Growth and progress are both excellent goals that individuals and organizations both strive for, but often undervalued is the fuel that drives them. Dissatisfaction or discontent is the basis for which much improvement is made.

Modifications and changes made that do not meet a need are seldom needed themselves. It is the discontent with the way things are that says “to Hades in a handbasket with the status quo!” The greatest inventions throughout history have all come from a problem that needs solving, but the improvements to these inventions have all come from a dissatisfaction with the way the invention solves those problems.

That being said, the best employee is one that is dissatisfied with the way things are AND is able to affect change. Paradoxically, this individual will be more greatly motivated in the workplace, than the employee who is given a $1/hour raise, and is happy with how things are.

Then again, those familiar with Herzberg’s Two-Factor Theory will not be terribly surprised by this outcome. Essentially, Herzberg saw two factors to employee motivation.

1. The “Hygiene factors” are “maintenance” – that is if these elements are missing, an employee will be de-motivated, but these will not motivate. This category can include: salary, security, work conditions, relationships with peers or supervisors, etc.

2. The “Motivators” are, well…motivational. The presence of advancement, opportunities for personal growth, responsibility, and even the nature of work itself can all be very strong motivators. Motivators give an outlet for productive use of discontent.


While the best customer may be an educated customer, the best employee is a dissatisfied one…

Jonathan D. Harrison