{"id":63,"date":"2019-03-14T22:06:14","date_gmt":"2019-03-14T22:06:14","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/?post_type=chapter&#038;p=63"},"modified":"2024-04-24T23:03:06","modified_gmt":"2024-04-24T23:03:06","slug":"need-based-theories","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/chapter\/need-based-theories\/","title":{"raw":"Need-Based Theories","rendered":"Need-Based Theories"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>List the various levels of needs in Maslow's hierarchy<\/li>\r\n \t<li>Summarize the changes to Maslow's hierarchy of needs in Alderfer's ERG theory<\/li>\r\n \t<li>Describe how employees might be motivated using McClelland's acquired needs theory<\/li>\r\n<\/ul>\r\n<\/div>\r\n<h2>Maslow\u2019s Hierarchy of Needs<\/h2>\r\nHuman motivation can be defined as the fulfillment of various needs. These needs can encompass a range of human desires, from basic, tangible needs of survival to complex, emotional needs surrounding an individual's psychological well-being.\r\n\r\n<strong>Abraham Maslow<\/strong> was a social psychologist who was interested in a broad spectrum of\u00a0human psychological needs rather than on individual psychological problems. He is best known for\u00a0his\u00a0hierarchy-of-needs theory. Depicted in a pyramid (shown in Figure 1), the theory organizes\u00a0the different levels of human psychological and physical needs in order of importance.\r\n<div>\r\n\r\n[caption id=\"\" align=\"alignright\" width=\"425\"]<img src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images-archive-read-only\/wp-content\/uploads\/sites\/902\/2015\/02\/23224934\/CNX_Psych_10_01_Maslow.jpg\" alt=\"A triangle is divided vertically into five sections with corresponding labels inside and outside of the triangle for each section. From top to bottom, the triangle's sections are labeled: \u201cself-actualization\u201d corresponds to \u201cInner fulfillment\u201d \u201cesteem\u201d corresponds to \u201cSelf-worth, accomplishment, confidence\u201d; \u201csocial\u201d corresponds to \u201cFamily, friendship, intimacy, belonging\u201d\u2019 \u201csecurity\u201d corresponds to \u201cSafety, employment, assets\u201d; \u201c\u201cphysiological\u201d corresponds to \u201cFood, water, shelter, warmth.\u201d\" width=\"425\" height=\"485\" \/> Figure 1. Maslow\u2019s hierarchy of needs is illustrated here. In some versions of the pyramid, cognitive and aesthetic needs are also included between esteem and self-actualization. Others include another tier at the top of the pyramid for self-transcendence.[\/caption]\r\n\r\nThe needs in Maslow's hierarchy include physiological needs (food and clothing), safety needs (job security), social needs (friendship), self-esteem, and self-actualization. This hierarchy can be used by managers to better understand employees' needs and motivation and address\u00a0them in ways that lead to high productivity and job satisfaction.\r\n\r\nAt the bottom of the pyramid are the <strong>physiological<\/strong> (or basic) human needs that are required for survival: food, shelter, water, sleep, etc. If these requirements are not met, the body cannot continue to function. Faced with a lack of food, love, and safety, most people would probably consider food to be their most urgent\u00a0need.\r\n\r\nOnce physical needs are satisfied, <strong>security<\/strong> (sometimes referred to as individual safety) takes precedence. Security and safety needs include personal security, financial security, and health and well-being.\u00a0These first two levels are important to the physical survival of the person. Once individuals have basic nutrition, shelter, and safety, they seek to fulfill higher-level needs.\r\n\r\nThe third level of need is <strong>social<\/strong>, which includes love and belonging; when individuals have taken care of themselves physically, they can address their need to share and connect with others. Deficiencies at this level, on account of neglect, shunning, ostracism, etc., can impact an individual's ability to form and maintain emotionally significant relationships. Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group or a small network of family and friends. Other sources of social connection\u00a0may be professional organizations, clubs, religious groups, social media sites, and so forth. Humans need to love and be loved (sexually and non-sexually) by others. Without these attachments,\u00a0people can be\u00a0vulnerable to\u00a0psychological difficulties such as loneliness, social anxiety, and depression. These conditions, when severe, can impair\u00a0a person's ability to address\u00a0basic\u00a0physiological needs such as eating and sleeping.\r\n\r\nThe fourth level is <strong>esteem<\/strong>, which represents the normal human desire to be valued and validated by others, through, for example, the recognition\u00a0of success\u00a0or status. This\u00a0level also includes self-esteem, which refers to the regard\u00a0and acceptance one has for oneself. Imbalances at this level can result in low self-esteem or an inferiority complex. People suffering from low self-esteem may find that external validation by others\u2014through fame, glory, accolades, etc.\u2014only partially or temporarily fulfills their needs at this level.\r\n\r\nAt the top of the pyramid is <strong>self-actualization<\/strong>. At this stage, people feel that they have reached their full potential and are doing everything they're capable of. Self-actualization is rarely a permanent feeling or state. Rather, it refers to the ongoing need for personal growth and discovery that people have\u00a0throughout their lives. Self-actualization may occur after reaching\u00a0an important goal or overcoming a particular challenge, and it may be marked by a new sense of\u00a0self-confidence or\u00a0contentment.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/89def510-d364-468e-950c-f4278a6b3234\r\n\r\n<\/div>\r\n<h2>Alderfer's ERG Theory<\/h2>\r\n<img class=\"alignright wp-image-12515\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/3807\/2017\/01\/14220040\/imat-bagja-gumilar-518288-unsplash-1024x683.jpg\" alt=\"decorative image\" width=\"351\" height=\"234\" \/>Clayton Paul Alderfer is an American psychologist who developed Maslow's hierarchy of needs into a theory of his own. <strong>Alderfer's\u00a0ERG theory<\/strong> suggests that there are three groups of core needs: <strong>existence<\/strong> (<strong>E<\/strong>), <strong>relatedness<\/strong> (<strong>R<\/strong>), and <strong>growth<\/strong> (<strong>G<\/strong>)\u2014hence the acronym <em>ERG<\/em>. These groups align with Maslow's levels of physiological needs, social needs, and self-actualization needs, respectively.\r\n\r\n<strong>Existence<\/strong> needs concern\u00a0our basic material requirements for living. These include what Maslow categorized as physiological needs (such as air, food, water, and shelter) and safety-related needs (such as health, secure employment, and property).\r\n\r\n<strong>Relatedness<\/strong> needs have to do with the importance of maintaining interpersonal relationships. These needs are based in social interactions with others and align with Maslow's levels of love\/belonging-related needs (such as friendship, family, and sexual intimacy) and esteem-related needs (gaining the respect of others).\r\n\r\nFinally, <strong>growth<\/strong>\u00a0needs describe our intrinsic desire for personal development. These needs align with the other portion of Maslow's esteem-related needs (self-esteem, self-confidence, and achievement) and self-actualization needs (such as morality, creativity, problem-solving, and discovery).\r\n\r\nAlderfer proposed that when a certain category of needs isn't being met, people will redouble their efforts to fulfill needs in a lower category. For example, if someone's self-esteem is suffering, he or she\u00a0will\u00a0invest more effort in the relatedness category of needs.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/afd0f6f3-c82b-426e-a94f-88c8a16836b9\r\n\r\n<\/div>\r\n<h2>McClelland's Acquired Needs Theory<\/h2>\r\n<img class=\"alignright wp-image-12516\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/3807\/2017\/01\/14220311\/strategy-1080527_1920-1024x681.jpg\" alt=\"decorative image\" width=\"350\" height=\"233\" \/>Psychologist <strong>David McClelland's acquired-needs theory<\/strong> splits the needs of employees into three categories rather than the two we discussed\u00a0in Herzberg's theory. These three categories are\u00a0<strong>achievement<\/strong>, <strong>affiliation<\/strong>, and <strong>power<\/strong>.\r\n\r\nEmployees\u00a0who are strongly <em>achievement-motivated<\/em> are driven by the desire for mastery. They prefer working on tasks of moderate difficulty in which outcomes are the result of their effort rather than luck. They value receiving feedback on their work.\r\n\r\nEmployees who are strongly <em>affiliation-motivated<\/em> are driven by the desire to create and maintain social relationships. They enjoy belonging to a group and want to feel loved and accepted. They may not make effective managers because they may worry too much about how others will feel about them.\r\n\r\nEmployees who are strongly <em>power-motivated<\/em> are driven by the desire to influence, teach, or encourage others. They enjoy work and place a high value on discipline. However, they may take a zero-sum approach to group work\u2014for one person to win, or succeed, another must lose, or fail. If channeled appropriately, though, this approach can positively support group goals and help others in the group feel competent.\r\n\r\nThe acquired-needs theory doesn't\u00a0claim that people can be neatly categorized into one of three types. Rather, it asserts that all people are motivated by all of these needs in varying degrees and proportions. An individual's balance of these needs forms a kind of profile that can be useful in creating\u00a0a tailored motivational paradigm for her. It is important to note that needs do not necessarily correlate with competencies; it is possible for an employee to be strongly affiliation-motivated, for example, but still be successful in a situation in which her\u00a0affiliation needs are not met.\r\n\r\nMcClelland proposes that those in top management positions generally\u00a0have a high need for power and a low need for affiliation. He also believes that although individuals with a need for achievement can make good managers, they are not generally suited to being in top management positions.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/1afc419c-cfb6-4b6e-817e-c01bd2c81396\r\n<\/div>\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>List the various levels of needs in Maslow&#8217;s hierarchy<\/li>\n<li>Summarize the changes to Maslow&#8217;s hierarchy of needs in Alderfer&#8217;s ERG theory<\/li>\n<li>Describe how employees might be motivated using McClelland&#8217;s acquired needs theory<\/li>\n<\/ul>\n<\/div>\n<h2>Maslow\u2019s Hierarchy of Needs<\/h2>\n<p>Human motivation can be defined as the fulfillment of various needs. These needs can encompass a range of human desires, from basic, tangible needs of survival to complex, emotional needs surrounding an individual&#8217;s psychological well-being.<\/p>\n<p><strong>Abraham Maslow<\/strong> was a social psychologist who was interested in a broad spectrum of\u00a0human psychological needs rather than on individual psychological problems. He is best known for\u00a0his\u00a0hierarchy-of-needs theory. Depicted in a pyramid (shown in Figure 1), the theory organizes\u00a0the different levels of human psychological and physical needs in order of importance.<\/p>\n<div>\n<div style=\"width: 435px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images-archive-read-only\/wp-content\/uploads\/sites\/902\/2015\/02\/23224934\/CNX_Psych_10_01_Maslow.jpg\" alt=\"A triangle is divided vertically into five sections with corresponding labels inside and outside of the triangle for each section. From top to bottom, the triangle's sections are labeled: \u201cself-actualization\u201d corresponds to \u201cInner fulfillment\u201d \u201cesteem\u201d corresponds to \u201cSelf-worth, accomplishment, confidence\u201d; \u201csocial\u201d corresponds to \u201cFamily, friendship, intimacy, belonging\u201d\u2019 \u201csecurity\u201d corresponds to \u201cSafety, employment, assets\u201d; \u201c\u201cphysiological\u201d corresponds to \u201cFood, water, shelter, warmth.\u201d\" width=\"425\" height=\"485\" \/><\/p>\n<p class=\"wp-caption-text\">Figure 1. Maslow\u2019s hierarchy of needs is illustrated here. In some versions of the pyramid, cognitive and aesthetic needs are also included between esteem and self-actualization. Others include another tier at the top of the pyramid for self-transcendence.<\/p>\n<\/div>\n<p>The needs in Maslow&#8217;s hierarchy include physiological needs (food and clothing), safety needs (job security), social needs (friendship), self-esteem, and self-actualization. This hierarchy can be used by managers to better understand employees&#8217; needs and motivation and address\u00a0them in ways that lead to high productivity and job satisfaction.<\/p>\n<p>At the bottom of the pyramid are the <strong>physiological<\/strong> (or basic) human needs that are required for survival: food, shelter, water, sleep, etc. If these requirements are not met, the body cannot continue to function. Faced with a lack of food, love, and safety, most people would probably consider food to be their most urgent\u00a0need.<\/p>\n<p>Once physical needs are satisfied, <strong>security<\/strong> (sometimes referred to as individual safety) takes precedence. Security and safety needs include personal security, financial security, and health and well-being.\u00a0These first two levels are important to the physical survival of the person. Once individuals have basic nutrition, shelter, and safety, they seek to fulfill higher-level needs.<\/p>\n<p>The third level of need is <strong>social<\/strong>, which includes love and belonging; when individuals have taken care of themselves physically, they can address their need to share and connect with others. Deficiencies at this level, on account of neglect, shunning, ostracism, etc., can impact an individual&#8217;s ability to form and maintain emotionally significant relationships. Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group or a small network of family and friends. Other sources of social connection\u00a0may be professional organizations, clubs, religious groups, social media sites, and so forth. Humans need to love and be loved (sexually and non-sexually) by others. Without these attachments,\u00a0people can be\u00a0vulnerable to\u00a0psychological difficulties such as loneliness, social anxiety, and depression. These conditions, when severe, can impair\u00a0a person&#8217;s ability to address\u00a0basic\u00a0physiological needs such as eating and sleeping.<\/p>\n<p>The fourth level is <strong>esteem<\/strong>, which represents the normal human desire to be valued and validated by others, through, for example, the recognition\u00a0of success\u00a0or status. This\u00a0level also includes self-esteem, which refers to the regard\u00a0and acceptance one has for oneself. Imbalances at this level can result in low self-esteem or an inferiority complex. People suffering from low self-esteem may find that external validation by others\u2014through fame, glory, accolades, etc.\u2014only partially or temporarily fulfills their needs at this level.<\/p>\n<p>At the top of the pyramid is <strong>self-actualization<\/strong>. At this stage, people feel that they have reached their full potential and are doing everything they&#8217;re capable of. Self-actualization is rarely a permanent feeling or state. Rather, it refers to the ongoing need for personal growth and discovery that people have\u00a0throughout their lives. Self-actualization may occur after reaching\u00a0an important goal or overcoming a particular challenge, and it may be marked by a new sense of\u00a0self-confidence or\u00a0contentment.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_89def510-d364-468e-950c-f4278a6b3234\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/89def510-d364-468e-950c-f4278a6b3234?iframe_resize_id=assessment_practice_id_89def510-d364-468e-950c-f4278a6b3234\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Alderfer&#8217;s ERG Theory<\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-12515\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/3807\/2017\/01\/14220040\/imat-bagja-gumilar-518288-unsplash-1024x683.jpg\" alt=\"decorative image\" width=\"351\" height=\"234\" \/>Clayton Paul Alderfer is an American psychologist who developed Maslow&#8217;s hierarchy of needs into a theory of his own. <strong>Alderfer&#8217;s\u00a0ERG theory<\/strong> suggests that there are three groups of core needs: <strong>existence<\/strong> (<strong>E<\/strong>), <strong>relatedness<\/strong> (<strong>R<\/strong>), and <strong>growth<\/strong> (<strong>G<\/strong>)\u2014hence the acronym <em>ERG<\/em>. These groups align with Maslow&#8217;s levels of physiological needs, social needs, and self-actualization needs, respectively.<\/p>\n<p><strong>Existence<\/strong> needs concern\u00a0our basic material requirements for living. These include what Maslow categorized as physiological needs (such as air, food, water, and shelter) and safety-related needs (such as health, secure employment, and property).<\/p>\n<p><strong>Relatedness<\/strong> needs have to do with the importance of maintaining interpersonal relationships. These needs are based in social interactions with others and align with Maslow&#8217;s levels of love\/belonging-related needs (such as friendship, family, and sexual intimacy) and esteem-related needs (gaining the respect of others).<\/p>\n<p>Finally, <strong>growth<\/strong>\u00a0needs describe our intrinsic desire for personal development. These needs align with the other portion of Maslow&#8217;s esteem-related needs (self-esteem, self-confidence, and achievement) and self-actualization needs (such as morality, creativity, problem-solving, and discovery).<\/p>\n<p>Alderfer proposed that when a certain category of needs isn&#8217;t being met, people will redouble their efforts to fulfill needs in a lower category. For example, if someone&#8217;s self-esteem is suffering, he or she\u00a0will\u00a0invest more effort in the relatedness category of needs.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_afd0f6f3-c82b-426e-a94f-88c8a16836b9\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/afd0f6f3-c82b-426e-a94f-88c8a16836b9?iframe_resize_id=assessment_practice_id_afd0f6f3-c82b-426e-a94f-88c8a16836b9\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>McClelland&#8217;s Acquired Needs Theory<\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-12516\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/3807\/2017\/01\/14220311\/strategy-1080527_1920-1024x681.jpg\" alt=\"decorative image\" width=\"350\" height=\"233\" \/>Psychologist <strong>David McClelland&#8217;s acquired-needs theory<\/strong> splits the needs of employees into three categories rather than the two we discussed\u00a0in Herzberg&#8217;s theory. These three categories are\u00a0<strong>achievement<\/strong>, <strong>affiliation<\/strong>, and <strong>power<\/strong>.<\/p>\n<p>Employees\u00a0who are strongly <em>achievement-motivated<\/em> are driven by the desire for mastery. They prefer working on tasks of moderate difficulty in which outcomes are the result of their effort rather than luck. They value receiving feedback on their work.<\/p>\n<p>Employees who are strongly <em>affiliation-motivated<\/em> are driven by the desire to create and maintain social relationships. They enjoy belonging to a group and want to feel loved and accepted. They may not make effective managers because they may worry too much about how others will feel about them.<\/p>\n<p>Employees who are strongly <em>power-motivated<\/em> are driven by the desire to influence, teach, or encourage others. They enjoy work and place a high value on discipline. However, they may take a zero-sum approach to group work\u2014for one person to win, or succeed, another must lose, or fail. If channeled appropriately, though, this approach can positively support group goals and help others in the group feel competent.<\/p>\n<p>The acquired-needs theory doesn&#8217;t\u00a0claim that people can be neatly categorized into one of three types. Rather, it asserts that all people are motivated by all of these needs in varying degrees and proportions. An individual&#8217;s balance of these needs forms a kind of profile that can be useful in creating\u00a0a tailored motivational paradigm for her. It is important to note that needs do not necessarily correlate with competencies; it is possible for an employee to be strongly affiliation-motivated, for example, but still be successful in a situation in which her\u00a0affiliation needs are not met.<\/p>\n<p>McClelland proposes that those in top management positions generally\u00a0have a high need for power and a low need for affiliation. He also believes that although individuals with a need for achievement can make good managers, they are not generally suited to being in top management positions.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_1afc419c-cfb6-4b6e-817e-c01bd2c81396\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/1afc419c-cfb6-4b6e-817e-c01bd2c81396?iframe_resize_id=assessment_practice_id_1afc419c-cfb6-4b6e-817e-c01bd2c81396\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe>\n<\/div>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-63\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Boundless Management. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/courses.lumenlearning.com\/boundless-management\/\">https:\/\/courses.lumenlearning.com\/boundless-management\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Boundless Business. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/courses.lumenlearning.com\/boundless-business\/\">https:\/\/courses.lumenlearning.com\/boundless-business\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Revision and adaptation. <strong>Authored by<\/strong>: Linda Williams and Lumen Learning. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/courses.lumenlearning.com\/wmopen-introductiontobusiness\/chapter\/introduction-to-need-based-theories\/\">https:\/\/courses.lumenlearning.com\/wmopen-introductiontobusiness\/chapter\/introduction-to-need-based-theories\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Image: Maslow&#039;s Hierarchy of Needs. <strong>Provided by<\/strong>: OpenStax CNX. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/cnx.org\/contents\/Sr8Ev5Og@5.52:MLADqXMi@5\/Motivation\">http:\/\/cnx.org\/contents\/Sr8Ev5Og@5.52:MLADqXMi@5\/Motivation<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em>. <strong>License Terms<\/strong>: Download for free at http:\/\/cnx.org\/contents\/4abf04bf-93a0-45c3-9cbc-2cefd46e68cc@5.48<\/li><li>Untitled. <strong>Authored by<\/strong>: Michal Jarmoluk. <strong>Provided by<\/strong>: Pixabay. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/pixabay.com\/photos\/strategy-chess-board-game-win-1080527\/\">https:\/\/pixabay.com\/photos\/strategy-chess-board-game-win-1080527\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: Imat Bagja Gumilar. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/jwTvCQQJXh0\">https:\/\/unsplash.com\/photos\/jwTvCQQJXh0<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":17,"menu_order":9,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"Boundless Management\",\"author\":\"\",\"organization\":\"Boundless\",\"url\":\"https:\/\/courses.lumenlearning.com\/boundless-management\/\",\"project\":\"\",\"license\":\"cc-by-sa\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Boundless Business\",\"author\":\"\",\"organization\":\"Boundless\",\"url\":\"https:\/\/courses.lumenlearning.com\/boundless-business\/\",\"project\":\"\",\"license\":\"cc-by-sa\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Revision and adaptation\",\"author\":\"Linda Williams and Lumen 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