Name: TEDx】労働における意味。TEDxAmsterdamでのダン・アリリー (【TEDx】Meaning in labour: Dan Ariely at TEDxAmsterdam)
Uploaded: 2021-01-14T04:55:28.000Z
Duration: 17 min 31 s
Description: VoiceTubeの動画で発音を聞きながら英語表現を覚えよう！学べる英語：

to 不定詞

So after the morning's talks I thought, you know: what can I do to improve?

法助動詞 A2

So, you know, Paul took off his shirt, I can't do that --

未来形

But, you know, I thought: maybe I'll take off my -- No.

So I want to talk a little bit about labor and motivation.

And, when we think about people as workforce,

we often think about people like rats in a maze.

We think that people hate working, we think that all that people want to do

is to sit on the beach drinking mojitos and the only reason that they work

is that we pay them so they can seat on the beach drinking mojitos.

Mountain climbing is a really challenging thing.

When you read books of people who climb mountains

you would think that those books would be filled with moments of elation and joy --

No! They're filled with moments of misery and pain, frostbites --

So you would think that once people get up with these experiences and come down

they will say, "My goodness, this was a terrible mistake, I'll never do it again!"

No! They go straight up! They get to heal, they get to recover and they go straight up!

And this, I think, proposes a real challenge for what do we think about joy,

and what do we think about motivation, and what actually gets people to care.

I started thinking about meaning and motivation in the workplace

when one of my ex-students came back to see me.

His name was David - still is David - he came to see me,

He said that he was working at an investment bank,

preparing a PowerPoint presentation for a merger and acquisition.

He was working on it for weeks. He was working hard,

staying up late at night -- And the day before

the merger and acquisition was going to take place

he mailed his PowerPoint presentation to his boss

and his boss wrote him quickly back saying, "Nice job! The deal is cancelled."

Now, throughout the process he was incredibly excited!

He was working, he was thinking happy, his boss appreciated it.

But the fact that nobody was going to see it deflated him.

In fact, when he was looking at his next projects,

he couldn't really find that much motivation.

And if you think about it, it's interesting because physically, everything was OK.

His boss appreciated it, he would probably get a raise, everything was OK --

But something was missing that is more, kind of a more

So I thought, you know: how can we capture it with some simple experiments?

So we paid people to build Lego Bionicles, like the ones that you see.

So here's what happened: you came in and we say,

And if you said "yes" you would build it and when you finished, we took it back

and we say, "Would you like to build another one? For 2.70?"

And if you finished that and wanted another one? For 2.40 and so on --

And the question was, "At what point will people stop?"

And we told people that we take the Bionicles, we'll put them under the desk,

and we'll break them into pieces for the next participant.

People build one after the other, after the other, after the other.

The second condition we called the 'Sisyphic Condition.'

If you remember the story of Sisyphus -- Sisyphus basically was sentenced by the gods

to push a rock up a big mountain and the almost moment he got there --

The rock would roll back and he would have to do it again.

And you could think about how demotivating this is, right?

And how better it would be if at least it were different mountains he would push the rock over.

But being the same mountain over and over and over is demotivating.

So that's what we tried to do in the 'Sisyphic Condition.'

when they finished it, we said, "Would you like to build another one?"

If they said "yes", we gave them the second one,

but as they were working on the second one we took the first one to pieces.

And then, if they wanted to build a third one, we gave the first one back to them.

So we had an endless cycle of breaking and creating, creating and breaking.

What happened? The first thing that happened,

was that people built many more Bionicles

in the 'Meaningful Condition' compared to the 'Sisyphic Condition.'

And what I should point out here is that the meaning in the 'Meaningful Condition'

was not really high meaning. This was a tiny meaning. Right?

So the fact that just destroying it in front of their eyes a few minutes earlier

The second thing is that we asked another group of people

We said, "If you were in this experiment, how many Bionicles do you think

people would build here and how many will they build here?"

And people understood that the 'Meaningful Condition' would create

higher motivation, but they didn't understand the magnitude of that.

So people thought that the difference was one Bionicle. In fact it was much larger.

And finally, we looked at the correlation between how much people love Bionicles

You would expect that, naturally, people who love Bionicles more

would build more Bionicles, even for less money.

In the 'Meaningful Condition' there was a nice correlation.

People who like Bionicles build more, people who don't like Bionicles as much

What happened in the 'Sisyphic Condition'?

In the 'Sisyphic Condition' there was no correlation.

We were basically able, by destroying people's labor in front of their eyes,

After I finished this study, I went to talk to a big software company in Seattle.

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TEDx】労働における意味。TEDxAmsterdamでのダン・アリリー (【TEDx】Meaning in labour: Dan Ariely at TEDxAmsterdam)

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