A familiar tool to most change management professionals, Maslow's original hierarchy of needs was presented in a paper titled "A Theory of Human Motivation" in 1943. It consisted of at least five sets of needs called The Basic Needs. The paper linked the existence of needs to the desire to achieve or maintain the right conditions in our lives that would fulfil our needs.
Maslow also established a hierarchy between the needs, saying that they were related to each other by urgency. Once a need is fairly well satisfied, the next need dominates our conscious choices and becomes the focus of our behaviour.
"Gratified needs are not active motivators."
Maslow, 1943
Naturally there will be exceptions because we're all human and all different. However Maslow's work was based on clinical observation, experimental research. and also synthesised prominent psychological theory at the time. His hierarchy of needs has gone on to become widely accepted and relied upon. The change management profession works with human needs constantly by changing the conditions people have arranged for themselves to meet their needs. Whether disrupting needs or meeting them, starting with an understanding of Maslow's hierarchy could change your world.
In summary, we all have needs that can be arranged in a pyramid, with the most basic, necessary needs at the bottom and the highest level of need at the top.
Here's a breakdown of the original hierarchy:
Physiological Needs:Â These are the most basic needs required for survival, such as food, water, air, sleep, and shelter.
Safety Needs:Â Once physiological needs are met, individuals seek safety and security, including protection from harm, financial security, and health.
Love and Belongingness Needs:Â After physiological and safety needs are satisfied, individuals seek love, affection, and belongingness through relationships with family, friends, and romantic partners.
Esteem Needs:Â These needs relate to self-esteem and the respect of others. People strive for achievement, recognition, and a sense of accomplishment.
Self-Actualisation Needs:Â At the top of the hierarchy, self-actualisation represents the desire to fulfil one's full potential and achieve personal growth.
Apparently in later work, Maslow added a sixth level, "Self-Transcendence," which involves connecting to something larger than ourselves, such as spirituality or a higher purpose.
Within each layer of need could potentially be a very long list, and what goes in this list could vary widely according to cultures, definitions and perceptions. It's also possible that aiming to achieve one need might satisfy others, or could contradict others. He mentions for example how smoking a cigarette can satisfy hunger. Yet, with what we know about the risks of cigarettes, it can also contradict our need for good health. In other words Maslow's framework can vary across individuals and cultures.
Maslow and Change
Maslow states that when we're dominated by a certain need, our philosophy of the future is changeable. This means that if you were to imagine the perfect future, you would furnish your daydream differently depending on your current level of unmet needs.
For someone living in hunger, their image of an ideal future could be simply a place with plenty of food. This person could imagine themselves being entirely happy if guaranteed food forever; they would never wanting anything more. Until they are no longer hungry.
Once a more basic need has been satisfied, a higher one tends to emerge. Because we're motivated by unsatisfied needs, someone who has escaped hunger might now focus on their freedom needs, or financial security. The dream of the ideal future now becomes a place involving freedom from debt or one of physical liberty.
People impacted by change will have needs that become disrupted. The replacement of a home-grown spreadsheet with a more efficient computer system may seem a win-win solution. However the person who built the spreadsheet may have satisfied their esteem needs, gaining respect among their peers for solving a problem or demonstrating technical skill. If we seek to remove the spreadsheet without replacing the role it plays in satisfying the author's needs, we may encounter their resistance.
Further, the lower down in the hierarchy of needs we're disrupting, the stronger the reactions - but the resulting behaviours might not be any different. For example, consider the following list of misfortunes: if we were to plunge into sudden drought and famine, a certain level of panic would arise. If we were subject to a home invasion threatening our safety we may feel similarly strongly. If we were to experience the loss of a loved one, being forcibly retired or being stripped of an award. Our reactions might be slightly milder by comparison to each event, but the differences could be difficult to perceive.
Maslow points out that any possibility of thwarting people's basic human goals, or endangering their defences, is considered to be a psychological threat and this can bring about emergency reactions.
Change Your World: Start with Maslow's Hierarchy
Change managers who understand the needs of their stakeholders and groups impacted by change can develop more successful change interventions - like communications materials, engagement sessions, training programs - simply by addressing the unmet needs of their audience.
Next time you're struggling to find traction with a stakeholder or a change activity doesn't seem to be hitting target, try assessing the needs of the audience - and whether you're meeting them.
Understanding and addressing the impact of change on individuals and organisations is crucial. By applying Maslow's Hierarchy of Needs to change management, we can identify and mitigate potential challenges, foster motivation, and drive successful outcomes. If you're looking to navigate change effectively, our coaching and consulting services can provide tailored strategies to help you and your team thrive. Contact us today to learn more about how we can support your journey.
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