job and how they act based on those feelings.

• Positive attitudes:
These include enthusiasm, willingness to help others, taking initiative, being proactive, and
maintaining a positive outlook, which can contribute to a productive and enjoyable work
environment.

• Negative attitudes:

This can manifest as cynicism, complaining, lack of motivation, gossiping, absenteeism, and not
meeting deadlines, which can negatively affect team morale and performance.

Important workplace behaviors:

• Professionalism: Maintaining a respectful demeanor, appropriate communication, and

adhering to company dress code.

• Teamwork: Collaborating effectively with colleagues, sharing information, and

supporting each other to achieve goals.

• Reliability: Being punctual, meeting deadlines, and following through on commitments.

• Integrity: Honesty, ethical conduct, and taking responsibility for mistakes.

• Adaptability: Willingness to learn new skills and adjust to changing situations.

Work-related stress and its management

Stress management in organizational behavior refers to the strategies and techniques employed
by individuals, managers, and organizations to identify, prevent, and cope with stress in the
workplace. It involves understanding the causes and impact of stress on individuals and
organizations, implementing measures to reduce stress levels, and fostering a positive work
environment that promotes employee well-being and productivity.

Stress Management Techniques In Organizational Behaviour

• Time Management: Encouraging employees to prioritize tasks, set realistic deadlines, and
manage their time efficiently to reduce work-related stress.

• Regular Communication: Promoting open and transparent communication channels to

address concerns, provide feedback, and ensure employees feel heard and supported.

• Work-Life Balance: Encouraging a healthy balance between work and personal life by
promoting flexible working hours, remote work options, and paid time off.
 • Health and Wellness Initiatives: Implementing wellness programs, fitness activities, and
providing access to resources that support physical and mental health.

• Conflict Resolution: Training employees and managers on conflict resolution techniques

to address conflicts in a constructive and collaborative manner.

• Supportive Leadership: Fostering a supportive leadership style that promotes trust,

recognition, and empathy, creating a positive work environment.

Motivation

Motivation can be defined as stimulating, inspiring and inducing the employees to perform to
their best capacity. Motivation is a psychological term which means it cannot be forced on
employees. It comes automatically from inside the employees as it is the willingness to do the
work.

Maslow’s Hierarchy of Needs

Maslow’s hierarchy of needs includes five levels of human needs that allow an individual to feel
fulfilled. It is often applied to the workplace as a means to determine how to more effectively
motivate employees and to make sure their needs are met. Understanding this psychological
concept can help you determine whether your needs are met in your workplace and how you can
better meet the needs of your team.

1. Physiological needs

The physiological needs in this hierarchy refer to the most basic human needs. Employees need
access to vital services and opportunities while at work to feel their most basic needs are being
met. You need access to a restroom, a place to get drinking water, breaks to eat meals and
snacks, and a comfortable working environment. When applied to the workplace, one of your
physiological needs is also a steady income to support yourself and pay for somewhere to live,
food, utilities and other essential needs.

2. Safety

Safety is another vital need that can impact your overall satisfaction with your workplace. It is
natural to worry about your own safety and the safety of your loved ones. For example, one of
your priorities might be to provide a safe living space for your family, which is why you work
hard to provide for that need. At work, it’s also important to feel that your physical safety is
valued and prioritized. You should feel that your resources and personal property are safe and
protected. Ensuring a safe workplace may include providing ergonomic office furniture that
properly supports you and reduces the risk of injury, along with securing the building to prevent
potentially dangerous people from entering. Another aspect of safety in the workplace pertains to
feeling emotionally safe and supported. If you’re worried about losing your job due to layoffs or
budget cuts, it is more challenging to achieve motivation to move to the next level in the
hierarchy and perform at your highest level. Unsteady futures also lead to decreased morale in
the workplace.

3. Love and belonging

The love and belonging level of Maslow’s hierarchy is slightly different in the workplace than it
is in other areas of your life. If you don’t feel a sense of belonging, you may not feel as engaged
at work or as motivated to succeed. It’s not always easy for individuals to establish and form
relationships at work. Companies that host social activities and offer more opportunities for
relationship-building outside the office tend to have higher rates of employee engagement than
organizations that don’t focus on these aspects of a work-life balance. When you feel like you
belong and fit in within your workplace and your team, it is easier to feel motivated to work hard
and achieve results.

4. Esteem

Esteem is the belief that you are contributing to a higher goal and that the contributions you
make are recognized. In the workplace, it is important to feel that you’re growing, advancing and
achieving results, and that those around you recognize those results. When you have confidence
in yourself and your abilities, as well as receive positive feedback and encouragement, you are
more likely to succeed. An employee’s esteem ultimately impacts their overall engagement as
well. Offering regular recognition and appreciation for the tasks employees are doing can
positively impact esteem, even when an employee is struggling. If feedback only comes in the
form of an annual review, employee esteem may suffer.

5. Self-actualization
The final level of Maslow’s Hierarchy of Needs is self-actualization, which translates to
maximizing an individual’s potential at work. A person ultimately wants to feel they are doing
the best they can in their position, which helps them feel motivated to continue on their career
path and succeed. A self-actualized employee feels empowered and trusted, which encourages
growth and engagement. One of the keys to making sure this need is met is giving employees
opportunities that allow them to succeed. Supervisors should focus on their employees’ skills and
abilities, helping them look for ways to advance their careers without pushing them into roles
that will not be good fits. To feel self-actualized, you should feel challenged at work but not
overwhelmed or overloaded.

Four Drive Theory of Motivation

Four-Drive Model of Employee Motivation, developed by Paul Lawrence and Nitin Nohria. This
model suggests that there are four basic human needs that influence our behavior at work: the
drive to acquire, the drive to bond, the drive to comprehend, and the drive to defend. By
understanding and addressing these drives, you can create a more engaging and satisfying work
environment for your team.

• Drive to acquire

The drive to acquire is the need to obtain material and non-material rewards, such as money,
status, recognition, and power. To satisfy this drive, you need to provide your team with fair and
transparent compensation, incentives, and feedback. You also need to challenge them with
meaningful and achievable goals, and celebrate their successes and achievements. By doing so,
you can foster a sense of achievement and pride in your team, and motivate them to pursue
higher levels of performance.

• Drive to bond

The drive to bond is the need to form positive and trusting relationships with others, and to feel a
sense of belonging and identity. To satisfy this drive, you need to create a culture of
collaboration, communication, and respect in your team. You also need to show genuine care and
empathy for your team members, and encourage them to support and appreciate each other. By
doing so, you can enhance the emotional and social well-being of your team, and motivate them
to work together and share their ideas.

• Drive to comprehend

The drive to comprehend is the need to learn new skills and knowledge, and to make sense of the
world and our role in it. To satisfy this drive, you need to provide your team with opportunities
for growth and development, such as training, coaching, mentoring, and feedback. You also need
to encourage them to explore their interests and passions, and to apply their creativity and
innovation to solve problems. By doing so, you can stimulate the intellectual and professional
growth of your team, and motivate them to expand their horizons and potential.

• Drive to defend

The drive to defend is the need to protect ourselves, our resources, and our values from threats
and challenges. To satisfy this drive, you need to establish clear and consistent expectations,
rules, and boundaries for your team. You also need to address any conflicts, issues, or concerns
that arise in your team, and ensure that they are resolved fairly and constructively. By doing so,
you can create a safe and secure work environment for your team, and motivate them to
overcome obstacles and embrace change.