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Strictly-speaking, Motiro is a web based app that captures and reveals the motivational levels of individuals and their teams. It is based on Self Determination Theory which allows users to interpret and act upon the Motiro findings.
To better understand your team (of either staff or volunteers) to better fulfill their expectations.
A Motiro journey is composed of one or more Motiro Cycles. A Motiro journey is a team learning project that starts with the team leaders' commitment to address the motivational issues within their teams—including their own. In a first workshop, team leaders are provided the framework and tools to achieve their leadership goal. The framework that will guide the leaders in their journey of self and team improvement is Self Determination Theory (SDT), a macro theory on human motivation and well-being.
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A team is a group of people who either work together on the same project (a project team), or a group of people who are in the same work unit, for example colleagues in. a department, or volunteers in a branch. Ideally, all members of one team have the same line manager, so when they answer questions about their relation with their supervisor they are all thinking about that same person. This helps the supervisor get feedback on how her leadership style is perceived and appreciated.
In many cases, teams have two levels of hierarchy: for example a department can have, say, five units, each with their unit manager. If this is the case then the unit managers and the department head will not get direct feedback but a general impression of how management is perceived and appreciated. So you might consider creating one Motiro team per unit, and then compare the results between units.
We do not enforce restrictions on team size, but the minimum recommended number of people in a Motiro team is five. This is because below that number the survey results are not reliable and respondents can guess (or think they can guess) who answered what. People tend to be honest when they know their answers are confidential.
We do not enforce restrictions on team size. Motiro can work with teams of hundreds or thousands, but that begs the question of how you will discuss and interpret the results. It would make more sense to break your big team into smaller teams. That would make the survey more manageable, the results easier to interpret and discuss.
Breaking large teams into more meaningful groups has the additional advantage of allowing comparisons between teams. Say you are the manager of a large branch with 500 volunteers. You can create one Motiro team with all 500 volunteers. But if most of the volunteers have little contact with you and report to project coordinators, then you might consider creating project teams. The motivational outcomes assessed in each project team can actually predict the project's success: the more motivated the team, the more likely the project is working well. It also allows the project coordinators to get feedback on the motivation of their teams and take proposer action to address the issues that have been revealed in the results and ensuing team discussions.
Motiro shows the dashboards once the minimum of respondents have replied to the survey. That minimum number depends on the size of the team, and for two reasons:
A team's score is the average of the scores of its constituents—meaning, it's the average of how team members responded to the questions. All scores range between 1 and 5.
For a team to have a score of five in, say, fulfillment, would require that all team member answer "strongly agree" to the statement "Considering everything, I am satisfied with my work." A score of five is possible in small (and very satisfied) teams, but less likely in larger teams when at least one person will not strongly agree with the statement.
Likewise, a score of 1 is highly unlikely: this would mean everyone in the team has answered "strongly disagree" to the statement "Considering everything, I am satisfied with my work."
So scores tend to gravitate between 3.5 and 4.8. The color coding scheme indicated whether the score represents a strength (green), room for improvement (yellow) or reason for concern (red).
But do not jump to conclusions! It's the shape of the profile that matters, and not each score taken in isolation. For example, high engagement (>4.5) and high levels of frustration and emotional drain can be signs of burnout in your team.
So start by looking at all the scores on all the profiles and reflect on what the associations between these different dimensions of motivation actually mean. For this Self Determination Theory can guide you. Which of the three psychological needs are being met? Which one is not being met?
Scores are only meaningful when they reveal possible explanations for the motivational outcomes they are measuring. Use them to formulate your assumptions and discuss these assumptions with the rest of the team. The real insights will emerge from the conversation, not from the scores themselves.
You can, if you are a volunteer, but it would make more sense to compare yourself with your team. If you are a paid employee your profile will not be very comparable with those of volunteers. For one thing, volunteers who are unhappy with their volunteering activity tend to leave. Paid staff stay on because they need the salary, the status and the security that comes with gainful employment. So staff are more likely to report higher levels of frustration, for example.
If your team is composed mainly of volunteers, then the current "everyone" benchmark is helpful. The differences between your team's scores and the benchmark can trigger some insightful conversations as to why these differences exist, but these numerical differences in themselves should not be treated as a "truth" but as a way to stimulate a meaningful conversation.
Comparing the shapes of your team's profile is more informative than just comparing the scores. For example if engagement in your team is higher than the benchmark and wellbeing is much lower than the benchmark then you need to discuss this counter-intuitive result with your team. It could be that their high engagement is emotionally draining-a sign that the risk of burnout is relatively high in your team. But don't jump to conclusions! This will require further reflection and discussions.
Click on "you" in the dashboard legend and the light gray line that represents your personal profile disappears. The little black triangles on the bars that represent the distribution of answers should also disappear. This allows you to share your screen without revealing what you answered.