Don’t tell me what to do
July 28, 2008
I don’t drink alcohol because I basically don’t want to. It is my choice and it has nothing to do with anyone else telling me what I can or can’t do. I can count on the fingers of one hand the number of beers I’ve had in the last year, and it won’t even take all the fingers! I don’t need any fingers to count the number of mixed drinks or glasses of wine.
But there’s just enough sin nature in me, and just enough of an independent “think for yourself” streak that if someone were to tell me I couldn’t, I’d probably start.
That’s the funny thing about sanctification. We start out doing something out of personal conviction and devotion, thinking that our choice is meaningful. But then somebody tries to codify a choice that we’ve made freely and suddenly we recognize that our freedom has been taken.
I’m no longer doing (or not doing) because the choice is an expression of my values; I’m doing it because it expresses someone else’s values.
Which brings me to Shankar Vedantam’s column, “When Play Becomes Work.” It turns out that when external incentives are brought to bear on internally motivated behaviors, trouble ensues.
Psychologists have long been interested in what happens when people’s
internal drives are replaced by external motivations. A host of
experiments have shown that when threats and rewards enter the picture,
they tend to destroy the inner drives. Paychecks and pink slips might
be powerful reasons to get out of bed each day, but they turn out to be
surprisingly ineffective — and even counterproductive — in getting
people to perform at their best.
I studied a lot of business leadership and change management when I went through the doctoral program at Western Seminary. It is well known in the business literature that giving assembly line workers a say in how production is run, consulting with the mechanics and toolmakers when an engineering problem needs to be solved, or listening to the staff that actually provides customer service increases productivity and profitability.
Why? Because people want to work for something more than a paycheck. They don’t want to be seduced into behaviors they don’t really believe in by external checks and balances. They want what they do to be motivated by something within - the notion that what they do matters and that they are a valued team member.
It’s about the internal motivation.
I had an exit interview with the Dean of Students when I graduated from Christian Heritage College in 1978. During the interview Dean Wilson asked if I had any suggestions that might improve things.
“Eliminate mandatory chapel,” I said. “Take attendance and interview the kids who don’t attend to find out what’s going on. Maybe you’ll find out that your speakers are boring. Maybe you’ll find out those kids really aren’t believers. Or maybe you’ll find out what hinders their devotion to the Lord and be able to deal with it.”
Even though it was cogent, brilliant and spot on, it fell on deaf ears.
It’s easier to penalize kids for not attending compulsory chapel than it is to improve your program and connect in a meaningful way with young lives still in the process of formation. Finding the motivation is hard work. It requires us to listen, to understand and to appreciate.
I don’t know what motivates me to be a teetotaler. It is a matter of personal preference.
Now, good cigars? That’s another matter.
Tags: Psychology of motivation, Abstaining from alcohol, Sanctification
Posted in


content rss
