Drive: The Surprising Truth About What Motivates Us pdfdrive com
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| offered only after the task is complete. Holding out a prize at the beginning of a project—and offering it as a contingency—will inevitably focus people’s attention on obtaining the reward rather than on attacking the problem. But introducing the subject of rewards after the job is done is less risky. In other words, where “if-then” rewards area mistake, shift to now that” rewards—as in Now that you’ve finished the poster and it turned out so well, I’d like to celebrate by taking you out to lunch.” As Deci and his colleagues explain, If tangible rewards are given unexpectedly to people after they have finished a task, the rewards are less likely to be experienced as the reason for doing the task and are thus less likely to be detrimental to intrinsic motivation.” 4 Likewise, Amabile has found in some studies that the highest levels of creativity were produced by subjects who received a reward as a kind of a bonus So when the poster turns out great, you could buy the design team a case of beer or even hand them a cash bonus without snuffing their creativity. The team didn’t expect any extras and getting them didn’t hinge on a particular outcome. You’re simply offering your appreciation for their stellar work. But keep in mind one ginormous caveat Repeated now that bonuses can quickly become expected “if-then” entitlements—which can ultimately crater effective performance. At this point, by limiting rewards for nonroutine, creative work to the unexpected, now that variety, you’re in less dangerous waters. But you’ll do even better if you follow two more guidelines. First, consider nontangible rewards. Praise and positive feedback are much less corrosive than cash and trophies. In fact, in Deci’s original experiments, and in his subsequent analysis of other studies, he found that positive feedback can have an enhancing effect on intrinsic motivation.” 6 So if the folks on the design team turnout a showstopping poster, maybe just walk into their offices and say, “Wow. You really did an amazing job on that poster. It’s going to have a huge impact on getting people to come to this event. Thank you It sounds small and simple, but it can have an enormous effect. Second, provide useful information. Amabile has found that while controlling extrinsic motivators can clobber creativity, informational or enabling motivators can be conducive to it In the workplace, people are thirsting to learn about how they’re doing, but only if the information isn’t a tacit effort to manipulate their behavior. So don’t tell the design team That poster was perfect. You did it exactly the way I asked Instead, give people meaningful information about their work. The more feedback focuses on specifics (great use of color”)—and the more the praise is about effort and strategy rather than about achieving a particular outcome—the more effective it can be. In brief, for creative, right-brain, heuristic tasks, you’re on shaky ground offering “if-then” rewards. You’re better off using now that rewards. And you’re best off if your now that rewards provide praise, feedback, and useful information. (For a visual depiction of this approach, seethe flowchart on the next page) When to Use Rewards A Simple Flowchart |