TEDGlobal 2009
Dan Pink: The puzzle of motivation
Den Pink o iznenađujućoj nauci motivacije
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Analitičar karijera Den Pink (Dan Pink) proučava zagonetku motivacije, počinjući od činjenice koja je poznata sociolozima i psiholozima, ali ne i menadžerima: tradicionalne nagrade nisu uvek efikasne kao što mislimo. Slušajte prosvetljujuće priče, a možda i način za napredovanje.
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. Full bio
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 at the outset here.
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Moram odmah na početku nešto da priznam.
00:16
A little over 20 years ago
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Nešto pre dvadeset godina
00:19
I did something that I regret,
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uradio sam nešto zbog čega žalim,
00:21
something that I'm not particularly proud of,
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nešto na šta nisam posebno ponosan,
00:25
something that, in many ways, I wish no one would ever know,
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nešto za šta sam se nadao da, zbog mnogo čega, niko neće saznati,
00:28
but here I feel kind of obliged to reveal.
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ali ovde nekako osećam obavezu da kažem.
00:32
(Laughter)
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(smeh)
00:34
In the late 1980s,
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Kasnih osamdesetih,
00:36
in a moment of youthful indiscretion,
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u trenutku mladalačke nerazboritosti,
00:39
I went to law school.
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upisao sam pravni fakultet.
00:41
(Laughter)
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(smeh)
00:45
Now, in America law is a professional degree:
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U Americi, to je profesionalni nivo.
00:48
you get your university degree, then you go on to law school.
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Završite fakulktet. Onda idete na pravne studije.
00:50
And when I got to law school,
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I kada sam dospeo do prava,
00:53
I didn't do very well.
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nije mi baš dobro išlo.
00:55
To put it mildly, I didn't do very well.
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Da to ublažim, nije mi dobro išlo.
00:57
I, in fact, graduated in the part of my law school class
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Ustvari, diplomirao sam u klasi
01:00
that made the top 90 percent possible.
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koja je omogućila postojanje najboljih 90%.
01:04
(Laughter)
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(smeh)
01:08
Thank you.
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Hvala.
01:11
I never practiced law a day in my life;
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Nisam se uopšte bavio pravom u životu.
01:14
I pretty much wasn't allowed to.
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Uglavnom mi nije bilo dozvoljeno.
01:16
(Laughter)
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(smeh)
01:19
But today, against my better judgment,
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Ali danas, uprkos svom zdravom razumu,
01:22
against the advice of my own wife,
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uprkos savetu sopstvene žene,
01:25
I want to try to dust off some of those legal skills --
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želim da probam da skinem paučinu sa tih pravničkih veština
01:29
what's left of those legal skills.
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ili s toga šta je od njih ostalo.
01:31
I don't want to tell you a story.
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Ne želim da vam ispričam priču.
01:34
I want to make a case.
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Želim da predstavim slučaj.
01:36
I want to make a hard-headed, evidence-based,
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Želim da predstavim realan, na dokazima zasnovan,
01:40
dare I say lawyerly case,
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usuđujem se da kažem advokatski slučaj,
01:43
for rethinking how we run our businesses.
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o preispitivanju načina na koji poslujemo.
01:47
So, ladies and gentlemen of the jury, take a look at this.
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Dakle, dame i gospodo porotnici, pogledajte ovo.
01:51
This is called the candle problem.
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Ovo se naziva problem sa svećom.
01:53
Some of you might have seen this before.
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Neki od vas su ga možda i videli ranije.
01:55
It's created in 1945
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Osmislio ga je, 1945.,
01:57
by a psychologist named Karl Duncker.
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psiholog po imenu Karl Dunker.
01:59
Karl Duncker created this experiment
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Karl Dunker je osmislio ovaj eksperiment
02:01
that is used in a whole variety of experiments in behavioral science.
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koji se koristi u raznovrsnim eksperimentima u naukama o ponašanju.
02:04
And here's how it works. Suppose I'm the experimenter.
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Evo kako ide. Pretpostavimo da sam ja eksperimentator.
02:07
I bring you into a room. I give you a candle,
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Dovedem vas u sobu. Dam vam sveću,
02:11
some thumbtacks and some matches.
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gomilu čioda i gomilu šibica.
02:13
And I say to you, "Your job
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I kažem vam, "Vaš posao
02:15
is to attach the candle to the wall
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je da pričvrstite sveću na zid
02:17
so the wax doesn't drip onto the table." Now what would you do?
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tako da vosak ne kaplje na sto". Šta biste vi uradili?
02:21
Now many people begin trying to thumbtack the candle to the wall.
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Mnogi ljudi počinju time da ubodu sveću na zid.
02:25
Doesn't work.
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Ne ide.
02:27
Somebody, some people -- and I saw somebody
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Neko, neki ljudi, i video sam
02:29
kind of make the motion over here --
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da neko ovde pravi sličan pokret.
02:31
some people have a great idea where they
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Neki imaju odličnu ideju da
02:33
light the match, melt the side of the candle, try to adhere it to the wall.
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zapale šibicu, otope stranicu sveće i pokušaju da je pričvrste za zid.
02:37
It's an awesome idea. Doesn't work.
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To je super ideja. Ne ide.
02:40
And eventually, after five or 10 minutes,
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I konačno, posle pet ili deset minuta,
02:43
most people figure out the solution,
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većina ljudi ukapira rešenje.
02:45
which you can see here.
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Koje možete videti ovde.
02:47
The key is to overcome what's called functional fixedness.
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Ključ je u tome da se prevaziđe ono što se zove funkcionalna fiksiranost.
02:50
You look at that box and you see it only as a receptacle for the tacks.
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Vidite tu kutiju i posmatrate je samo kao kutiju u kojoj stoje čiode.
02:54
But it can also have this other function,
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Ali ona može da ima i ovu drugu funkciju,
02:56
as a platform for the candle. The candle problem.
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kao platforma za sveće. Problem sa svećom.
03:00
Now I want to tell you about an experiment
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Želim da vam ispričam eksperiment
03:02
using the candle problem,
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koji koristi ovaj problem,
03:04
done by a scientist named Sam Glucksberg,
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koji je uradio naučnik po imenu Sem Gluksberg,
03:06
who is now at Princeton University in the U.S.
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koji je trenutno na Prinstonu u SAD-u.
03:08
This shows the power of incentives.
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Ovo pokazuje moć motivacije.
03:12
Here's what he did. He gathered his participants.
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Evo šta je uradio. Okupio je učesnike.
03:14
And he said, "I'm going to time you. How quickly you can solve this problem?"
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I rekao je, "Meriću vam vreme. Koliko brzo možete da rešite ovaj problem?"
03:17
To one group he said,
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Jednoj grupi je rekao,
03:19
"I'm going to time you to establish norms,
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meriću vam vreme da bih postavio norme,
03:22
averages for how long it typically takes
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proseke koliko je tipično potrebno
03:24
someone to solve this sort of problem."
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nekome da reši ovu vrstu problema.
03:26
To the second group he offered rewards.
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Drugoj grupi je ponudio nagrade.
03:29
He said, "If you're in the top 25 percent of the fastest times,
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Rekao je, "Ako budete u prvih 25% najbržih,
03:33
you get five dollars.
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dobićete 5 dolara.
03:36
If you're the fastest of everyone we're testing here today,
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Ako budete najbrži od svih koje testiramo danas,
03:39
you get 20 dollars."
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dobićete 20 dolara."
03:41
Now this is several years ago. Adjusted for inflation,
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To je bilo pre nekoliko godina. Prilagođeno inflaciji.
03:44
it's a decent sum of money for a few minutes of work.
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To je pristojna suma novca za nekoliko minuta posla.
03:46
It's a nice motivator.
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To je lep motivator.
03:48
Question: How much faster
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Pitanje: koliko je ova grupa
03:51
did this group solve the problem?
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bila brža u rešavanju problema?
03:53
Answer: It took them, on average,
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Odgovor: Bilo im je potrebno, prosečno,
03:56
three and a half minutes longer.
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tri ipo minuta duže.
04:00
Three and a half minutes longer. Now this makes no sense right?
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Tri ipo minuta duže. Ovo nema nikakvog smisla, zar ne?
04:03
I mean, I'm an American. I believe in free markets.
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Mislim, ja sam Amerikanac. Verujem u slobodna tržišta.
04:06
That's not how it's supposed to work. Right?
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To ne bi trebalo tako da funkcioniše. Zar ne?
04:09
(Laughter)
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(smeh)
04:10
If you want people to perform better,
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Ako želite da ljudi rade bolje,
04:12
you reward them. Right?
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nagradite ih. Je l' tako?
04:14
Bonuses, commissions, their own reality show.
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Bonusi, provizije, njihov sopstveni reality show.
04:17
Incentivize them. That's how business works.
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Motivišete ih. Tako poslovi funkcionišu.
04:21
But that's not happening here.
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Ali to se ne događa ovde.
04:23
You've got an incentive designed to
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Imate motiv koji je osmišljen da
04:25
sharpen thinking and accelerate creativity,
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izoštri mišljenje i ubrza kreativnost.
04:29
and it does just the opposite.
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A on radi sasvim suprotno.
04:31
It dulls thinking and blocks creativity.
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Otupljuje mišljenje i blokira kreativnost.
04:34
And what's interesting about this experiment is that it's not an aberration.
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Ono što je u vezi s ovim eksperimentom interesantno je to da on nije greška.
04:37
This has been replicated over and over
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Ovo se ponavlja iznova i iznova
04:40
and over again, for nearly 40 years.
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i iznova, skoro 40 godina.
04:43
These contingent motivators --
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Ovi zavisni motivatori,
04:46
if you do this, then you get that --
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ako radite ovo, dobijete ono,
04:48
work in some circumstances.
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funkcionišu u nekim okolnostima.
04:50
But for a lot of tasks, they actually either don't work
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Ali u mnogim zadacima oni stvarno ili ne rade,
04:53
or, often, they do harm.
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ili često čine štetu.
04:56
This is one of the most robust findings
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Ovo je jedno od najsnažnijih otkrića
05:00
in social science,
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u socijalnoj nauci.
05:03
and also one of the most ignored.
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I takođe jedno od najviše ignorisanih.
05:05
I spent the last couple of years looking at the science of
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Poslednjih nekoliko godina sam proveo ispitujući
05:07
human motivation,
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nauku ljudske motivacije.
05:09
particularly the dynamics of extrinsic motivators
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Naročito dinamiku ekstrinzičnih
05:11
and intrinsic motivators.
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i intrinzičnih motivatora.
05:13
And I'm telling you, it's not even close.
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I kažem vam, nije ni blizu.
05:15
If you look at the science, there is a mismatch
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Ako gledate nauku, postoji neslaganje
05:17
between what science knows and what business does.
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između onoga što nauka zna i šta posao radi.
05:21
And what's alarming here is that our business operating system --
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Ono što je uznemiravajuće je to da naš poslovni sistem -
05:24
think of the set of assumptions and protocols beneath our businesses,
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pomislite na sve pretpostavke i protokole u pozadini našeg biznisa,
05:27
how we motivate people, how we apply our human resources --
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kako motivišemo ljude, kako primenjujemo ljudske resurse -
05:32
it's built entirely around these extrinsic motivators,
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izgrađen je u potpunosti oko tih ekstrinzičnih motivatora,
05:35
around carrots and sticks.
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oko šargarepa i štapova.
05:37
That's actually fine for many kinds of 20th century tasks.
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Ustvari to je dobro za mnoge zadatke dvadesetog veka.
05:41
But for 21st century tasks,
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Ali za zadatke 21. veka,
05:43
that mechanistic, reward-and-punishment approach
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taj mehanistički prisup nagrade-i-kazne
05:47
doesn't work, often doesn't work, and often does harm.
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ne funkcioniše, često ne funkcioniše i često šteti.
05:51
Let me show you what I mean.
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Dozvolite da pokažem šta mislim.
05:53
So Glucksberg did another experiment similar to this
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Gluksberg je uradio eksperiment sličan ovome
05:56
where he presented the problem in a slightly different way,
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gde je problem predstavio na malo drugačiji način,
05:58
like this up here. Okay?
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kao što je ovde. OK?
06:01
Attach the candle to the wall so the wax doesn't drip onto the table.
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Pričvrstite sveću za zid, tako da vosak ne kaplje na sto.
06:03
Same deal. You: we're timing for norms.
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Ista stvar. Vi: merimo vam vreme za norme.
06:06
You: we're incentivizing.
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Vi: vas motivišemo.
06:09
What happened this time?
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Šta se desilo ovog puta?
06:11
This time, the incentivized group
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Ovog puta, motivisana grupa
06:13
kicked the other group's butt.
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razvalila je drugu grupu.
06:17
Why? Because when the tacks are out of the box,
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Zašto? Pa kad su čiode van kutije
06:21
it's pretty easy isn't it?
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prilično je lako, zar ne?
06:25
(Laughter)
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(smeh)
06:27
If-then rewards work really well
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Ako-onda nagrade funkcionišu prilično dobro
06:30
for those sorts of tasks,
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za takve vrste zadataka,
06:33
where there is a simple set of rules and a clear destination
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gde postoje jednostavna pravila i jasan cilj
06:35
to go to.
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kome se teži.
06:37
Rewards, by their very nature,
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Nagrade, po samoj svojoj prirodi,
06:39
narrow our focus, concentrate the mind;
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sužavaju naš fokus, usmeravaju mozak.
06:41
that's why they work in so many cases.
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Upravo zato su dobre u toliko mnogo prilika.
06:43
And so, for tasks like this,
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Tako, za zadatke kao što je ovaj,
06:45
a narrow focus, where you just see the goal right there,
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ograničen fokus, kad jednostavno vidite cilj tamo
06:48
zoom straight ahead to it,
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i usredsredite se na njega,
06:50
they work really well.
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one služe vrlo dobro.
06:52
But for the real candle problem,
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Ali za pravi problem sa svećom,
06:54
you don't want to be looking like this.
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ne želite da gledate ovako.
06:56
The solution is not over here. The solution is on the periphery.
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Rešenje nije ovde. Rešenje je na periferiji.
06:58
You want to be looking around.
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Želite da gledate okolo.
07:00
That reward actually narrows our focus
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Ta nagrada nam usvari sužava fokus
07:02
and restricts our possibility.
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i ograničava mogućnosti.
07:04
Let me tell you why this is so important.
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Reći ću vam zašto je to tako važno.
07:07
In western Europe,
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U zapadnoj Evropi,
07:09
in many parts of Asia,
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u mnogim delovima Azije,
07:11
in North America, in Australia,
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u Severnoj Americi, Australiji,
07:14
white-collar workers are doing less of
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službenici rade manje
07:16
this kind of work,
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ovakvih poslova,
07:18
and more of this kind of work.
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a više ovakvih poslova.
07:22
That routine, rule-based, left-brain work --
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Taj rutinski posao, zasnovan na pravilima i aktivnosti leve strane mozga,
07:25
certain kinds of accounting, certain kinds of financial analysis,
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neke vrste računovodstva i finansijske analize,
07:27
certain kinds of computer programming --
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kompjuterskog programiranja,
07:29
has become fairly easy to outsource,
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postao je prilično jednostavan za prepustiti drugima,
07:31
fairly easy to automate.
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prilično jednostavan za automatizovanje.
07:33
Software can do it faster.
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Softver to može da uradi brže.
07:36
Low-cost providers around the world can do it cheaper.
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Niskobudžetni posrednici širom sveta to mogu jevtinije.
07:38
So what really matters are the more right-brained
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Ono što je stvarno bitno su sposobnosti
07:42
creative, conceptual kinds of abilities.
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koje su kreativne, konceptualne i aktiviraju desnu stranu mozga.
07:45
Think about your own work.
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Razmislite o svom poslu.
07:48
Think about your own work.
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Razmislite o svom poslu.
07:51
Are the problems that you face, or even the problems
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Da li problemi sa kojima se suočavate ili čak problemi
07:53
we've been talking about here,
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o kojima pričamo ovde,
07:55
are those kinds of problems -- do they have a clear set of rules,
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da li te vrste problema - da li imaju jasna pravila
07:57
and a single solution? No.
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i jedno rešenje? Ne.
08:00
The rules are mystifying.
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Pravila su tajanstvena.
08:02
The solution, if it exists at all,
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Rešenje, ako uopšte postoji,
08:04
is surprising and not obvious.
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je iznenađujuće i nije očigledno.
08:07
Everybody in this room
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Svako u ovoj sobi
08:09
is dealing with their own version
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se nosi sa svojom verzijom
08:12
of the candle problem.
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problema sa svećom.
08:14
And for candle problems of any kind,
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A za bilo kakve probleme sa svećom,
08:17
in any field,
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u bilo kojoj oblasti,
08:19
those if-then rewards,
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te ako-onda nagrade,
08:22
the things around which we've built so many of our businesses,
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stvari oko kojih smo izgradili toliko naših poslova,
08:26
don't work.
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ne funkcionišu.
08:28
Now, I mean it makes me crazy.
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Mislim, to me izluđuje.
08:30
And this is not -- here's the thing.
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I to nije - evo u čemu je stvar.
08:32
This is not a feeling.
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To nije neko osećanje.
08:35
Okay? I'm a lawyer; I don't believe in feelings.
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Okej? Ja sam advokat. Ne verujem u osećanja.
08:38
This is not a philosophy.
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To nije neka filozofija.
08:42
I'm an American; I don't believe in philosophy.
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Ja sam Amerikanac. Ne verujem u filozofiju.
08:44
(Laughter)
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(smeh)
08:47
This is a fact --
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Ovo je činjenica.
08:50
or, as we say in my hometown of Washington, D.C.,
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Ili, kako mi to kažemo u mom rodnom Vašingtonu,
08:52
a true fact.
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istinita činjenica.
08:54
(Laughter)
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(smeh)
08:56
(Applause)
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(aplauz)
09:00
Let me give you an example of what I mean.
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Daću vam primer onoga što mislim.
09:02
Let me marshal the evidence here,
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Dozvolite da izložim dokaze.
09:04
because I'm not telling you a story, I'm making a case.
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Jer ne pričam vam priču. Predstavljam vam slučaj.
09:06
Ladies and gentlemen of the jury, some evidence:
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Dame i gospodo porotnici, evo dokaza:
09:08
Dan Ariely, one of the great economists of our time,
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Den Arili, jedan od najvećih ekonomista našeg doba,
09:11
he and three colleagues, did a study of some MIT students.
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sa troje kolega je uradio studiju sa studentima tehnologije u Masačusetsu.
09:15
They gave these MIT students a bunch of games,
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Dali su studentima MIT-a gomilu igara.
09:18
games that involved creativity,
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Igara koje uključuju kreativnost,
09:20
and motor skills, and concentration.
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motorne veštine i koncentraciju.
09:22
And the offered them, for performance,
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I za izvršenje su im ponudili
09:24
three levels of rewards:
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tri nivoa nagrada.
09:26
small reward, medium reward, large reward.
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Malu nagradu, srednju nagradu, veliku nagradu.
09:31
Okay? If you do really well you get the large reward, on down.
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Okej? Ako odlično uradite, dobijete veliku nagradu i tako naniže.
09:35
What happened? As long as the task involved only mechanical skill
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Šta se desilo? Sve dok je zadatak uključivao samo mehaničke veštine
09:39
bonuses worked as they would be expected:
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bonusi su funkcionisali kao što je očekivano:
09:41
the higher the pay, the better the performance.
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što je veća nagrada, bolja je izvedba.
09:45
Okay? But one the task called for
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Okej? Ali čim zadatak aktivira
09:47
even rudimentary cognitive skill,
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čak i samo osnovne kognitivne sposobnosti,
09:51
a larger reward led to poorer performance.
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veća nagrada vodi to slabijeg izvršenja.
09:56
Then they said,
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Onda su rekli,
09:58
"Okay let's see if there's any cultural bias here.
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"Okej, hajde da vidimo da li ovde postoji neka kulturna pristrasnost.
10:00
Lets go to Madurai, India and test this."
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Hajdemo u Madurai, u Indiju, i testirajmo ovo."
10:02
Standard of living is lower.
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Životni standard je niži.
10:04
In Madurai, a reward that is modest in North American standards,
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Nagrada koja je po američkim standardima skromna, u Maduraju
10:07
is more meaningful there.
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mnogo više znači.
10:10
Same deal. A bunch of games, three levels of rewards.
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Ista stvar. Gomila igara, tri nivoa nagrada.
10:13
What happens?
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Šta se dešava?
10:15
People offered the medium level of rewards
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Ljudi kojima je ponuđen srednji nivo nagrade
10:18
did no better than people offered the small rewards.
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nisu bili ništa bolji od onih kojima su ponuđene male nagrade.
10:21
But this time, people offered the highest rewards,
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Ali ovog puta, ljudi kojima je ponuđena najveća nagrada
10:25
they did the worst of all.
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su postigli najlošije rezultate.
10:29
In eight of the nine tasks we examined across three experiments,
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U osam od devet zadataka koje smo proučili kroz tri eksperimenta,
10:32
higher incentives led to worse performance.
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veće nagrade vodile su lošijim izvedbama.
10:37
Is this some kind of touchy-feely
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Da li se to ovde dešava nekakva
10:40
socialist conspiracy going on here?
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intuitivna socijalistička zavera?
10:43
No. These are economists from MIT,
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Ne. Ovo su ekonomsti sa MIT-a,
10:46
from Carnegie Mellon, from the University of Chicago.
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sa Karnegi Melona, sa univerziteta u Čikagu.
10:49
And do you know who sponsored this research?
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A znate li ko je sponzorisao ovo istraživanje?
10:51
The Federal Reserve Bank of the United States.
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Banka Federalnih Rezervi Sjedinjenih Država.
10:55
That's the American experience.
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To je američko iskustvo.
10:57
Let's go across the pond to the London School of Economics --
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Pođimo preko bare u londonsku Školu Ekonomije.
11:00
LSE, London School of Economics,
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LSE (London Shcool of Economics), londonska škola ekonomije.
11:03
alma mater of 11 Nobel Laureates in economics.
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Kolevka 11 dobitnika Nobelove nagrade za ekonomiju.
11:06
Training ground for great economic thinkers
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Mesto gde su učili velikani ekonomije
11:09
like George Soros, and Friedrich Hayek,
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kao što su Džordž Soros i Fridrih Hajek
11:12
and Mick Jagger. (Laughter)
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i Mik Džeger. (smeh)
11:14
Last month, just last month,
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Prošlog meseca, samo prošlog meseca,
11:18
economists at LSE looked at 51 studies
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ekonomisti sa LSE pregledali su 51 studiju
11:21
of pay-for-performance plans, inside of companies.
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planova za plaćanje po učinku, iz kompanija.
11:24
Here's what the economists there said: "We find that financial incentives
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Evo šta su tamošnji ekonomisti rekli: "Mislimo da finansijski motivi
11:27
can result in a negative impact on overall performance."
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za rezultat mogu imati negativan uticaj na ukupno postignuće."
11:33
There is a mismatch between what science knows
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Postoji neslaganje između onoga što nauka zna
11:36
and what business does.
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i onoga što biznis radi.
11:38
And what worries me, as we stand here in the rubble
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Ono što me brine, dok stojimo na ruševinama
11:41
of the economic collapse,
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ekonomske propasti,
11:43
is that too many organizations
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jeste to što previše organizacija
11:45
are making their decisions,
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donosi odluke
11:47
their policies about talent and people,
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i pravila o talentu i ljudima,
11:49
based on assumptions that are outdated, unexamined,
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koje su zasnovane na zastarelim, neproverenim pretpostavkama,
11:55
and rooted more in folklore than in science.
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i ukorenjene u folkloru, a ne u nauci.
11:58
And if we really want to get out of this economic mess,
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I ako stvarno želimo da izađemo iz ovog ekonomskog haosa
12:01
and if we really want high performance on those
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i ako želimo visoko postignuće na tim
12:03
definitional tasks of the 21st century,
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jasnim zadacima 21. veka,
12:05
the solution is not to do more of the wrong things,
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rešenje nije u tome da radimo još pogrešnih stvari.
12:11
to entice people with a sweeter carrot,
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Da mamimo ljude slađom šargarepom
12:14
or threaten them with a sharper stick.
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ili da im pretimo oštrijim štapom.
12:16
We need a whole new approach.
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Potreban nam je potpuno novi pristup.
12:18
And the good news about all of this is that the scientists
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A dobra vest u vezi sa svim ovim je da su nam naučnici,
12:20
who've been studying motivation have given us this new approach.
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koji se bave proučavanjem motivacije, dali taj novi pristup.
12:23
It's an approach built much more around intrinsic motivation.
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To je pristup koji je zasnovan mnogo više na intrinzičnoj motivaciji.
12:26
Around the desire to do things because they matter,
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Na želji da se rade stvari jer su bitne,
12:28
because we like it, because they're interesting,
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jer nam se sviđaju, jer su zanimljive,
12:30
because they are part of something important.
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jer su deo nečeg važnog.
12:32
And to my mind, that new operating system for our businesses
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I po mom mišljenju, taj novi operativni sistem za naše poslove
12:36
revolves around three elements:
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se vrti oko tri elementa:
12:38
autonomy, mastery and purpose.
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autonomije, majstorstva i svrhe.
12:41
Autonomy: the urge to direct our own lives.
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Autonomija, potreba da upravljamo svojim životima.
12:44
Mastery: the desire to get better and better at something that matters.
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Majstorstvo, želja da budemo bolji i bolji u nečemu što je bitno.
12:48
Purpose: the yearning to do what we do
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Svrha, želja da radimo ono što radimo
12:51
in the service of something larger than ourselves.
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u svrhu nečega što je veće od nas samih.
12:54
These are the building blocks of an entirely new operating system
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To je građa potpuno novog operativnog sistema
12:57
for our businesses.
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za naše poslove.
12:59
I want to talk today only about autonomy.
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Danas želim da pričam samo o autonomiji.
13:03
In the 20th century, we came up with this idea of management.
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U dvadesetom veku izmislili smo menadžment.
13:06
Management did not emanate from nature.
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Menadžment ne potiče iz prirode.
13:08
Management is like -- it's not a tree,
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Menadžment je - to nije nešto kao drvo.
13:10
it's a television set.
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To je kao televizor.
13:12
Okay? Somebody invented it.
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Okej? Neko ga je izmislio.
13:14
And it doesn't mean it's going to work forever.
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I to ne znači da će zauvek da funkcioniše.
13:16
Management is great.
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Menadžement je super.
13:18
Traditional notions of management are great
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Tradicionalne ideje menadžmenta su odlične
13:20
if you want compliance.
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ako želite potčinjenost.
13:22
But if you want engagement, self-direction works better.
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Ali ako želite uključenost, samo-usmeravanje je bolje.
13:25
Let me give you some examples of some kind of radical
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Daću vam neke primere nekih radikalnih
13:27
notions of self-direction.
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ideja samousmeravanja.
13:29
What this means -- you don't see a lot of it,
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Šta ovo znači - ne vidite ga mnogo,
13:32
but you see the first stirrings of something really interesting going on,
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ali vidite prva komešanja nečega veoma interesantnog.
13:35
because what it means is paying people adequately
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Jer to znači adekvatno i fer
13:37
and fairly, absolutely --
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plaćanje ljudi, apsolutno.
13:39
getting the issue of money off the table,
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Otklanjanje problema novca sa dnevnog reda.
13:41
and then giving people lots of autonomy.
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I onda, davanje ljudima mnogo autonomije.
13:43
Let me give you some examples.
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Daću vam neke primere.
13:45
How many of you have heard of the company Atlassian?
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Koliko vas je čulo za kompaniju Atlassian?
13:49
It looks like less than half.
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Izgleda manje od pola.
13:51
(Laughter)
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(smeh)
13:53
Atlassian is an Australian software company.
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Atlassian je australijska softverska kompanija.
13:57
And they do something incredibly cool.
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Oni rade nešto neverovatno kul.
13:59
A few times a year they tell their engineers,
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Nekoliko puta godišnje kažu svojim inženjerima,
14:01
"Go for the next 24 hours and work on anything you want,
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"Naredna 24 sata idite i bavite se čime god želite,
14:05
as long as it's not part of your regular job.
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samo da to ne bude vaš redovan posao.
14:07
Work on anything you want."
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Radite na bilo čemu što želite."
14:09
So that engineers use this time to come up with
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To vreme inženjeri koriste da smisle
14:11
a cool patch for code, come up with an elegant hack.
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kul kod, ili elegantne izmene.
14:14
Then they present all of the stuff that they've developed
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Onda predstavljaju svojim kolegama
14:17
to their teammates, to the rest of the company,
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i ostatku kompanije sve što su razvili,
14:20
in this wild and wooly all-hands meeting
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na tom ludom zajedničkom sastanku
14:22
at the end of the day.
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na kraju dana.
14:24
And then, being Australians, everybody has a beer.
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I onda, pošto su Australijanci, svi popiju po pivo.
14:26
They call them FedEx Days.
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Oni to zovu FedEx (kurirska služba) dani.
14:29
Why? Because you have to deliver something overnight.
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Zašto? Zato što morate da isporučite nešto preko noći.
14:35
It's pretty. It's not bad. It's a huge trademark violation,
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Simpatično je. Nije loše. To je ogromna povreda zaštitnog znaka.
14:37
but it's pretty clever.
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Ali je prilično pametno.
14:39
(Laughter)
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(smeh)
14:40
That one day of intense autonomy
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Taj jedan dan intenzivne autonomije
14:42
has produced a whole array of software fixes
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proizveo je čitav niz popravki za softver
14:44
that might never have existed.
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koje možda nikada ne bi postojale.
14:46
And it's worked so well that Atlassian has taken it to the next level
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I to je tako dobro išlo, da je Atlassian to digao na viši nivo,
14:48
with 20 Percent Time --
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sa "20 posto vremena".
14:50
done, famously, at Google --
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Što je popularizovao Gugl.
14:52
where engineers can work, spend 20 percent of their time
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Kada inženjeri mogu da potroše 20% svog vremena
14:54
working on anything they want.
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radeći na bilo čemu što požele.
14:56
They have autonomy over their time,
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Vladaju svojim vremenom,
14:58
their task, their team, their technique.
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svojim zadatkom, svojim timom, svojom tehnikom.
15:00
Okay? Radical amounts of autonomy.
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Okej? Radikalne količine autonomije,
15:02
And at Google, as many of you know,
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i u Guglu, kao što mnogi od vas znaju,
15:06
about half of the new products in a typical year
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oko polovina novih proizvoda u prosečnoj godini
15:08
are birthed during that 20 Percent Time:
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nastaje tokom tih 20 Procenata vremena.
15:11
things like Gmail, Orkut, Google News.
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Stvari kao što su Gmail, Orkut, Google News.
15:14
Let me give you an even more radical example of it:
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Daću vam još radikalniji primer toga.
15:17
something called the Results Only Work Environment,
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Nešto što se zove Results Only Work Environment.
15:19
the ROWE,
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ROWE (Radno okruženje usmereno na rezultate).
15:21
created by two American consultants, in place
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Kreirala su ga dva američka konsultanta
15:23
in place at about a dozen companies around North America.
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za desetak kompanija širom Severne Amerike.
15:25
In a ROWE people don't have schedules.
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U ROWE programu ljudi nemaju rasporede.
15:29
They show up when they want.
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Pojave se kad god žele.
15:31
They don't have to be in the office at a certain time,
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Ne moraju da budu u kancelariji u određeno vreme,
15:33
or any time.
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ili u bilo koje vreme.
15:35
They just have to get their work done.
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Samo moraju da završe svoj posao.
15:37
How they do it, when they do it,
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Kako rade, kada rade,
15:39
where they do it, is totally up to them.
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gde rade, potpuno je prepušteno njima.
15:42
Meetings in these kinds of environments are optional.
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Sastanci u ovakvim radnim okruženjima su potpuno opcioni.
15:46
What happens?
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Šta se dešava?
15:48
Almost across the board, productivity goes up,
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Skoro u svim delovima produktivnost raste,
15:51
worker engagement goes up,
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angažovanost radnika raste,
15:54
worker satisfaction goes up, turnover goes down.
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zadovoljstvo radnika raste, fluktuacija je manja.
15:57
Autonomy, mastery and purpose,
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Autonomija, majstorstvo i svrha.
15:59
These are the building blocks of a new way of doing things.
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To je građa novog načina na koji se rade stvari.
16:01
Now some of you might look at this and say,
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Neki od vas će možda pogledati ovo i reći,
16:04
"Hmm, that sounds nice, but it's Utopian."
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"Hmm, to zvuči lepo. Ali to je Utopija."
16:07
And I say, "Nope. I have proof."
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A ja kažem, "Jok. Imam dokaz."
16:12
The mid-1990s, Microsoft started
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Sredinom osamdesetih, Microsoft je pokrenuo
16:14
an encyclopedia called Encarta.
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jednu enciklopediju koja se zvala Enkarta.
16:16
They had deployed all the right incentives,
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Razvijali su sve ispravne motivatore.
16:18
all the right incentives. They paid professionals to
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Sve ispravne motivatore. Platili su profesionalcima da
16:21
write and edit thousands of articles.
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pišu i uređuju hiljade članaka.
16:23
Well-compensated managers oversaw the whole thing
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Dobro plaćeni menadžeri nadgledali su celu stvar
16:25
to make sure it came in on budget and on time.
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da se uvere da će biti na vreme i u okviru budžeta.
16:30
A few years later another encyclopedia got started.
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Nekoliko godina kasnije jedna druga enciklopedija je krenula.
16:32
Different model, right?
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Drugačiji model, je l' tako?
16:35
Do it for fun. No one gets paid a cent, or a Euro or a Yen.
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Radi zabave. Niko nije plaćen nijedan cent, ni euro, ni jen.
16:39
Do it because you like to do it.
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Radite zato što volite da radite.
16:42
Now if you had, just 10 years ago,
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Da ste, pre samo 10 godina,
16:45
if you had gone to an economist, anywhere,
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otišli kod ekonomiste, bilo gde,
16:47
and said, "Hey, I've got these two different models for creating an encyclopedia.
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i rekli, "Hej, imam dva modela za kreiranje enciklopedije.
16:51
If they went head to head, who would win?"
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Da je mrtva trka, ko bi pobedio?"
16:54
10 years ago you could not have found a single sober economist anywhere
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Pre 10 godina niste mogli naći jednog pribranog ekonomistu bilo gde
16:58
on planet Earth
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na planeti Zemlji,
17:00
who would have predicted the Wikipedia model.
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koji bi predvideo Wikipedia model.
17:02
This is the titanic battle between these two approaches.
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Ovo je bitka titana između ova dva pristupa.
17:05
This is the Ali-Frazier of motivation. Right?
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Ovo je motivacioni Ali-Frejzer meč. Zar ne?
17:08
This is the Thrilla' in Manila.
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Ovo je "Triler u Manili".
17:10
Alright? Intrinsic motivators versus extrinsic motivators.
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U redu? Intrinzični motivatori protiv ekstrinzičnih.
17:13
Autonomy, mastery and purpose,
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Autonomija, majstorstvo, svrha,
17:15
versus carrot and sticks. And who wins?
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protiv šargarepe i štapova. I ko pobeđuje?
17:17
Intrinsic motivation, autonomy, mastery and purpose,
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Intrinzični motivatori, autonomija, majstorstvo i svrha,
17:20
in a knockout. Let me wrap up.
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nokautom. Završiću.
17:24
There is a mismatch between what science knows and what business does.
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Postoji neslaganje između onoga što nauka zna i što biznis radi.
17:27
And here is what science knows.
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A evo šta nauka zna.
17:29
One: Those 20th century rewards,
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Jedan: nagrade dvadesetog veka,
17:31
those motivators we think are a natural part of business,
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ti motivatori za koje mislimo da su prirodni deo posla,
17:34
do work, but only in a surprisingly narrow band of circumstances.
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dobre su, ali samo u iznenađujuće malom opsegu situacija.
17:38
Two: Those if-then rewards often destroy creativity.
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Dva: ako-onda nagrade često uništavaju kreativnost.
17:42
Three: The secret to high performance
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Tri: tajna visokog postignuća
17:44
isn't rewards and punishments,
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nisu nagrade i kazne,
17:46
but that unseen intrinsic drive --
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nego nevidljivi unutrašnji pokretač.
17:48
the drive to do things for their own sake.
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Pokretač da se rade stvari zbog njih samih.
17:51
The drive to do things cause they matter.
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Pokretač da se rade stvari jer su bitne.
17:53
And here's the best part. Here's the best part.
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A evo i najboljeg dela. Evo najboljeg dela.
17:55
We already know this. The science confirms what we know in our hearts.
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Mi ovo već znamo. Nauka potvrđuje ono što u srcima znamo.
17:58
So, if we repair this mismatch
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Dakle, ako popravimo ovaj raskorak
18:01
between what science knows and what business does,
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između toga što nauka zna i onoga što biznis radi,
18:03
if we bring our motivation, notions of motivation
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ako unesemo motivaciju, ideje o motivaciji,
18:06
into the 21st century,
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u 21. vek,
18:08
if we get past this lazy, dangerous, ideology
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ako prođemo pored ove lenje, opasne ideologije
18:12
of carrots and sticks,
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šargarepe i štapova,
18:14
we can strengthen our businesses,
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možemo ojačati svoje poslove,
18:17
we can solve a lot of those candle problems,
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možemo rešiti mnogo onih problema sa svećom,
18:20
and maybe, maybe, maybe
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i možda, možda, možda,
18:24
we can change the world.
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možemo promeniti svet.
18:26
I rest my case.
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Slučaj završen.
18:28
(Applause)
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(aplauz)
ABOUT THE SPEAKER
Dan Pink - Career analystBidding 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.
Dan Pink | Speaker | TED.com