Maslow’s Hierarchy of Needs
A motivation heuristic: people prioritise unmet lower-order needs before higher ones. Use it to diagnose constraints and design incentives.
author
Abraham H. Maslow
Model type
About
Proposed in 1943 and developed through the 1950s, Maslow argued that human motivation reflects layers of needs. Lower levels are more pressing when unmet; multiple levels can operate at once.
How it works
Physiological – basic survival: rest, food, health.
Safety – security, income stability, predictable rules.
Belonging – affiliation, team inclusion, community.
Esteem – status, mastery, recognition, autonomy.
Self-actualisation – realising potential, purpose, creativity. (Some add “self-transcendence” as a further tier.)
Safety – security, income stability, predictable rules.
Belonging – affiliation, team inclusion, community.
Esteem – status, mastery, recognition, autonomy.
Self-actualisation – realising potential, purpose, creativity. (Some add “self-transcendence” as a further tier.)
Use cases
Employee experience – sequence interventions: fair pay and safety → team belonging → growth and autonomy.
Change management – reduce safety threats first before appealing to mission.
Product/service design – position offers by the lowest unmet need they solve.
Customer segmentation – craft messages by segment need-state rather than demographics.
Education and L&D – preconditions for learning: psychological safety, belonging, then stretch goals.
Change management – reduce safety threats first before appealing to mission.
Product/service design – position offers by the lowest unmet need they solve.
Customer segmentation – craft messages by segment need-state rather than demographics.
Education and L&D – preconditions for learning: psychological safety, belonging, then stretch goals.
How to apply
Define the cohort (employees, users, customers) and context.
Diagnose unmet needs via surveys, behaviour, and constraint mapping.
Act on the lowest unmet need first; remove frictions before aspiration messaging.
Instrument outcomes (retention, productivity, NPS, activation) and iterate up the stack.
Personalise where feasible; individuals sit at different levels.
Diagnose unmet needs via surveys, behaviour, and constraint mapping.
Act on the lowest unmet need first; remove frictions before aspiration messaging.
Instrument outcomes (retention, productivity, NPS, activation) and iterate up the stack.
Personalise where feasible; individuals sit at different levels.
pitfalls and cautions
Rigid ladder fallacy – levels can overlap; people may pursue esteem or purpose despite insecurity.
Cultural variance – weighting of needs differs across contexts.
Vagueness in measurement – tie each need to observable proxies.
Ignoring constraints – motivation fails if basic frictions (pay, safety, time) persist.
Cultural variance – weighting of needs differs across contexts.
Vagueness in measurement – tie each need to observable proxies.
Ignoring constraints – motivation fails if basic frictions (pay, safety, time) persist.