According to the Relational Confidence Theory, everything we do has two kinds of commitment involved: task and relational. This means that if you’re not getting support from a group or someone else (like a boss), then it’s harder to stay committed to something that doesn’t want the best for you. To put it another way, it’s about our commitment to our TASKS will be relative to how CONNECTED I feel to the TEAM.
There is a reason why former soldiers, in a study done by Dr. Xavier Amador, committed suicide after getting out of the Army but not while they were in it.
The reason why former soldiers, in a study done by Dr. Xavier Amador, committed suicide after getting out of the Army but not while they were in it is that soldiers have a strong sense of commitment to their unit, but not to the task. This is true for many other organizations as well and can be seen in companies where people feel isolated or like they are not doing what they were hired to do. This phenomenon can cause unnecessary turnover because people don’t want to work on projects that they don’t find meaningful.
If you have been tasked with leading an organization’s employee engagement efforts, it may help you if you understand how your employees’ minds work when it comes to working on tasks and within groups.
There are two types of motivation: intrinsic and extrinsic. Intrinsic motivation comes from within, such as when someone is passionate about something, and extrinsic motivation comes from external factors like money or praise. The problem with extrinsic motivation is that it can be fleeting and does not always provide long-term commitment to tasks. This means that if you want employees to stay on a project, they will have to care about it in some way beyond just getting paid.
Relational Confidence Theory states that anything we do has two kinds of commitment involved: task and relational.
While the RCT Principle is a bit more complex than this, it can be summed up as follows:
Relational Confidence Theory states that anything we do has two kinds of commitment involved: task and relational. The work and the people I get to do the work with.
Task commitment is the reason you do something; relational commitment is the reason you do it well.
We need both to be successful.
Task commitment and relational commitment are two important factors that can influence the way we approach and complete tasks. Task commitment is the reason we decide to do something. It’s the motivation that drives us to take on a project or task, and it can come from a variety of sources, such as a sense of responsibility, a desire to learn or improve, or a sense of personal accomplishment.
Relational commitment, on the other hand, is the reason we do something well. It’s the dedication and effort we put into a task because of the impact it will have on our relationships with others. For example, we might work hard on a project for a boss or colleague because we value and respect them, or because we want to maintain a positive working relationship.
Both task and relational commitment are important, and they often go hand in hand. When we have a strong sense of task commitment, we are more likely to put in the effort and dedication needed to complete a task well. And when we have a strong sense of relational commitment, we are more likely to take pride in our work and strive to do our best in order to maintain and strengthen our relationships with others.
However, there may be times when one type of commitment is stronger than the other. For example, we might be highly motivated to complete a task because it’s important to us personally, but not necessarily because it will have a direct impact on our relationships with others. In these cases, our task commitment may be the driving force behind our efforts.
It’s also possible to have low levels of both task and relational commitment. In these cases, it can be difficult to find the motivation and dedication needed to complete tasks well. This is why it’s important to identify and cultivate both task and relational commitment in our work and personal lives.
One way to do this is to set clear goals and priorities for ourselves. By focusing on what we want to achieve and why it’s important to us, we can tap into our sense of task commitment and use it to drive our efforts. We can also think about the impact our work will have on others and how it can strengthen our relationships. This can help to cultivate a sense of relational commitment and encourage us to do our best.
Another way to foster both task and relational commitment is to find work or projects that align with our values and passions. When we are passionate about what we do, it can be easier to find the motivation and dedication needed to complete tasks well. And when we see the value in our work and how it can benefit others, it can help to strengthen our sense of relational commitment.
In conclusion, task commitment and relational commitment are two important factors that can influence the way we approach and complete tasks. By focusing on our goals, priorities, and passions, and considering the impact our work will have on others, we can cultivate both types of commitment and increase our motivation and dedication to do our best.
We can do something well because we are committed to our work but don’t feel like we have anyone who is backing us up.
Another example of when the RCT principle doesn’t apply is when you’re not really committed to your work or your organization. In this case, even though you might be doing something well, it’s not going to last. Another way of looking at this situation is that sometimes people do things well because they’re committed but don’t feel like they have anyone backing them up. That leads us back to our original point; if someone feels like they are being backed up by others, then they will do their jobs better and more consistently than otherwise!
Without support from someone else or a group, you can end up feeling like there’s no point in doing great work. You’ll start to feel resentment toward your organization or company, which is an indicator that you aren’t really committed to it as a whole anymore either (it’s harder to be committed to something that doesn’t want the best for you).
If you’re not connected to your team and/or task with purpose and meaning, then it’s easy for others on your team (or elsewhere) who are connected with purpose and meaning themselves to get annoyed by your lack of connection. This is especially true if they’re working hard, but their efforts aren’t being recognized by anything other than the loudest person in the room (ahem).
Conclusion
You need to be confident in your work and know that someone is backing you up. This will help increase your productivity as well as make you feel more satisfied with what you’re doing on a daily basis. If this sounds familiar, try reaching out to someone who can support you throughout the day – whether it’s family or friends or even just talking about how stressful things have been recently!
Grace and Peace fam
Keep an eye out for this video to be released soon.
