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動画の字幕をクリックしてすぐ単語の意味を調べられます!
単語帳読み込み中…
字幕の修正報告
I wanna make a case for rethinking how we run our businesses. Take a look at this. This
is called the candle problem and here's how it works. I bring you into a room, I give
you a candle, some thumbtacks, and some matches and I say to you: Your job is to attach the
candle to the wall so the wax doesn't drip on the table. And eventually after 5 or 10
minutes, most people figure out the solution which you can see here. The key is to overcome
what is called functional fixedness. You look at that box and you see it only as a receptacle
for the tacks, but it can also have this other function as a platform for the candle. Now,
I wanna tell you about an experiment using the candle problem, done by a scientist named
Sam Glucksberg - he gathered his participants and he says I'm gonna time you, how quickly
you can solve this problem. He offered rewards, he said if you're in the top 25% of the fastest
times, you get 5 dollars. If you're the fastest of everyone we're testing here today, you
get 20 dollars. How much faster did this group solve the problem? Answer: It took them on
average 3 and a half minutes... longer. Three and a half minutes longer, now this makes
no sense, right? If you want people to perform better, you reward them, right? Bonuses, commissions,
their own reality show, incentivize them. You've got an incentive designed to sharpen
thinking and accelerate creativity and it does just the opposite. These contingent motivators:
If you do this then you get that work in some circumstances but for a lot of tasks, they
actually either don't work or often they do harm. Think about your own work: Are the problems
that you face or even the problems we've been talking about here, are those kinds of problems
- do they have a clear set of rules and a single solution? No! Those if - then rewards
DON'T WORK! Economists at LSE looked at 51 studies of pay for performance plans inside
of companies. Here's what the economists there said: "We find that financial incentives can
result in a negative impact on overall performance." There's a mismatch between what science knows
and what business does. Here's what science knows: 1. Those 20th century rewards, those
motivators we think are the natural part of business do work but only in a surprisingly
narrow band of circumstances. 2. Those if then rewards often destroy creativity. 3.
The secret to high performance isn't rewards and punishments but that unseen intrinsic
drive, the drive to do things for their own sake, the drive to do things because they
matter. I rest my case.
コツ:単語をクリックしてすぐ意味を調べられます!

読み込み中…

Dan Pink: The puzzling secret to motivation (Key Points Talk)

6024 タグ追加 保存
kay jung 2017 年 5 月 17 日 に公開
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