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• I wanna make a case for rethinking how we run our businesses. Take a look at this. This

我想為我們重新思考如何經營我們的業務做個論證。看看這個這個...

• is called the candle problem and here's how it works. I bring you into a room, I give

是所謂的蠟燭問題，這裡&#39;它是如何工作的。我把你帶進一個房間，我給

• you a candle, some thumbtacks, and some matches and I say to you: Your job is to attach the

你的蠟燭，一些拇指夾，和一些火柴，我對你說，你的工作是把蠟燭和火柴

• candle to the wall so the wax doesn't drip on the table. And eventually after 5 or 10

蠟燭到牆上，所以蠟不&#39;滴在桌子上。最終經過5或10

• minutes, most people figure out the solution which you can see here. The key is to overcome

分鐘，大多數人都能想出解決方案，你可以在這裡看到。關鍵是要克服

• what is called functional fixedness. You look at that box and you see it only as a receptacle

所謂的功能固定性。你看那個盒子，你只把它看成一個容器。

• for the tacks, but it can also have this other function as a platform for the candle. Now,

但它也可以有其他功能 作為蠟燭的平臺。現在。

• I wanna tell you about an experiment using the candle problem, done by a scientist named

我想告訴你一個用蠟燭問題做的實驗，是由一個叫作

• Sam Glucksberg - he gathered his participants and he says I'm gonna time you, how quickly

Sam Glucksberg--他召集了他的參與者，他說我&#39;要給你計時，有多快？

• you can solve this problem. He offered rewards, he said if you're in the top 25% of the fastest

你可以解決這個問題。他提供了獎勵，他說，如果你&#39;在最快的前25%的。

• times, you get 5 dollars. If you're the fastest of everyone we're testing here today, you

次，你得到5美元。如果你是我們今天測試的所有人中速度最快的，你

• get 20 dollars. How much faster did this group solve the problem? Answer: It took them on

得到20元。這個小組解決問題的速度是多少？答案是他們花了

• average 3 and a half minutes... longer. Three and a half minutes longer, now this makes

平均3分半鐘... 長。三分半鐘長，現在這使得... ...

• no sense, right? If you want people to perform better, you reward them, right? Bonuses, commissions,

沒有意義，對不對？如果你想讓人們表現得更好，你就得獎勵他們，對吧？獎金，佣金。

• their own reality show, incentivize them. You've got an incentive designed to sharpen

他們自己的真人秀，激勵他們。你&#39;已經得到了一個激勵旨在磨礪。

• thinking and accelerate creativity and it does just the opposite. These contingent motivators:

思考和加速創造力，而它的作用恰恰相反。這些或然的激勵因素。

• If you do this then you get that work in some circumstances but for a lot of tasks, they

如果你這樣做，那麼在某些情況下，你就會得到這個工作，但對於很多任務，他們

• actually either don't work or often they do harm. Think about your own work: Are the problems

其實要麼不工作，要麼往往會造成傷害。想想自己的工作。問題是...

• that you face or even the problems we've been talking about here, are those kinds of problems

你面臨的問題，甚至我們一直在這裡談論的問題，是那些類型的問題。

• - do they have a clear set of rules and a single solution? No! Those if - then rewards

- 他們是否有一套明確的規則和單一的解決方案？沒有!那些如果--那麼獎勵

• DON'T WORK! Economists at LSE looked at 51 studies of pay for performance plans inside

DON&39;T WORK!LSE的經濟學家們研究了51項關於績效工資計劃的研究，裡面有

• of companies. Here's what the economists there said: "We find that financial incentives can

的公司。這裡&#39;那裡的經濟學家是這樣說的：&quot;我們發現財務激勵可以

• result in a negative impact on overall performance." There's a mismatch between what science knows

導致對整體性能的負面影響.&quot; 有&#39;科學知識之間的不匹配。

• and what business does. Here's what science knows: 1. Those 20th century rewards, those

和企業的工作。以下是科學所知道的：1、那些20世紀的獎勵，那些。

• motivators we think are the natural part of business do work but only in a surprisingly

我們認為是企業自然而然的動力因素確實起了作用，但只是在令人驚訝的情況下

• narrow band of circumstances. 2. Those if then rewards often destroy creativity. 3.

窄帶情況。2.那些如果然後的獎勵往往會破壞創造力。3.

• The secret to high performance isn't rewards and punishments but that unseen intrinsic

高績效的祕訣並不是獎懲，而是那看不見的內在。

• drive, the drive to do things for their own sake, the drive to do things because they

驅動力，為了自己的利益而做事的驅動力，因為他們而做事情的驅動力

• matter. I rest my case.

事。我的案子就到此為止

I wanna make a case for rethinking how we run our businesses. Take a look at this. This

【TED】意想不到的激勵科學 (Dan Pink: The puzzling secret to motivation (Key Points Talk))

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kay jung 發佈於 2017 年 05 月 17 日