Dan Pink: the puzzle of motivation
0:12I need to make a confession at the outt here. A little over 20 years ago, I did something that I regret,something that I'm not particularly proud of. Something that, in many ways, I wish no one would ever know, but here I feel kind of obliged to reveal.
0:30(Laughter)
0:32In the late 1980s, in a moment of youthful indiscretion, I went to law school.
0:39(Laughter)
服务标语0:44In America, law is a professional degree: after your university degree, you go on to law school. When I got to law school, I didn't do very well. To put it mildly, I didn't do very well. I, in fact, graduated in the part of my law school class that made the top 90% possible.
1:03晋书翻译(Laughter)
1:07Thank you. I never practiced law a day in my life; I pretty much wasn't allowed to.
1:15(Laughter)
1:18But today, against my better judgment, against the advice of my own wife, I want to try to dust off some of tho legal skills -- what's left of tho legal skills. I don't want to tell you a story. I want to make a ca. I want to make a hard-headed, evidence-bad, dare I say lawyerly ca, for rethinking how we run our business.
1:46So, ladies and gentlemen of the jury, take a look at this. This is called the candle problem. Some of you might know it. It's created in 1945 by a psychologist named Karl Duncker. He created this experimentthat is ud in many other experiments in behavioral science. And here's how it works. Suppo I'm the experimenter. 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 onto the table." Now what would you do?
2:20Many people begin trying to thumbtack the candle to the wall. Doesn't work. I saw somebody kind of make the motion over here -- some people have a great idea where th
ey light the match, melt the side of the candle, try to adhere it to the wall. It's an awesome idea. Doesn't work. And eventually, after five or ten minutes, most people figure out the solution, which you can e here.
2:45The key is to overcome what's called functional fixedness. You look at that box and you e it only as a receptacle for the tacks. But it can also have this other function, as a platform for the candle. The candle problem.
2:59I want to tell you about an experiment using the candle problem, done by a scientist named Sam Glucksberg, who is now at Princeton University, US, 7摄氏度This shows the power of incentives.
3:11He gathered his participants and said: "I'm going to time you, how quickly you can solve this problem."To one group he said, "I'm going to time you to establish norms, averages for how long it typically takes someone to solve this sort of problem."
3:25To the cond group he offered rewards. He said, "If you're in the top 25% of the fast
est times, you get five dollars. If you're the fastest of everyone we're testing here today, you get 20 dollars." Now this is veral years ago, adjusted for inflation, it's a decent sum of money for a few minutes of work. 耳朵后面有痣代表什么It's a nice motivator.
3:47Question: How much faster did this group solve the problem?
3:52Answer: It took them, on average, three and a half minutes longer. 3.5 min longer. 高中化学知识点This makes no n, right? I mean, I'm an American. I believe in free markets. That's not how it's suppod to work, right?
4:08(Laughter)
4:09If you want people to perform better, you reward them. Right? Bonus, commissions, their own reality show. Incentivize them. That's how business works. But that's not happening here. You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. It dulls thinking and blocks creativity.
4:33What's interesting about this experiment is that it's not an aberration. This has been r
eplicated over and over again for nearly 40 years. The contingent motivators --电信企业邮箱 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. This is one of the most robust findings in social science, and also one of the most ignored.
5:04I spent the last couple of years looking at the science of human motivation, particularly the dynamics of extrinsic motivators and intrinsic motivators. And I'm telling you, it's not even clo. If you look at the science, there is a mismatch between what science knows and what business does.
5:20What's alarming here is that our business operating system -- think of the t of assumptions and protocols beneath our business, how we motivate people, how we apply our human resources-- it's built entirely around the extrinsic motivators, around carrots and sticks. That's actually fine for many kinds of 20th century tasks. But for 21st century tasks, 噱头怎么读音that mechanistic, reward-and-punishment approach doesn't work, often doesn't work, and often does harm. Let me show you.
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5:51Glucksberg did another similar experiment, he prented the problem in a slightly different way, like this up here. Attach the candle to the wall so the wax doesn't drip onto the table. Same deal. You: we're timing for norms. You: we're incentivizing.
