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'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'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'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'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'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'那裡的經濟學家是這樣說的："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." 有'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