ABOUT THE SPEAKER
Dan Pink - Career analyst
Bidding adieu to his last "real job" as Al Gore's speechwriter, Dan Pink went freelance to spark a right-brain revolution in the career marketplace.

Why you should listen

With a trio of influential bestsellers, Dan Pink has changed the way companies view the modern workplace. In the pivotal A Whole New Mind, Pink identifies a sea change in the global workforce -- the shift of an information-based corporate culture to a conceptual base, where creativity and big-picture design dominates the landscape.

His latest book, The Adventures of Johnny Bunko, is an evolutionary transformation of the familiar career guide. Replacing linear text with a manga-inspired comic, Pink outlines six career laws vastly differing from the ones you've been taught. Members of the Johnny Bunko online forum participated in an online contest to create the seventh law -- "stay hungry."

A contributing editor for Wired, Pink is working on a new book on the science and economics of motivation for release in late 2009.

More profile about the speaker
Dan Pink | Speaker | TED.com
TEDGlobal 2009

Dan Pink: The puzzle of motivation

Dan Pink - 出人意料的工作动机

Filmed:
25,352,736 views

事业分析师 Dan Pink 揭开动机的秘密,什么是人文社会科学家知道而一般管理者却不知的?传统的报酬是否真的有我们想象的那样激励人心?听他讲述这个令人吃惊的发现 -- 它也许正是我们的未来。
- Career analyst
Bidding adieu to his last "real job" as Al Gore's speechwriter, Dan Pink went freelance to spark a right-brain revolution in the career marketplace. Full bio

Double-click the English transcript below to play the video.

00:12
I need to make a confession自白书 at the outset开始 here.
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开始前我必须先向你们告解
00:16
A little over 20 years年份 ago
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二十多年前
00:19
I did something that I regret后悔,
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我做了一件让我后悔莫及的事
00:21
something that I'm not particularly尤其 proud骄傲 of,
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一件我丝毫不感到骄傲的事
00:25
something that, in many许多 ways方法, I wish希望 no one would ever know,
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一件我希望没有任何人会知道的事
00:28
but here I feel kind of obliged有义务的 to reveal揭示.
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但今日我认为我有必要揭发我自己
00:32
(Laughter笑声)
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(笑声)
00:34
In the late晚了 1980s,
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80年代晚期
00:36
in a moment时刻 of youthful青春的 indiscretion轻率,
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因为年少轻狂
00:39
I went to law school学校.
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我进入法律学院就读
00:41
(Laughter笑声)
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(笑声)
00:45
Now, in America美国 law is a professional专业的 degree:
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在美国,法律学位是个专业学位
00:48
you get your university大学 degree, then you go on to law school学校.
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你得先拿到学士,才能进入法律学院
00:50
And when I got to law school学校,
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当我进入法律学院时
00:53
I didn't do very well.
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我的成绩不怎么好
00:55
To put it mildly温和, I didn't do very well.
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客气地说,我的成绩不怎么好
00:57
I, in fact事实, graduated毕业 in the part部分 of my law school学校 class
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我的毕业成绩成就了在我之上
01:00
that made制作 the top最佳 90 percent百分 possible可能.
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那其他九成的同学
01:04
(Laughter笑声)
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(笑声)
01:08
Thank you.
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谢谢你们
01:11
I never practiced law a day in my life;
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我这辈子从来没做过律师
01:14
I pretty漂亮 much wasn't allowed允许 to.
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基本上那样做可能还会犯法
01:16
(Laughter笑声)
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(笑声)
01:19
But today今天, against反对 my better judgment判断,
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但今日,我违背我的理性
01:22
against反对 the advice忠告 of my own拥有 wife妻子,
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违背我太太的忠告
01:25
I want to try to dust灰尘 off some of those legal法律 skills技能 --
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我想重拾那些过去所学的诉讼技巧
01:29
what's left of those legal法律 skills技能.
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所剩无几的诉讼技巧
01:31
I don't want to tell you a story故事.
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我不要向你们说故事
01:34
I want to make a case案件.
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而是提出一个陈述
01:36
I want to make a hard-headed头脑冷静, evidence-based循证,
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提出一个有根有据,货真价实的
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dare I say lawyerly身为律师 case案件,
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法庭陈述
01:43
for rethinking重新思考 how we run our businesses企业.
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来重新思考我们的管理方法
01:47
So, ladies女士们 and gentlemen绅士 of the jury陪审团, take a look at this.
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陪审团的女士先生们,请看看这个
01:51
This is called the candle蜡烛 problem问题.
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这便是有名的蜡烛问题
01:53
Some of you might威力 have seen看到 this before.
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你们之中有些人可能已经看过了
01:55
It's created创建 in 1945
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它是在1945年
01:57
by a psychologist心理学家 named命名 Karl卡尔 DunckerDuncker.
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由心理学家 Karl Duncker 所创造的
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Karl卡尔 DunckerDuncker created创建 this experiment实验
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Karl Duncker 创造了这个实验
02:01
that is used in a whole整个 variety品种 of experiments实验 in behavioral行为的 science科学.
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在行为科学中被广泛运用
02:04
And here's这里的 how it works作品. Suppose假设 I'm the experimenter实验者.
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情况是,假设我是实验者
02:07
I bring带来 you into a room房间. I give you a candle蜡烛,
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我带你进入一个房间,给你一根蜡烛
02:11
some thumbtacks图钉 and some matches火柴.
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一些图钉和火柴
02:13
And I say to you, "Your job工作
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告诉你说”现在
02:15
is to attach连接 the candle蜡烛 to the wall
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尝试把蜡烛固定在墙上
02:17
so the wax doesn't drip onto the table." Now what would you do?
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让烛泪不要滴到桌上。“你会怎么做?
02:21
Now many许多 people begin开始 trying to thumbtack图钉 the candle蜡烛 to the wall.
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许多人尝试用图钉把蜡烛钉在墙上
02:25
Doesn't work.
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行不通
02:27
Somebody, some people -- and I saw somebody
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有些人,台下也有些人
02:29
kind of make the motion运动 over here --
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做出这样的动作
02:31
some people have a great idea理念 where they
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有些人想到他们可以
02:33
light the match比赛, melt熔化 the side of the candle蜡烛, try to adhere附着 it to the wall.
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点燃火柴,溶化蜡烛的底部,尝试把它黏在墙上
02:37
It's an awesome真棒 idea理念. Doesn't work.
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好主意。但行不通
02:40
And eventually终于, after five or 10 minutes分钟,
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差不多过了五到十分钟
02:43
most people figure数字 out the solution,
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大部分的人便会想出解决办法
02:45
which哪一个 you can see here.
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就像图片上那样
02:47
The key is to overcome克服 what's called functional实用 fixedness固定性.
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重点是克服”功能固着“
02:50
You look at that box and you see it only as a receptacle容器 for the tacks钉子.
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当你看到盒子,你不过把它当成装大头针的容器
02:54
But it can also have this other function功能,
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但它还有其它功能
02:56
as a platform平台 for the candle蜡烛. The candle蜡烛 problem问题.
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那就是作为放蜡烛的平台。
03:00
Now I want to tell you about an experiment实验
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现在我想告诉你另一个实验
03:02
using运用 the candle蜡烛 problem问题,
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利用蜡烛问题
03:04
doneDONE by a scientist科学家 named命名 Sam山姆 GlucksbergGlucksberg,
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由一个现在在普林斯顿大学
03:06
who is now at Princeton普林斯顿 University大学 in the U.S.
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叫做 Sam Glucksberg 的科学家所做的实验
03:08
This shows节目 the power功率 of incentives奖励.
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这实验让我们看见动机的力量
03:12
Here's这里的 what he did. He gathered云集 his participants参与者.
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他是这么做的。他将参与者聚集在一个房间里
03:14
And he said, "I'm going to time you. How quickly很快 you can solve解决 this problem问题?"
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告诉他们“我要开始计时。看看你们能多快解决这个问题?”
03:17
To one group he said,
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他对其中一群人说,
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"I'm going to time you to establish建立 norms规范,
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我只是想取个平均值
03:22
averages均线 for how long it typically一般 takes
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看一般人需要花多久的时间
03:24
someone有人 to solve解决 this sort分类 of problem问题."
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才能解决这样的问题。
03:26
To the second第二 group he offered提供 rewards奖励.
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他提供奖励给另一群人
03:29
He said, "If you're in the top最佳 25 percent百分 of the fastest最快的 times,
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他说“如果你是前25%最快解决问题的人
03:33
you get five dollars美元.
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就能拿到五块钱。
03:36
If you're the fastest最快的 of everyone大家 we're testing测试 here today今天,
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如果你是今日所有人里解答最快的
03:39
you get 20 dollars美元."
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你就有20块钱。"
03:41
Now this is several一些 years年份 ago. Adjusted调整 for inflation通货膨胀,
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这个实验是几年前的事了,按照通货膨胀
03:44
it's a decent正经 sum of money for a few少数 minutes分钟 of work.
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几分钟就能拿到20块是很不错的
03:46
It's a nice不错 motivator动力.
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是个不错的诱因
03:48
Question: How much faster更快
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问题是:这群人比另一群人
03:51
did this group solve解决 the problem问题?
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的解题速度快了多少呢?
03:53
Answer回答: It took them, on average平均,
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答案是:平均来说,他们比另一组人
03:56
three and a half minutes分钟 longer.
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多花了三分半种。
04:00
Three and a half minutes分钟 longer. Now this makes品牌 no sense right?
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整整三分半种。这不合理,不是吗?
04:03
I mean, I'm an American美国. I believe in free自由 markets市场.
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你想想,我是个美国人。我相信自由市场
04:06
That's not how it's supposed应该 to work. Right?
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这个实验不太对劲吧?对吗?
04:09
(Laughter笑声)
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(笑声)
04:10
If you want people to perform演出 better,
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如果你想要人们做得更好,
04:12
you reward奖励 them. Right?
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你便给他们奖赏,对吗?
04:14
Bonuses奖金, commissions佣金, their own拥有 reality现实 show显示.
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红利、佣金、他们自己的真人秀
04:17
Incentivize激励 them. That's how business商业 works作品.
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赋予他们动机。这就是商业法则
04:21
But that's not happening事件 here.
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但实验里却不是这样
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You've got an incentive激励 designed设计 to
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奖励是为了
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sharpen削尖 thinking思维 and accelerate加速 creativity创造力,
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增强思考能力及创意
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and it does just the opposite对面.
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但事实却是相反。
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It dulls变钝 thinking思维 and blocks creativity创造力.
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它阻断了思考和创意能力
04:34
And what's interesting有趣 about this experiment实验 is that it's not an aberration像差.
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有趣的事情是,这个实验不是误差
04:37
This has been replicated复制 over and over
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它被一再重复
04:40
and over again, for nearly几乎 40 years年份.
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在过去的四十年间
04:43
These contingent队伍 motivators激励 --
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这些不同的诱因
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if you do this, then you get that --
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如果你这样做,你就得到那个
04:48
work in some circumstances情况.
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在某些情况里是可行的
04:50
But for a lot of tasks任务, they actually其实 either don't work
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但在许多任务中,它们不是没作用
04:53
or, often经常, they do harm危害.
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更有可能产生反效果
04:56
This is one of the most robust强大的 findings发现
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这是在社会科学中一项
05:00
in social社会 science科学,
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最有力的发现。
05:03
and also one of the most ignored忽视.
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同时也是最为人忽略的
05:05
I spent花费 the last couple一对 of years年份 looking at the science科学 of
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过去两年,我研究
05:07
human人的 motivation动机,
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人类的动机
05:09
particularly尤其 the dynamics动力学 of extrinsic外在 motivators激励
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尤其是那些外部的激励因素
05:11
and intrinsic固有 motivators激励.
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和内在的激励因素
05:13
And I'm telling告诉 you, it's not even close.
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我可以告诉你,两者相差悬殊
05:15
If you look at the science科学, there is a mismatch不匹配
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如果你使用科学方法查证,你会发现
05:17
between之间 what science科学 knows知道 and what business商业 does.
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科学知识和商业行为之间有条鸿沟
05:21
And what's alarming惊人 here is that our business商业 operating操作 system系统 --
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我们必须要注意的是,我们的商业机制
05:24
think of the set of assumptions假设 and protocols协议 beneath下面 our businesses企业,
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想想这些商业的协议和假设
05:27
how we motivate刺激 people, how we apply应用 our human人的 resources资源 --
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我们如何激励人心,如何运用人资
05:32
it's built内置 entirely完全 around these extrinsic外在 motivators激励,
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全是以这些外部激励因素作为基础
05:35
around carrots萝卜 and sticks.
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打手心给块糖
05:37
That's actually其实 fine for many许多 kinds of 20th century世纪 tasks任务.
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对许多20世纪的工作来说是可行的
05:41
But for 21stST century世纪 tasks任务,
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但面对21世纪的工作
05:43
that mechanistic机械, reward-and-punishment奖励和惩罚 approach途径
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这些机械化的,奖惩分明的作法
05:47
doesn't work, often经常 doesn't work, and often经常 does harm危害.
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已经不管用了,有时更招致反效果
05:51
Let me show显示 you what I mean.
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让我呈现我想表达的
05:53
So GlucksbergGlucksberg did another另一个 experiment实验 similar类似 to this
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Glucksberg 做了一个类似的实验
05:56
where he presented呈现 the problem问题 in a slightly different不同 way,
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这次他给了他们一个比较不同的问题
05:58
like this up here. Okay?
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像这个图里面的
06:01
Attach连接 the candle蜡烛 to the wall so the wax doesn't drip onto the table.
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实验对象必须要找出一个让蜡烛黏在墙上,又不会流下烛泪的方法
06:03
Same相同 deal合同. You: we're timing定时 for norms规范.
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相同地,这边:我们要的是平均时间
06:06
You: we're incentivizing建立激励机制.
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这边:一样的给他们不同诱因
06:09
What happened发生 this time?
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结果呢?
06:11
This time, the incentivized诱因 group
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这次,有诱因的那组人
06:13
kicked the other group's集团 butt屁股.
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远远地胜过了另一组人
06:17
Why? Because when the tacks钉子 are out of the box,
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为什么?一旦我们把图钉从盒子里拿出来
06:21
it's pretty漂亮 easy简单 isn't it?
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问题就变得相当简单不是吗?
06:25
(Laughter笑声)
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(笑声)
06:27
If-thenIF-THEN rewards奖励 work really well
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假设 - 在这个情况下
06:30
for those sorts排序 of tasks任务,
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奖励就变得非常有效
06:33
where there is a simple简单 set of rules规则 and a clear明确 destination目的地
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在规则简单,目标明显
06:35
to go to.
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的情况下
06:37
Rewards奖励, by their very nature性质,
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奖励,产生了作用
06:39
narrow狭窄 our focus焦点, concentrate集中 the mind心神;
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让我们集中精神,变得专注
06:41
that's why they work in so many许多 cases.
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这便是为何奖励在许多情况下有效的缘故
06:43
And so, for tasks任务 like this,
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当我们面对的工作是
06:45
a narrow狭窄 focus焦点, where you just see the goal目标 right there,
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范围狭窄,你能清楚见到目标
06:48
zoom放大 straight直行 ahead to it,
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向前直冲时
06:50
they work really well.
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奖励便非常有效
06:52
But for the real真实 candle蜡烛 problem问题,
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但在真正的“蜡烛问题”中
06:54
you don't want to be looking like this.
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你不能只是这样看
06:56
The solution is not over here. The solution is on the periphery周边.
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解答不在那里,解答是在周围
06:58
You want to be looking around.
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你需要四处找寻
07:00
That reward奖励 actually其实 narrows变窄 our focus焦点
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奖励却令我们眼光狭隘
07:02
and restricts限制 our possibility可能性.
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限制了我们的想象力
07:04
Let me tell you why this is so important重要.
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让我告诉你这个问题的重要性
07:07
In western西 Europe欧洲,
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在西欧
07:09
in many许多 parts部分 of Asia亚洲,
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亚洲的许多地方
07:11
in North America美国, in Australia澳大利亚,
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北美洲、澳洲
07:14
white-collar白领 workers工人 are doing less of
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白领工作者比较少处理
07:16
this kind of work,
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这种问题
07:18
and more of this kind of work.
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更多的是这种问题
07:22
That routine常规, rule-based有章可循, left-brain左脑 work --
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那些例行的、常规性的、左脑式的工作
07:25
certain某些 kinds of accounting会计, certain某些 kinds of financial金融 analysis分析,
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一些会计、一些财务分析
07:27
certain某些 kinds of computer电脑 programming程序设计 --
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一些电脑编程
07:29
has become成为 fairly相当 easy简单 to outsource外包,
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变得极为容易外包
07:31
fairly相当 easy简单 to automate自动化.
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变得自动化
07:33
Software软件 can do it faster更快.
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软件能处理的更快
07:36
Low-cost低成本 providers供应商 around the world世界 can do it cheaper便宜.
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世界其他地方的低价供应商能以更便宜的成本来完成
07:38
So what really matters事项 are the more right-brained右脑
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所以更重要的是右脑的
07:42
creative创作的, conceptual概念上的 kinds of abilities能力.
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创意,概念式的能力
07:45
Think about your own拥有 work.
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想想你的工作
07:48
Think about your own拥有 work.
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想想你自己的工作
07:51
Are the problems问题 that you face面对, or even the problems问题
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你所面对的问题,甚至是我们
07:53
we've我们已经 been talking about here,
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今天所谈论到的问题
07:55
are those kinds of problems问题 -- do they have a clear明确 set of rules规则,
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这些问题 - 它们有清楚的规则
07:57
and a single solution? No.
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和一个简单的解答吗?不
08:00
The rules规则 are mystifying神秘.
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它们的规则模糊
08:02
The solution, if it exists存在 at all,
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解答,如果有解答的话
08:04
is surprising奇怪 and not obvious明显.
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通常是令人意外而不明显的
08:07
Everybody每个人 in this room房间
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在这里的每个人
08:09
is dealing交易 with their own拥有 version
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都在尝试解决他自己的
08:12
of the candle蜡烛 problem问题.
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“蜡烛问题”
08:14
And for candle蜡烛 problems问题 of any kind,
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对所有形式的“蜡烛问题”
08:17
in any field领域,
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在所有领域
08:19
those if-thenIF-THEN rewards奖励,
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这些「如果 - 那就」的奖励
08:22
the things around which哪一个 we've我们已经 built内置 so many许多 of our businesses企业,
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这些在商业世界里无处不在的奖惩系统
08:26
don't work.
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其实没用
08:28
Now, I mean it makes品牌 me crazy.
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这简直让我发狂
08:30
And this is not -- here's这里的 the thing.
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这不是 - 重点是
08:32
This is not a feeling感觉.
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这不是一种“感觉”
08:35
Okay? I'm a lawyer律师; I don't believe in feelings情怀.
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我是个律师,我才不信什么感觉
08:38
This is not a philosophy哲学.
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这也不是哲学
08:42
I'm an American美国; I don't believe in philosophy哲学.
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我是个美国人,我才不信什么哲学
08:44
(Laughter笑声)
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(笑声)
08:47
This is a fact事实 --
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这是真相
08:50
or, as we say in my hometown家乡 of Washington华盛顿, D.C.,
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或是我们在华盛顿特区的政治圈常说的
08:52
a true真正 fact事实.
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一个“事实真相”
08:54
(Laughter笑声)
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(笑声)
08:56
(Applause掌声)
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(掌声)
09:00
Let me give you an example of what I mean.
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让我给你一个例子
09:02
Let me marshal元帅 the evidence证据 here,
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让我收集这些证据
09:04
because I'm not telling告诉 you a story故事, I'm making制造 a case案件.
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因为我不是在告诉你一个故事,而是陈述一个案子
09:06
Ladies女士们 and gentlemen绅士 of the jury陪审团, some evidence证据:
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陪审团的女士们先生们,证据在此:
09:08
Dan Ariely艾瑞里, one of the great economists经济学家 of our time,
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Dan Ariely,一位当代伟大的经济学家
09:11
he and three colleagues同事, did a study研究 of some MITMIT students学生们.
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他和三位同仁,对麻省理工学院的学生做了一些研究
09:15
They gave these MITMIT students学生们 a bunch of games游戏,
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他给这些学生一些游戏
09:18
games游戏 that involved参与 creativity创造力,
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一些需要创造力的游戏
09:20
and motor发动机 skills技能, and concentration浓度.
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需要动力和专注
09:22
And the offered提供 them, for performance性能,
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依照他们的表现给他们
09:24
three levels水平 of rewards奖励:
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三种不同程度的奖励
09:26
small reward奖励, medium reward奖励, large reward奖励.
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小奖励、中奖励、大奖励
09:31
Okay? If you do really well you get the large reward奖励, on down.
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如果你做得好,你就得到大奖励,依此类推
09:35
What happened发生? As long as the task任务 involved参与 only mechanical机械 skill技能
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结果呢?只要是机械形态的工作
09:39
bonuses奖金 worked工作 as they would be expected预期:
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红利就像我们所认知的
09:41
the higher更高 the pay工资, the better the performance性能.
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奖励越高,表现越好
09:45
Okay? But one the task任务 called for
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是的。但如果这个工作需要
09:47
even rudimentary初步 cognitive认知 skill技能,
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任何基本的认知能力
09:51
a larger reward奖励 led to poorer performance性能.
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越大的奖励却带来越差的表现
09:56
Then they said,
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于是他们说
09:58
"Okay let's see if there's any cultural文化 bias偏压 here.
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“让我们试试是否有什么文化差距
10:00
Lets让我们 go to Madurai马杜赖, India印度 and test测试 this."
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让我们去印度的马杜赖试试。”
10:02
Standard标准 of living活的 is lower降低.
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生活水平较低
10:04
In Madurai马杜赖, a reward奖励 that is modest谦虚 in North American美国 standards标准,
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在马杜赖,北美标准的的中等奖励
10:07
is more meaningful富有意义的 there.
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在这里有意义多了
10:10
Same相同 deal合同. A bunch of games游戏, three levels水平 of rewards奖励.
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一样地,一些不同游戏,三种奖励
10:13
What happens发生?
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结果呢?
10:15
People offered提供 the medium level水平 of rewards奖励
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中等奖励的人
10:18
did no better than people offered提供 the small rewards奖励.
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做得不比那些小奖励的人好
10:21
But this time, people offered提供 the highest最高 rewards奖励,
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但这次,那些能够得到大奖励的人
10:25
they did the worst最差 of all.
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表现最差
10:29
In eight of the nine tasks任务 we examined检查 across横过 three experiments实验,
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三种实验中,在我们提供的九个游戏中有八个
10:32
higher更高 incentives奖励 led to worse更差 performance性能.
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奖励越高的表现越差
10:37
Is this some kind of touchy-feely煽情
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难道这是一种感情用事的
10:40
socialist社会主义的 conspiracy阴谋 going on here?
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社会主义的阴谋诡计吗?
10:43
No. These are economists经济学家 from MITMIT,
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不。这些经济学家来自麻省理工
10:46
from Carnegie卡内基 Mellon梅隆, from the University大学 of Chicago芝加哥.
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卡内基梅隆、和芝加哥大学
10:49
And do you know who sponsored赞助 this research研究?
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你知道赞助这实验的是谁吗?
10:51
The Federal联邦 Reserve保留 Bank银行 of the United联合的 States状态.
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是美国联邦储备银行
10:55
That's the American美国 experience经验.
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完全的美国经验
10:57
Let's go across横过 the pond池塘 to the London伦敦 School学校 of Economics经济学 --
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让我们跨海到伦敦政经学院看看
11:00
LSELSE, London伦敦 School学校 of Economics经济学,
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LSE,伦敦经济学院
11:03
alma母校 mater母校 of 11 Nobel诺贝尔 Laureates获奖者 in economics经济学.
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十一位诺贝尔经济奖得主的母校
11:06
Training训练 ground地面 for great economic经济 thinkers思想家
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训练伟大经济学家的地方
11:09
like George乔治 Soros索罗斯, and Friedrich弗里德里希 Hayek哈耶克,
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有乔治索罗斯、弗里德里希•哈耶克
11:12
and Mick米克 Jagger. (Laughter笑声)
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和滚石乐团的米克•贾格尔(笑声)
11:14
Last month, just last month,
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上个月,才刚过去的那个月
11:18
economists经济学家 at LSELSE looked看着 at 51 studies学习
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政经学院的经济学家汇整了51个关于
11:21
of pay-for-performance付费的性能 plans计划, inside of companies公司.
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企业内部绩效薪酬的研究
11:24
Here's这里的 what the economists经济学家 there said: "We find that financial金融 incentives奖励
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这些经济学家说,“我们发现金钱的诱因
11:27
can result结果 in a negative impact碰撞 on overall总体 performance性能."
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能对整体绩效带来负面效果。”
11:33
There is a mismatch不匹配 between之间 what science科学 knows知道
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科学知识和商业行为之间
11:36
and what business商业 does.
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有条鸿沟
11:38
And what worries me, as we stand here in the rubble瓦砾
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我所忧心的是,在我们站在金融风暴
11:41
of the economic经济 collapse坍方,
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废墟之间的此刻
11:43
is that too many许多 organizations组织
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仍然有太多团体
11:45
are making制造 their decisions决定,
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仍然以一些过时的、
11:47
their policies政策 about talent天赋 and people,
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未经验证的、非科学的
11:49
based基于 on assumptions假设 that are outdated过时的, unexamined浑浑噩噩,
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几乎是来自天方夜谭的假设
11:55
and rooted more in folklore民俗学 than in science科学.
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来制定规则和管理人事
11:58
And if we really want to get out of this economic经济 mess食堂,
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如果我们真的想要摆脱这个经济危机
12:01
and if we really want high performance性能 on those
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如果我们真的想要在这些
12:03
definitional的定义 tasks任务 of the 21stST century世纪,
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属于21世纪的核心工作中获取绩效的话
12:05
the solution is not to do more of the wrong错误 things,
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这解答无异是错上加错:
12:11
to entice诱惑 people with a sweeter更甜 carrot胡萝卜,
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用红萝卜来吸引人
12:14
or threaten威胁 them with a sharper更清晰 stick.
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或是用棍子来威胁人
12:16
We need a whole整个 new approach途径.
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我们需要一种新做法
12:18
And the good news新闻 about all of this is that the scientists科学家们
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好消息是这些研究人类动机的科学家
12:20
who've谁一直 been studying研究 motivation动机 have given特定 us this new approach途径.
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已经给了我们一个新方向
12:23
It's an approach途径 built内置 much more around intrinsic固有 motivation动机.
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这个新方向讲求内在的诱因
12:26
Around the desire欲望 to do things because they matter,
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我们想做是因为它能改变世界
12:28
because we like it, because they're interesting有趣,
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因为我们喜欢,因为它很有趣
12:30
because they are part部分 of something important重要.
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因为它能影响的范围很广
12:32
And to my mind心神, that new operating操作 system系统 for our businesses企业
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在我心里,这种新的商业机制
12:36
revolves围绕 around three elements分子:
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围绕在三个基础上
12:38
autonomy自治, mastery征服 and purpose目的.
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自主性、掌握力和使命感
12:41
Autonomy自治: the urge敦促 to direct直接 our own拥有 lives生活.
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自主性,想要主掌自己人生的需求
12:44
Mastery征服: the desire欲望 to get better and better at something that matters事项.
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掌握力,想要在举足轻重的事情上做得更好的欲望
12:48
Purpose目的: the yearning怀念 to do what we do
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使命感,希望我们所做的事情
12:51
in the service服务 of something larger than ourselves我们自己.
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是为了更高远的理想的渴望
12:54
These are the building建造 blocks of an entirely完全 new operating操作 system系统
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这些便是建立新商业机制的
12:57
for our businesses企业.
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基石
12:59
I want to talk today今天 only about autonomy自治.
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今天我只想提到自主性
13:03
In the 20th century世纪, we came来了 up with this idea理念 of management管理.
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20世纪产生了管理学的想法
13:06
Management管理 did not emanate发出 from nature性质.
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管理学不是自然发生的
13:08
Management管理 is like -- it's not a tree,
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管理学像是 - 它不是一棵树
13:10
it's a television电视 set.
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而是个电视机
13:12
Okay? Somebody invented发明 it.
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对吗?有人发明它
13:14
And it doesn't mean it's going to work forever永远.
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不代表它永远都好用
13:16
Management管理 is great.
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管理学很好
13:18
Traditional传统 notions概念 of management管理 are great
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传统的管理学的概念是好的
13:20
if you want compliance合规.
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如果你需要的是服从
13:22
But if you want engagement订婚, self-direction自导自演 works作品 better.
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但如果你想要员工全心投入,自动自发更好
13:25
Let me give you some examples例子 of some kind of radical激进
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有关自动自发,让我给你一些
13:27
notions概念 of self-direction自导自演.
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革命性的例子
13:29
What this means手段 -- you don't see a lot of it,
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代表着 --这样的例子不多
13:32
but you see the first stirrings蛛丝马迹 of something really interesting有趣 going on,
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但是你可以发现一些有趣的事情正开始发生
13:35
because what it means手段 is paying付款 people adequately充分
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它代表着付给人们合理与
13:37
and fairly相当, absolutely绝对 --
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足够的工资
13:39
getting得到 the issue问题 of money off the table,
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让钱不再是问题
13:41
and then giving people lots of autonomy自治.
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然后给人们很大的自治权
13:43
Let me give you some examples例子.
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让我举一些例子
13:45
How many许多 of you have heard听说 of the company公司 AtlassianAtlassian的?
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在座谁听过一家叫 Atlassian 的公司?
13:49
It looks容貌 like less than half.
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看起来一半都不到
13:51
(Laughter笑声)
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(笑声)
13:53
AtlassianAtlassian的 is an Australian澳大利亚 software软件 company公司.
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Atlassian 是一个澳大利亚的软件公司
13:57
And they do something incredibly令人难以置信 cool.
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他们做了一件很酷的事
13:59
A few少数 times a year they tell their engineers工程师,
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一年有几次,他们跟公司里的软件工程师说
14:01
"Go for the next下一个 24 hours小时 and work on anything you want,
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“接下来的24个小时,去做你自己想做的事,
14:05
as long as it's not part部分 of your regular定期 job工作.
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只要它和你每天的工作无关
14:07
Work on anything you want."
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随便你要做什么都行。”
14:09
So that engineers工程师 use this time to come up with
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这些工程师便利用这些时间
14:11
a cool patch补丁 for code, come up with an elegant优雅 hack.
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写出一套有趣的编程,优雅地包装这些想法
14:14
Then they present当下 all of the stuff东东 that they've他们已经 developed发达
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在那天的最后
14:17
to their teammates队友, to the rest休息 of the company公司,
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在这个全员到齐,万众一心的会议中
14:20
in this wild野生 and wooly羊毛制的 all-hands全手 meeting会议
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对他们的组员和整个公司
14:22
at the end结束 of the day.
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介绍他的发明
14:24
And then, being存在 Australians澳大利亚人, everybody每个人 has a beer啤酒.
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当然,身为澳大利亚人,大家都得来罐啤酒
14:26
They call them FedEx联邦快递 Days.
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他们叫这是 FedEx 联邦快递日
14:29
Why? Because you have to deliver交付 something overnight过夜.
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因为你必须在隔夜交出你的作品
14:35
It's pretty漂亮. It's not bad. It's a huge巨大 trademark商标 violation违反,
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很不赖的想法。虽然违反商标法
14:37
but it's pretty漂亮 clever聪明.
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但这个想法很聪明。
14:39
(Laughter笑声)
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(笑声)
14:40
That one day of intense激烈 autonomy自治
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在高度自主的一日中
14:42
has produced生成 a whole整个 array排列 of software软件 fixes修复
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他们做出了许多软件编程的革新
14:44
that might威力 never have existed存在.
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之前根本没人想到的
14:46
And it's worked工作 so well that AtlassianAtlassian的 has taken采取 it to the next下一个 level水平
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这个计划的成功,让 Altlassian 更进一步的发明了
14:48
with 20 Percent百分 Time --
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五分之一时间
14:50
doneDONE, famously著名, at Google谷歌 --
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谷歌把这个想法发扬光大
14:52
where engineers工程师 can work, spend 20 percent百分 of their time
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工程师可以用五分之一的时间
14:54
working加工 on anything they want.
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做所有他们想做的事情
14:56
They have autonomy自治 over their time,
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他们可以自由的分配他们的时间
14:58
their task任务, their team球队, their technique技术.
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工作,组员,和作法
15:00
Okay? Radical激进 amounts of autonomy自治.
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就是这样。完全的自主权
15:02
And at Google谷歌, as many许多 of you know,
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诚如大家所知,在谷歌
15:06
about half of the new products制品 in a typical典型 year
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一年中有一半的新商品
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are birthed生产经历 during that 20 Percent百分 Time:
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都来自这五分之一时间
15:11
things like GmailGmail的, OrkutOrkut的, Google谷歌 News新闻.
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像谷歌信箱、Orkut、谷歌新闻
15:14
Let me give you an even more radical激进 example of it:
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让我给你一个更具革命性的例子
15:17
something called the Results结果 Only Work Environment环境,
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一个叫做“只论结果的工作环境”
15:19
the ROWEROWE,
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简写是ROWE
15:21
created创建 by two American美国 consultants顾问, in place地点
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由两个美国分析师所创造
15:23
in place地点 at about a dozen companies公司 around North America美国.
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用在十多家北美公司上
15:25
In a ROWEROWE people don't have schedules时间表.
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在 ROWE 之中,人们没有日程表
15:29
They show显示 up when they want.
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他们想来就来
15:31
They don't have to be in the office办公室 at a certain某些 time,
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他们不需要在特定时间到公司
15:33
or any time.
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任何时间
15:35
They just have to get their work doneDONE.
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他们只需要把工作完成
15:37
How they do it, when they do it,
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怎么做、何时做
15:39
where they do it, is totally完全 up to them.
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在哪里做、都取决于他们自己
15:42
Meetings会议 in these kinds of environments环境 are optional可选的.
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甚至连开会都是选择性的
15:46
What happens发生?
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结果呢?
15:48
Almost几乎 across横过 the board, productivity生产率 goes up,
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几乎所有公司的生产力都提升了
15:51
worker工人 engagement订婚 goes up,
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工作投入度提升
15:54
worker工人 satisfaction满意 goes up, turnover周转 goes down.
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工作满意度提升,人力流失降低
15:57
Autonomy自治, mastery征服 and purpose目的,
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自主性、掌握力和使命感
15:59
These are the building建造 blocks of a new way of doing things.
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这便是新工作方式的新基础
16:01
Now some of you might威力 look at this and say,
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在座的某些人可能会看着然后说
16:04
"Hmm, that sounds声音 nice不错, but it's Utopian乌托邦."
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”嗯,听起来不错,就是太理想化了。“
16:07
And I say, "Nope. I have proof证明."
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我说”错了。我有证据。“
16:12
The mid-中-1990s, Microsoft微软 started开始
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在90年代中,微软开始了一个
16:14
an encyclopedia百科全书 called Encarta百科全书.
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叫做 Encarta 的百科全书计划
16:16
They had deployed部署 all the right incentives奖励,
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他们使用了所有正确的诱因
16:18
all the right incentives奖励. They paid支付 professionals专业人士 to
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所有的诱因。他们付钱给专业人士
16:21
write and edit编辑 thousands数千 of articles用品.
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让他们写和编辑这些文章
16:23
Well-compensated那么补偿 managers经理 oversaw监督 the whole整个 thing
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收入颇丰的主管们监督着整个计划
16:25
to make sure it came来了 in on budget预算 and on time.
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确定它不会超过预算和时间
16:30
A few少数 years年份 later后来 another另一个 encyclopedia百科全书 got started开始.
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几年后另一个百科全书计划开始了
16:32
Different不同 model模型, right?
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完全不同的模式
16:35
Do it for fun开玩笑. No one gets得到 paid支付 a cent一分钱, or a Euro欧元 or a Yen日元.
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为了兴趣而作。没有人能拿到任何一毛钱
16:39
Do it because you like to do it.
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因为自己喜欢做而做
16:42
Now if you had, just 10 years年份 ago,
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如果你在十年前
16:45
if you had gone走了 to an economist经济学家, anywhere随地,
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到一个经济学家那里去
16:47
and said, "Hey, I've got these two different不同 models楷模 for creating创建 an encyclopedia百科全书.
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对他说”我有两种撰写百科全书的模式
16:51
If they went head to head, who would win赢得?"
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拿来相比,谁会赢?“
16:54
10 years年份 ago you could not have found发现 a single sober清醒 economist经济学家 anywhere随地
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十年前你绝对不会找到任何一个清醒的经济学家
16:58
on planet行星 Earth地球
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在这个地球的任何角落
17:00
who would have predicted预料到的 the Wikipedia维基百科 model模型.
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能够预知维基百科的模式
17:02
This is the titanic泰坦尼克号 battle战斗 between之间 these two approaches方法.
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这是一个两种模式之间的世纪战役
17:05
This is the Ali-Frazier阿里·弗雷泽 of motivation动机. Right?
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动机的阿里与弗雷泽之战
17:08
This is the Thrilla'Thrilla” in Manila马尼拉.
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就像那场在马尼拉的拳王之战
17:10
Alright好的? Intrinsic固有 motivators激励 versus extrinsic外在 motivators激励.
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是吗?内在动机和外在动机
17:13
Autonomy自治, mastery征服 and purpose目的,
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自主性、掌握力和使命感
17:15
versus carrot胡萝卜 and sticks. And who wins?
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和胡萝卜和棍子。谁赢了?
17:17
Intrinsic固有 motivation动机, autonomy自治, mastery征服 and purpose目的,
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内在动机、自主性、掌握力和使命感
17:20
in a knockout击倒. Let me wrap up.
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获得压倒性胜利。结论是
17:24
There is a mismatch不匹配 between之间 what science科学 knows知道 and what business商业 does.
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科学知识和商业行为之间
17:27
And here is what science科学 knows知道.
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有条鸿沟
17:29
One: Those 20th century世纪 rewards奖励,
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一:这些20世纪的奖励
17:31
those motivators激励 we think are a natural自然 part部分 of business商业,
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这些我们当作商业中自然一部分的诱因
17:34
do work, but only in a surprisingly出奇 narrow狭窄 band of circumstances情况.
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是有用的。但意外地只在一个非常狭窄的情况下
17:38
Two: Those if-thenIF-THEN rewards奖励 often经常 destroy破坏 creativity创造力.
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二:这些奖励往往会破坏创造力
17:42
Three: The secret秘密 to high performance性能
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三:高绩效的秘密
17:44
isn't rewards奖励 and punishments处罚,
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不是奖励和惩罚
17:46
but that unseen看不见 intrinsic固有 drive驾驶 --
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而是看不见的内在动力
17:48
the drive驾驶 to do things for their own拥有 sake清酒.
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让人为了自己而做的动力
17:51
The drive驾驶 to do things cause原因 they matter.
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让人有使命感的动力
17:53
And here's这里的 the best最好 part部分. Here's这里的 the best最好 part部分.
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最好的是
17:55
We already已经 know this. The science科学 confirms确认 what we know in our hearts心中.
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我们了然于心。科学不过确认了我们心里的声音
17:58
So, if we repair修理 this mismatch不匹配
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如果我们改变
18:01
between之间 what science科学 knows知道 and what business商业 does,
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科学知识和商业行为之间有的那条鸿沟
18:03
if we bring带来 our motivation动机, notions概念 of motivation动机
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如果我们把我们的动机,对诱因的想法
18:06
into the 21stST century世纪,
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带进21世纪
18:08
if we get past过去 this lazy, dangerous危险, ideology思想
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如果我们越过懒惰的、危险的、理想化的
18:12
of carrots萝卜 and sticks,
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胡萝卜和棍子的想法
18:14
we can strengthen加强 our businesses企业,
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我们可以强化我们的公司
18:17
we can solve解决 a lot of those candle蜡烛 problems问题,
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解决许多的“蜡烛问题”
18:20
and maybe, maybe, maybe
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那么或许,或许,或许
18:24
we can change更改 the world世界.
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我们便能改变世界。
18:26
I rest休息 my case案件.
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陈述完毕。
18:28
(Applause掌声)
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(掌声)
Translated by Coco Shen
Reviewed by Geoff Chen

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ABOUT THE SPEAKER
Dan Pink - Career analyst
Bidding adieu to his last "real job" as Al Gore's speechwriter, Dan Pink went freelance to spark a right-brain revolution in the career marketplace.

Why you should listen

With a trio of influential bestsellers, Dan Pink has changed the way companies view the modern workplace. In the pivotal A Whole New Mind, Pink identifies a sea change in the global workforce -- the shift of an information-based corporate culture to a conceptual base, where creativity and big-picture design dominates the landscape.

His latest book, The Adventures of Johnny Bunko, is an evolutionary transformation of the familiar career guide. Replacing linear text with a manga-inspired comic, Pink outlines six career laws vastly differing from the ones you've been taught. Members of the Johnny Bunko online forum participated in an online contest to create the seventh law -- "stay hungry."

A contributing editor for Wired, Pink is working on a new book on the science and economics of motivation for release in late 2009.

More profile about the speaker
Dan Pink | Speaker | TED.com