Valency Four Drive Model

• According to the Four Drive paradigm, human goals are a collection of basic requirements. The hypothesis was first presented in the Driven book published in 2002. These dynamic demands evolved throughout time from the evolutionary history of humans and were included into the mental stock with the intention of becoming a benefit in future epochs.
• The derived drives provide a thorough comprehension of human motivation while being fundamental and incapable of being divided into smaller components. The following are these full drives: learn, bond, acquire, and defend. Each of them has characteristics that affect how they communicate with other people, even at work.
• Acquire
• The desire to get material goods, a position, or a status is known as the acquire mentality. It may result in better performance on the one hand, but negative competition on the other. The need to acquire encompasses both simple and complicated desires, ranging from successes and power to necessities for existence. Creating a fulfilling employment should start with understanding this desire and establishing the circumstances needed to fulfil the “acquisition” via job performance. You may utilise the urge to unite as a counterbalance to harmful rivalry.
• It is totally acceptable to assess how people perceive their workplace using these Four Drives. The work satisfaction survey’s four essential drivers are listed below, if that is your goal. The purpose of the survey’s content is to assist managers identify possible areas of interest and craft better questions for more precise findings.
• The Need to Get and Achieve
• Does your company provide financial incentives for above-average performance?
• Is the pay you get competitive?
• Are the criteria you use to evaluate performance well defined?
• Does your company have a clear policy on what constitutes excellent performance?
• Does your performance get the credit it merits?
• How satisfied are you that you were paid for your work?
• Bond
• The urge to seek out and get into reciprocal connections with others is determined by the impulse to bond. Numerous studies have shown that we tend to form bonds with people who share our views and demographics. Individuals who are slow to build connections may eventually develop to include groups in the workplace. In general, relationships are positive and lead to coworker support. While the desire to learn is more individualised and mostly focused on work-related tasks, the impulse to connect is geared toward other people.
• The Need to Connect
• Does your company promote workers helping one another?
• How is cooperation or teamwork acknowledged in your organisation?
• Does your organisation promote information exchange and best practises?
• Is your company supportive of employee friendships?
• Do you consider yourself to be a vital member of the group?
• Is people-oriented management how you would characterise it?
• Would you accept the claim that you are cared for personally by your management?
• Learn
• The best work settings for satiating the need to learn are those that foster curiosity and provide opportunities for inquiry to deepen knowledge. This same motivation also fuels the need to comprehend one’s place inside the company and how it fits into the overall objective. The desire to learn impact is best shown by the enjoyment that employees have when they take on challenges at work. In addition, it enhances the desire to connect even more. All three of the previously discussed drives have positive consequences on the workplace. The final one, the need to defend, on the other hand, is something you would not want to happen at work.
• The Will to Understand and Learn
• Do you get the chance to work on projects that you are interested in at your job?
• Does your employment provide opportunities for learning new skills?
• Conduct you believe that the job you do benefits your business in any significant way?
• Do you think your tasks are difficult?
• Do you get a range of tasks from your job?
• Is there support for growth and personal development in your organisation?
• At work, are you picking up new abilities or knowledge?
• Defend
• The desire to protect is subtle and only becomes active in response to a danger, in contrast to the active impulses that individuals strive to satisfy to acquire, connect, and learn. A danger to the group, the organisation, or the person may be the cause of the need to protect. In this case, the business should try to create an atmosphere that reduces or gets rid of the danger source. When workers manage inadvertent and erroneous triggers, their defensive drive enables them to successfully react to legitimate dangers.
• According to the Four Drive model, the basic psychological demands of humans are to acquire, bond, learn, and protect; each drive may manifest itself at a distinct degree from the others. Every drive has a different impact over time. Consistently exhibiting a strong desire may have negative effects on both personal and organisational results. For example, if someone becomes enthralled with something, the need to have it may breed unhealthy competitiveness and greed. A person who is consumed by the need to protect themselves may become socially awkward or even paranoid. The theory’s central tenet is the use of all four drives to control and balance one another. When designing a job role and setting up an office, the same goal need to be pursued.
• The Need to Protect
• Does the performance grading system in place at your company have transparency?
• Do you work in a friendly, non-intimidating environment?
• Is the performance grading system in place at your company fair?
• Does your boss treat everyone equally or does she have favouritism?
• Do you think the organization’s performance grading system is reliable?
• Does everyone in your company have the freedom to voice their opinions, including you?