In the constantly evolving landscape of today’s business world, the implementation and acceptance of new technology is a critical factor in maintaining a competitive edge. Yet, one of the most significant barriers to this is the resistance to change often exhibited by employees. However, this resistance can be overcome by understanding and leveraging the brain’s reward systems to motivate and incentivise technology acceptance.
The human brain is a complex entity, wired to seek pleasure and avoid pain. This fundamental principle forms the basis of the brain’s reward system, a series of neural pathways that govern our responses to rewards and punishments. When a reward is anticipated, the brain releases dopamine, a neurotransmitter that creates a feeling of pleasure and satisfaction. This system can be manipulated to motivate behaviour, including the acceptance of new technology in the workplace.
The first step in this process is to identify suitable rewards. These can take many forms, from financial incentives such as bonuses and pay raises, to non-monetary rewards like recognition, additional responsibilities, or opportunities for personal and professional development. The key is to ensure that the rewards are meaningful and desirable to the individual employee.
Once suitable rewards have been identified, they can be used to incentivise the acceptance and use of new technology. This could involve offering rewards for reaching certain milestones in the learning and implementation process, or for demonstrating proficiency in the use of the new technology. The anticipation of these rewards stimulates the release of dopamine, strengthening the association between the behaviour (technology use) and the positive outcome (reward), and thus encouraging the repetition of the behaviour.
However, it’s important to note that not all rewards are created equal, and what motivates one person may not motivate another. This is where the concept of perceived value comes into play. For a reward to be effective, it must be perceived as valuable by the individual. Therefore, it’s crucial to understand the individual preferences and motivations of employees in order to tailor rewards to their specific needs and desires.
In addition to the type of reward, the timing of reward delivery also plays a critical role in shaping behaviour. Research has shown that rewards are most effective when they are delivered immediately following the desired behaviour. This allows the brain to make a clear connection between the behaviour and the reward, strengthening the association and reinforcing the behaviour.
In the context of technology acceptance, this could involve providing immediate feedback and recognition for successful use of the technology, or offering immediate access to rewards upon completion of technology training. This immediate reinforcement can help to build positive associations with the new technology, reducing resistance and increasing motivation to engage with the technology.
The journey of technological acceptance in an organisation is not a linear process, but rather a complex interplay of factors. Among these, the role of rewards and motivation stands out as a powerful tool that can be harnessed to facilitate this process. By understanding and leveraging the brain’s reward systems, organisations can create an environment that encourages and incentivises technology acceptance, fostering a culture of continuous learning and innovation.
The journey towards technological acceptance is not without its challenges, but with a deep understanding of the brain’s reward systems and the power of motivation, these hurdles can be overcome. The key lies in recognising the unique motivations of each individual, and tailoring rewards to meet these needs. In doing so, we can unlock the gateway to technological adoption, paving the way for a future of continuous innovation and growth.
References:
Deci, E.L. & Ryan, R.M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behaviour. Psychological Inquiry, 11, 227-268.
Higgins, E.T. (1997). Beyond pleasure and pain. American Psychologist, 52, 1280-1300.
Kohn, A. (1993). Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise, and Other Bribes. Houghton Mifflin.
Schultz, W. (2000). Multiple reward signals in the brain. Nature Reviews Neuroscience, 1, 199-207.
