[MUSIC] So, if we think about expectancies from a different perspective, we're not going to be talking about the expectancies that you have for yourself. But we're going to be thinking about the expectancies that other people have for you and what it does with your motivation. And specifically, McGregor proposed that people can think about others in two different ways. And he specifically formulated this to apply to managers. So if we imagine a manager thinking about his or her employees, McGregor says we can have basically two sets of assumption or interpretations about understanding people. And he called this theory X and theory Y. So let me start with theory X. So, if a manager has a theory X in mind, this manager basically has the assumption that people in general are lazy, they're unwilling to work, they don't really have an ambition, and you have to really urge them to work hard by way of incentives and sanctions. So you have to reward what you want and you have to punish one way or the other the things that you don't want. These employees don't really want to take responsibility and they want to be led. So if you think for a moment about the manager in our restaurant, I can think you can easily see that a manager who has in mind this theory X. So who thinks that employees are lazy and not wanting to work would probably engage in a very specific set of actions in leading employees. You could imagine the manager making sure that everybody is there exactly on time, punishing people who are only a few minutes late, pushing them to do well, to work harder, to do more. To install all kind of extra bonus assuming that this is why people tend to work hard. The alternative according to McGregor is theory Y. As you can probably imagine already, this theory is based on exactly an opposite set of assumptions for people. So now imagine our manager feeling that employees in general are motivated to work, they like working, they are ambitious, they want to contribute to the goals of the organization. And then if you think about it, if you have this set of assumptions or these expectancies in mind, it's very likely that also you will act differently. You will trust your people. You will have general expectation that they will do what you want them to do, even when you're saying it so explicitly. So what in essence is starting here? According to McGregor, it's a concept called a self-fulfilling prophecy. If you imagine that your people are lazy and unwilling to work, of course you start to manage them in a way which is more controlling. And what do people do if they feel that they are controlled, micro-managed, everything they do is being watched all the time? It's not unlikely that, in fact, this starts behaving according to the original expectations of the manager. If your manager is constantly observing you and then, all of a sudden, your manager is going out for lunch break, will you still work so hard as you would otherwise do? Maybe yes, but maybe no. So what you see happening here is that the expectancies of the manager are in essence essentially fulfilled. They are being made true, true to behavior. In contrast, if you assume that people are motivated, they want to contribute, and they like their work, you're going to be granting them with a lot more freedom, autonomy and trust. As a result, your people probably are going to act exactly according to these expectations and because of that, the initial assumption of the managers are, in fact, confirmed. So, you see here how the expectations of the manager, in this case it might as well be the coach of your sports team or other persons one way or the other having to do something with how you are motivated. How do expectations of those people have to do something with your motivation for your work? So we've seen expectancy theory. This is about your personal expectations that you have, and now we also see how the expectancies of other people play a role in your motivation process. [MUSIC]