TED《出人意料的工作动机》中英文对照演讲稿Word文件下载.docx
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TED《出人意料的工作动机》中英文对照演讲稿Word文件下载.docx
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tdoverywell.
Toputitmildly,Ididn'
I,infact,graduatedinthepartofmylawschoolclassthatmadethetop90percentpossible.Thankyou.
Ineverpracticedlawadayinmylife;
Iprettymuchwasn'
tallowedto.
Buttoday,againstmybetterjudgment,againsttheadviceofmyownwife,Iwanttotrydustoffsomeofthoselegalskills--what'
sleftofthoselegalskills.
Idon'
twanttotellyouastory.
Iwanttomakeacase.
Iwanttomakeahard-headed,evidence-based,dare
Isaylawyerlycase,forrethinkinghowwerunourbusinesses.
So,ladiesandgentlemenofthejury,takealookatthis.
Thisiscalledthecandleproblem.
Someofyoumighthaveseenthisbefore.
It'
screatedin1945byapsychologistnamedKarlDuncker.
KarlDunkercreatedthisexperimentthatisusedinawholevarietyofexperimentsinbehavioralscience.
Andhere'
showitworks.SupposeI'
mtheexperimenter.
Ibringyouintoaroom.Igiveyouacandle,
Somethumbtacksandsomematches.
AndIsaytoyou,“yourjobistoattachthecandletothewallsothewaxdoesn'
tdripontothetable.”Nowwhatwouldyoudo?
Nowmanypeoplebegintryingtothumbtackthecandletothewall.
告诉你说现在尝试把蜡烛固定在墙上让烛泪不要滴到桌上你会怎么做
许多人尝试用图钉把蜡烛钉在墙上
Doesn'
twork.
行不通
Somebody,somepeople--andIsawsomebodykindofmakethemotionoverhere--somepeoplehaveagreatideawheretheylightthematch,meltthesideofthecandle,trytoadhereittothewall.
sanawesomeidea.Doesn'
Andeventually,afterfiveor10minutes,mostpeoplefigureoutthesolution,whichyoucanseehere.
Thekeyistoovercomewhat'
scalledfunctionalfixedness.
Youlookatthatboxandyouseeitonlyasareceptacleforthetacks.
Butitcanalsohavethisotherfunction,asaplatformforthecandle.Thecandleproblem.NowIwanttotellyouaboutanexperimentusingcandleproblem,donebyascientistnamedSamGlucksberg,whoisnowatPrincetonUniversityintheU.S.
Thisshowsthepowerofincentives.
Here'
swhathedid.Hegatheredhisparticipants.
Andhesaid,“I'
mgoingtotimeyou.Howquicklycansolvethisproblem?
”
Toonegrouphesaid,“I'
mgoingtotimeyouto
establishnorms,averagesforhowlongittypicallytakessomeonetosolvethissortofproblem.”
Tothesecondgroupheofferedrewards.
Hesaid,“Ifyou'
reinthetop25percentofthefastesttimes,yougetfivedollars.Ifyou'
rethefastestofeveryonewe'
retestingheretoday,youget20dollars.”
Nowthisisseveralyearsago.Adjustedforinflation,it'
sadecentsumofmoneyforafewminutesofwork.It'
sanicemotivator.
Question:
Howmuchfasterdidthisgroupsolvetheproblem?
Answer:
Ittookthem,onaverage,threeandahalfminuteslonger.
Threeandahalfminuteslonger.Nowthismakesnosenseright?
Imean,I'
manAmerican.Ibelieveinfreemarkets.
That'
snothowit'
ssupposedtowork.Right?
Ifyouwantpeopletoperformbetter,yourewardthem.Right?
Bonuses,commissions,theirownrealityshow.Incentivizethem.That'
showbusinessworks.Butthat'
snothappeninghere.
You'
vegotanincentivedesignedtosharpenthinkingandacceleratecreativity,anditdoesjusttheopposite.
Itdullsthinkingandblockscreativity.
Andwhat'
sinterestingaboutthisexperimentisthatit'
snotanaberration.
Thishasbeenreplicatedoverandoverandoveragain,fornearly40years.
Thesecontingentmotivators--ifyoudothis,thenyougetthat--workinsomecircumstances.Butforalotoftasks,theyactuallyeitherdon'
tworkor,often,theydoharm.
Thisisoneofthemostrobustfindingsinsocialscience,andalsooneofthemostignored.Ispentthelastcoupleofyearslookingatthescienceofhumanmotivation,particularlythedynamicsofextrinsicmotivatorsandintrinsicmotivators.
AndI'
mtellingyou,it'
snotevenclose.Ifyoulookatthescience,thereisamismatchbetweenwhatscienceknowsandwhatbusinessdoes.
这个实验是几年前的事了按照通货膨胀几分钟就能拿到20块是很不错的是个不错的诱因
问题是这群人比另一群人的解题速度快了多少呢?
答案是平均来说他们比另一组人多花了三分半钟
整整三分半钟这不合理不是吗
我是个美国人我相信自由市场这个实验不太对劲吧对吗如果你想要人们做得更好你便给他们奖赏对吗
红利佣金他们自己的真人秀赋予他们动机这就是商业法则但实验里却不是这样
奖励是为了增强思考能力及创意但事实却是相反
它阻断了思考和创意能力
有趣的事情是这个实验不是误差
它被一再重复在过去的四十年间
这些不同的诱因如果你这样做你就得到那个在某些情况里是可行的但在许多任务中他们不是没有作用更有可能产生反效果
这是在社会科学中一项最有力的发现同时也是最为人忽略的
过去两年我研究人类的动机尤其是那些外部的激励因素和内在的激励因素
我可以告诉你两者相差悬殊如果你使用科学方法查证你会发现科学知识和商业行为之间有条鸿沟我们必须注意的是我们的商业机制想
salarminghereisthatourbusiness
operatingsystem--thinkofthesetofassumptionsandprotocolsbeneathourbusinesses,howwemotivatepeople,howweapplyourhumanresources--it'
sbuiltentirelyaroundtheseextrinsicmotivators,aroundcarrotsandsticks.
sactuallyfineformanykindsof20thcenturytasks.
Butfor21stcenturytasks,thatmechanistic,reward-and-punishmentapproachdoesn'
twork,oftendoesn'
twork,andoftendoesharm.LetmeshowyouwhatImean.
SoGlucksbergdidanotherexperimentsimilartowherehepresentedtheprobleminaslightlydifferentway,likethisuphere.Okey?
Attachthecandletothewallsothewaxdoesn'
tontothetable.Samedeal.You:
we'
retimingfornorms.You:
reincentivizing.Whathappenedthistime?
Thistime,theincentivizedgroupkickedtheothergroup'
sbutt.Why?
Becausewhenthetacksareoutofthebox,prettyeasyisn'
tit?
想这些商业的协议和假设我们如何激励人心如何运用人资全是以这些外部激励因素作为基础打手心给块糖
If-thenrewardsworkreallywellforthosesortstasks,wherethereisasimplesetofrulesandacleardestinationtogoto.Rewards,bytheirverynature,narrowourfocus,concentratethemind;
that'
scases.
Andso,fortaskslikethis,anarrowfocus,whereyoujustseethegoalrightthere,zoomstraightaheadtoit,theyworkreallywell.Butfortherealcandleproblem,youdon'
twanttobelookinglikethis.
Thesolutionisnotoverhere.Thesolutionisontheperiphery.
Youwanttobelookingaround.
Thatrewardactuallynarrowsourfocusandrestricts
ourpossibility.
Letmetellyouwhythisissoimportant.
InwesternEurope,inmanypartsofAsia,inNorthAmerica,inAustralia,white-collarworkersaredoinglessofthiskindofwork,andmoreofthiskindofwork.
Thatroutine,rule-based,left-brainwork--certainkindsofaccounting,certainkindsoffinancialanalysis,certainkindsofcomputerprogramming--hasbecomefairlyeasytooutsource,fairlyeasytoautomate.
Softwarecandoitfaster.
Low-costprovidersaroundtheworldcandoitcheaper.
Sowhatreallymattersarethemoreright-brainedcreative,conceptualkindsofabilities.
Thinkaboutyourownwork.
想像力
让我告诉你这个问题的重要性
在西欧亚洲的许多地方北美洲澳洲白领工作者比较少处理这种问题更多的是这种问题(指钉放在盒中的)
那些例行的常规性的左脑式的工作一些会计一些财务分析一些电脑编程变得极为容易外包变得自动化
软件能处理的更快世界其他地方的低价供应商能以更便宜的成本来完成所以更重要的是右脑的创意概念式的能力
想想你的工作
想想你自己的工作
Aretheproblemsthatyouface,oreventheproblemswe'
vebeentalkingabouthere,arethosekindsofproblems--dotheyhaveaclearsetofrules,andasinglesolution?
No.
你所面对的问题甚至是我们今天所谈论到的问题这些问题它们有清楚的规则和一个简单的解答吗没有
它们的规则模糊
Therulesaremystifying.
notobvious.
Everybodyinthisroomisdealingwiththeirownversionofthecandleproblem.
Andforcandleproblemsofanykind,inanyfield,thoseif-thenrewards,thethingsaroundwhichbuiltsomanyofourbusinesses,don'
Now,Imeanitmakesmecrazy.
Andthisisnot--here'
sthething.
Thisisnotafeeling.
Okey?
I'
malawyer;
Idon'
tbelieveinfeelings.
Thisisnotaphilosophy.
I'
manAmerican;
tbelieveinphilosophy.
Thisisafact--or,aswesayinmyhometownofWashington,D.C.,atruefact.
LetmegiveyouanexampleofwhatImean.
Letmemarshaltheevidencehere,becauseI'
mnottellingyouastory,I'
mmakingacase.
Ladiesandgentlemenofthejury,someevidence:
DanAriely,oneofthegreateconomistsofourtime,heandthreecolleagues,didastudyofsomeMITstudents.
让我给你一个例子
让我收集这些证据因为我不是在告诉你一个故事而是陈述一个案子陪审团的女士们先生们证据在此DanAriely一位当代伟大的经济学家他和三位同仁对麻省理工学院的学生做了一些研究
TheygavetheseMITstudentsabunchofgames,gamesthatinvolvedcreativity,andmotorskills,andconcentration.
他给这些学生一些游戏一些需要创造力的游戏需要动力和专注
Andtheofferedthem,forperformance,threelevelsofrewards:
smallreward,mediumreward,largereward.
依照他们的表现给他们三种不同程序的奖励小奖励中奖励大奖励
如果你做得好你就得到大奖励依此类推
结果呢只要是机械形态的工作红利就像我们所认知的奖励越高表现越好
是的但如果这个工作需要任何基本的认知能力越大的奖励却带来越差的表现
于是他们说让我们试试是否有什么文化差距让我们去印度的马杜赖试试
生活水平较低
在马杜赖北美标准的中等奖励在这里有意义多了
一样地一些不同游戏三种奖励
结果呢
中等奖励的人做的不比那些小奖励的
人好
但这次那些能够得到大奖励的人表现
最差
three
三种实验中在我们提供的九个游戏中有八个奖励越高的表现越差
难道这是一种感情用事的社会主义的阴
Ifyoudoreallywellyougetthelargereward,ondown.
Whathappened?
Aslongasthetaskinvolvedonlymechanicalskillbonusesworkedastheywouldbeexpected:
thehigherthepay,thebettertheperformance.
Butonethetaskcalledforevenrudimentarycognitiveskill,alargerrewardled
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