Motivation Strategy Diagnostic
Explore how Autonomy, Competence, Relatedness, meaningful work and environmental pressure influence the quality of workplace motivation—and identify the leadership intervention most worth changing first.
Diagnose the motivational environment—not the employee's personality.
The tool uses an original INDENTRA educational adaptation of Self-Determination Theory. Learners manipulate motivation conditions directly and observe how the needs profile, pressure risk and intervention priority change.
Motivation Strategy Diagnostic — Step by Step
Eight locked stages move through the three core needs, contextual supports, pressure risk, a micromanagement challenge and management review.
Establish the Motivation Context
Needs Profile and Intervention Priority
Reveal the motivation context to begin.
Three basic needs support high-quality motivation.
Autonomy
Experience of meaningful choice, voice and ownership within legitimate work constraints.
Competence
Experience of capability, progress, appropriately challenging work and usable feedback.
Relatedness
Experience of belonging, respect and supportive connection with leaders and colleagues.
Educational use
This is an original INDENTRA educational diagnostic inspired by Self-Determination Theory. Meaning, recognition and pressure are treated as contextual workplace conditions. The scores are development signals, not a validated psychometric or personality assessment.
Build Your Own Motivation Scenario
Experiment Mode is isolated from the guided demonstration. Adjust all ten workplace conditions and observe the needs profile, pressure risk and recommended intervention.
Quick Knowledge Check
Motivation Strategy Cues
Support Autonomy
Clarify non-negotiables, offer meaningful choices, invite input and explain the rationale for constraints.
Support Competence
Use right-sized challenge, timely feedback, sufficient resources and visible progress toward mastery.
Support Relatedness
Create respectful connection, inclusion, dependable support and opportunities for constructive collaboration.
Connect Meaning
Show how the work contributes to customers, colleagues, purpose or outcomes the employee can value.
Use Recognition Carefully
Keep recognition fair, credible and informative rather than using praise or rewards mainly as control.
Reduce Controlling Pressure
Maintain standards and accountability while removing unnecessary approvals, surveillance, coercion and unsustainable workload.
Diagnose the need or environmental constraint before reaching for incentives, pressure or generic engagement actions.