In the webcast Dan Pink’s shares research results exploring human motivation and ideas on how to manage organization given the scientific research on motivation.
- “once a task called for even rudimentary cognitive skill a larger reward led to poorer performance”
- “Pay people enough to take the issue of money off the table. Pay people enough so they are not thinking about money they are thinking about the work.”
- “3 factors lead to better performance: autonomy, mastery and purpose” [not additional cash rewards]
- Open source software is created by highly skilled people contributing their time to collaborative projects that are then given away (such as Linux, Ruby, Apache). For large efforts their are often people paid by companies to contribute to the open source software but many people contribute 20-30, and more hours a week for free to such efforts, why? “Challenge, mastery and making a contribution”
- “When the profit motive becomes unmoored from the purpose motive, bad thing happen. Bad things ethically sometimes, but also bad things like not good stuff, like crappy products, like lame services, like uninspiring places to work… People don’t do great things”
- “If we start treating people like people… get past this ideology of idea of carrots and sticks and look at the science we can actually build organization and work life that make us better off, but I also think they have the promise to make our world a just a little bit better.”
The ideas presented emphasize respect for people, an understanding of psychology and validating beliefs with data. All of it fits very well with Deming’s ideas on management and the idea I try to explore in this blog. It isn’t easy to adjust your ideas. But the evidence continues to pile up against some outdated management practices. And good managers have to learn and adapt their practices to what is actually effective.
Related: Extrinsic Incentives Kill Creativity – The Trouble with Incentives: They Work – Righter Incentivization – Individual Bonuses Are Bad Management