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談叫人意想不到的激勵科學

Filmed:
25,352,736 views

個人事業發展專家Dan Pink探討工作動機的謎團。他舉出一個社會學家都知道,而企業管理階層卻不懂的道理:傳統的奬勵並非如我們所想的湊效。他道出發人深省的故事,更指向一條新出路。
- 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自白書 at the outset開始 here.
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我首先想坦白供認一件事,
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後悔,
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我做了一件使我後悔至今的事,
00:21
something that I'm not particularly尤其 proud驕傲 of,
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這件事不太光采,
00:25
something that, in many許多 ways方法, I wish希望 no one would ever know,
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我也不想有人知道,
00:28
but here I feel kind of obliged有義務的 to reveal揭示.
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但今天,我覺得我有必要把它公開,
00:32
(Laughter笑聲)
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(笑聲)
00:34
In the late晚了 1980s,
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在一九八零年代後期,
00:36
in a moment時刻 of youthful青春的 indiscretion輕率,
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因為年輕人的一時輕率,
00:39
I went to law school學校.
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我居然入了法學院,
00:41
(Laughter笑聲)
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(笑聲)
00:45
Now, in America美國 law is a professional專業的 degree:
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現今在美國,法律學位是專業學位,
00:48
you get your university大學 degree, then you go on to law school學校.
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你先要拿一個大學學位,才能入讀法學院,
00:50
And when I got to law school學校,
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當年我進了法學院後
00:53
I didn't do very well.
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並沒有好好學習,
00:55
To put it mildly溫和, I didn't do very well.
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這個已是客氣的說法,
00:57
I, in fact事實, graduated畢業 in the part部分 of my law school學校 class
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老實點說,我畢業時的成績,
01:00
that made製作 the top最佳 90 percent百分 possible可能.
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成就了在我之上的十分之九的學生;
01:04
(Laughter笑聲)
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(笑聲)
01:08
Thank you.
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謝謝!
01:11
I never practiced law a day in my life;
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我一生中從沒當過律師,
01:14
I pretty漂亮 much wasn't allowed允許 to.
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基本上,我是沒有資格的,
01:16
(Laughter笑聲)
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(笑聲)
01:19
But today今天, against反對 my better judgment判斷,
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但今天,我要漠視自己的良好判斷,
01:22
against反對 the advice忠告 of my own擁有 wife妻子,
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漠視我太太的忠告,
01:25
I want to try to dust灰塵 off some of those legal法律 skills技能 --
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把我那些封塵的法律知識拿出來,
01:29
what's left of those legal法律 skills技能.
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雖然已經所餘無幾,
01:31
I don't want to tell you a story故事.
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我並不是要講故事,
01:34
I want to make a case案件.
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我想作一個陳述,
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I want to make a hard-headed頭腦冷靜, evidence-based循證,
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一個實實在在,有根有據的陳述,
01:40
dare I say lawyerly身為律師 case案件,
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一個使我們重新思考
01:43
for rethinking重新思考 how we run our businesses企業.
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我們的企業運作的法律陳述。
01:47
So, ladies女士們 and gentlemen紳士 of the jury陪審團, take a look at this.
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好了,各位陪審員先生女士,請看看﹔
01:51
This is called the candle蠟燭 problem問題.
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這個叫作「蠟燭難題」
01:53
Some of you might威力 have seen看到 this before.
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你們或者曾經見過,
01:55
It's created創建 in 1945
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這是由一位名叫頓克的心理學家
01:57
by a psychologist心理學家 named命名 Karl卡爾 DunckerDuncker.
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在一九四五年想出來的,
01:59
Karl卡爾 DunckerDuncker created創建 this experiment實驗
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頓克這個實驗,
02:01
that is used in a whole整個 variety品種 of experiments實驗 in behavioral行為的 science科學.
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被廣泛的應用在各類的行為科學研究中,
02:04
And here's這裡的 how it works作品. Suppose假設 I'm the experimenter實驗者.
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實驗是這樣的,設想我是實驗人員,
02:07
I bring帶來 you into a room房間. I give you a candle蠟燭,
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我帶你進入一個房間,給你一支蠟燭,
02:11
some thumbtacks圖釘 and some matches火柴.
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一些按釘和幾根火柴,
02:13
And I say to you, "Your job工作
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然後跟你說:「請你
02:15
is to attach連接 the candle蠟燭 to the wall
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把蠟燭黏到牆壁上去,
02:17
so the wax doesn't drip onto the table." Now what would you do?
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但蠟不可滴到桌子上。」你會怎麼做?
02:21
Now many許多 people begin開始 trying to thumbtack圖釘 the candle蠟燭 to the wall.
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很多人會嘗試用按釘把蠟燭釘在牆上,
02:25
Doesn't work.
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那當然不成,
02:27
Somebody, some people -- and I saw somebody
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我見到一些在座的朋友,
02:29
kind of make the motion運動 over here --
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在用動作示意,
02:31
some people have a great idea理念 where they
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有些人想到了,
02:33
light the match比賽, melt熔化 the side of the candle蠟燭, try to adhere附著 it to the wall.
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用火柴把蠟燭的邊融了,試圖把它黏到牆上,
02:37
It's an awesome真棒 idea理念. Doesn't work.
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這個主意很好,但也不成功,
02:40
And eventually終於, after five or 10 minutes分鐘,
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慢慢地,五分鐘、十分鐘後,
02:43
most people figure數字 out the solution,
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很多人都找到答案了,
02:45
which哪一個 you can see here.
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就是這個,
02:47
The key is to overcome克服 what's called functional實用 fixedness固定性.
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關鍵在於我們要克服一個叫「功能固着」的心理障礙,
02:50
You look at that box and you see it only as a receptacle容器 for the tacks釘子.
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你見到這個盒子,就把它當成載釘子的工具,
02:54
But it can also have this other function功能,
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但它也可以有其他用途啊,
02:56
as a platform平台 for the candle蠟燭. The candle蠟燭 problem問題.
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若把它作為蠟燭的平台,難題便得到解決,
03:00
Now I want to tell you about an experiment實驗
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現在我要講一個
03:02
using運用 the candle蠟燭 problem問題,
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利用蠟燭難題的實驗,
03:04
doneDONE by a scientist科學家 named命名 Sam山姆 GlucksbergGlucksberg,
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這是由一位叫格魯茲堡的科學家做的,
03:06
who is now at Princeton普林斯頓 University大學 in the U.S.
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他現在美國普林斯頓大學工作,
03:08
This shows節目 the power功率 of incentives獎勵.
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這個實驗表現出奬勵的力量,
03:12
Here's這裡的 what he did. He gathered雲集 his participants參與者.
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實驗是這樣的:他找來一批參與者,
03:14
And he said, "I'm going to time you. How quickly很快 you can solve解決 this problem問題?"
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對他們說:「我會為你們計時,看看誰最快能找到問題的答案。」
03:17
To one group he said,
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對其中一組,他說﹔
03:19
"I'm going to time you to establish建立 norms規範,
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「你們的時間
03:22
averages均線 for how long it typically一般 takes
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會用作建立平均數,
03:24
someone有人 to solve解決 this sort分類 of problem問題."
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來量度解決這個問題需時的標準。」
03:26
To the second第二 group he offered提供 rewards獎勵.
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對另外一組,他卻提供獎勵,
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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他說﹔「最快解難的四分一人
03:33
you get five dollars美元.
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可以得到五塊錢,
03:36
If you're the fastest最快的 of everyone大家 we're testing測試 here today今天,
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而今天最快的一位,
03:39
you get 20 dollars美元."
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可以得到二十塊錢。」
03:41
Now this is several一些 years年份 ago. Adjusted調整 for inflation通貨膨脹,
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這個實驗在多年前進行,把通漲算在內,
03:44
it's a decent正經 sum of money for a few少數 minutes分鐘 of work.
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以幾分鐘的實驗來說,那是不錯的報酬,
03:46
It's a nice不錯 motivator動力.
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也是一個很好的推動原素,
03:48
Question: How much faster更快
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問題是:
03:51
did this group solve解決 the problem問題?
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這一組比另一組快了多少呢?
03:53
Answer回答: It took them, on average平均,
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答案:
03:56
three and a half minutes分鐘 longer.
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是慢了三分半鐘,
04:00
Three and a half minutes分鐘 longer. Now this makes品牌 no sense right?
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是慢了三分半鐘!你會覺得沒有道理吧?
04:03
I mean, I'm an American美國. I believe in free自由 markets市場.
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我們美國人都相信自由市場嘛,
04:06
That's not how it's supposed應該 to work. Right?
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事情不應該是這樣的,你說是不是?
04:09
(Laughter笑聲)
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(笑聲)
04:10
If you want people to perform演出 better,
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如果你想某人改善表現,
04:12
you reward獎勵 them. Right?
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你便要給他獎勵,對嗎?
04:14
Bonuses獎金, commissions佣金, their own擁有 reality現實 show顯示.
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獎金啦,分紅利啦,讓他個人表演機會啦,
04:17
Incentivize激勵 them. That's how business商業 works作品.
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都是獎勵,商業社會就是這樣運作的,
04:21
But that's not happening事件 here.
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但這個實驗卻發現了事情並非這樣,
04:23
You've got an incentive激勵 designed設計 to
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你一心以為你設的奬勵,
04:25
sharpen削尖 thinking思維 and accelerate加速 creativity創造力,
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能使他們思考更快,創造力更高,
04:29
and it does just the opposite對面.
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誰知卻弄巧反拙,
04:31
It dulls變鈍 thinking思維 and blocks creativity創造力.
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思考失色了,創造力受到窒礙,
04:34
And what's interesting有趣 about this experiment實驗 is that it's not an aberration像差.
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你要知道,這個實驗結果並不是偶然的偏差,
04:37
This has been replicated複製 over and over
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重複又重複都得到同一結果,
04:40
and over again, for nearly幾乎 40 years年份.
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四十年來,沒有例外,
04:43
These contingent隊伍 motivators激勵 --
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這種外設的推動力,
04:46
if you do this, then you get that --
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你做了這個,便得到那個,
04:48
work in some circumstances情況.
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在某些情況下可行,
04:50
But for a lot of tasks任務, they actually其實 either don't work
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但在很多其他事情上卻不行,
04:53
or, often經常, they do harm危害.
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甚至有時會適得其反,
04:56
This is one of the most robust強大的 findings發現
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這是在社會科學界裡,
05:00
in social社會 science科學,
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最穩健的研究發現之一,
05:03
and also one of the most ignored忽視.
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卻也是最被人忽略的一個,
05:05
I spent花費 the last couple一對 of years年份 looking at the science科學 of
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這兩年來,我鑽研了
05:07
human人的 motivation動機,
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激發人類動機的科學研究,
05:09
particularly尤其 the dynamics動力學 of extrinsic外在 motivators激勵
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尤其是外在和內在動機
05:11
and intrinsic固有 motivators激勵.
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的互動,
05:13
And I'm telling告訴 you, it's not even close.
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我可以告訴你,兩者簡直南轅北轍,
05:15
If you look at the science科學, there is a mismatch不匹配
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從科學的角度看,
05:17
between之間 what science科學 knows知道 and what business商業 does.
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科學認知的和企業實行的並不相符,
05:21
And what's alarming驚人 here is that our business商業 operating操作 system系統 --
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這很令人擔心,想想我們的商業運作,
05:24
think of the set of assumptions假設 and protocols協議 beneath下面 our businesses企業,
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建基於這樣的一套假設和慣例,
05:27
how we motivate刺激 people, how we apply應用 our human人的 resources資源 --
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無論去推動員工,運用人力資源,
05:32
it's built內置 entirely完全 around these extrinsic外在 motivators激勵,
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都是利用這些外在動機,
05:35
around carrots蘿蔔 and sticks.
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一是物質奬勵,一是懲罰,
05:37
That's actually其實 fine for many許多 kinds of 20th century世紀 tasks任務.
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那在二十世紀的多類工作上都可行,
05:41
But for 21stST century世紀 tasks任務,
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但到了二十一世紀,
05:43
that mechanistic機械, reward-and-punishment獎勵和懲罰 approach途徑
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那種機械性、獎與罰的方法非但不可行,
05:47
doesn't work, often經常 doesn't work, and often經常 does harm危害.
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甚至會造成傷害,
05:51
Let me show顯示 you what I mean.
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讓我解釋一下,
05:53
So GlucksbergGlucksberg did another另一個 experiment實驗 similar類似 to this
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格魯茲堡再做另一個相似的實驗,
05:56
where he presented呈現 the problem問題 in a slightly different不同 way,
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他把問題稍作改動,
05:58
like this up here. Okay?
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像這樣,
06:01
Attach連接 the candle蠟燭 to the wall so the wax doesn't drip onto the table.
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把蠟燭黏到牆上而蠟不能滴到桌子上,
06:03
Same相同 deal合同. You: we're timing定時 for norms規範.
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同樣地:你的時間會用來定標準,
06:06
You: we're incentivizing建立激勵機制.
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而你會得到奬勵,
06:09
What happened發生 this time?
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結果怎樣?
06:11
This time, the incentivized誘因 group
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這次,有奬勵的一組
06:13
kicked the other group's集團 butt屁股.
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贏得很漂亮!
06:17
Why? Because when the tacks釘子 are out of the box,
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為甚麼?因為那些按釘不是放在盒子裡,
06:21
it's pretty漂亮 easy簡單 isn't it?
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答案很明顯吧!
06:25
(Laughter笑聲)
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(笑聲)
06:27
If-thenIF-THEN rewards獎勵 work really well
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「因果」式的獎勵
06:30
for those sorts排序 of tasks任務,
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在這些有簡單規則,
06:33
where there is a simple簡單 set of rules規則 and a clear明確 destination目的地
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並有清晰目標的工作上
06:35
to go to.
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很有效;
06:37
Rewards獎勵, by their very nature性質,
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獎勵的本身,
06:39
narrow狹窄 our focus焦點, concentrate集中 the mind心神;
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把我們的視野收窄,思想聚焦,
06:41
that's why they work in so many許多 cases.
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它就是這樣發揮作用,
06:43
And so, for tasks任務 like this,
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所以,像這一類工作,
06:45
a narrow狹窄 focus焦點, where you just see the goal目標 right there,
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視線瞄準,目標明確,
06:48
zoom放大 straight直行 ahead to it,
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思路就直向答案進發,
06:50
they work really well.
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奬勵就有效了;
06:52
But for the real真實 candle蠟燭 problem問題,
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但對於真正的蠟燭難題,
06:54
you don't want to be looking like this.
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你不會想這樣看,
06:56
The solution is not over here. The solution is on the periphery周邊.
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答案並不在那裡,答案在周邊,
06:58
You want to be looking around.
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你要到處看去尋找靈感,
07:00
That reward獎勵 actually其實 narrows變窄 our focus焦點
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獎勵只會收窄我們的視線,
07:02
and restricts限制 our possibility可能性.
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限制了可能性,
07:04
Let me tell you why this is so important重要.
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讓我告訴你這個認知的重要性,
07:07
In western西 Europe歐洲,
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在西歐,
07:09
in many許多 parts部分 of Asia亞洲,
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在亞洲很多地區,
07:11
in North America美國, in Australia澳大利亞,
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在北美、澳洲,
07:14
white-collar白領 workers工人 are doing less of
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白領員工越來越少做
07:16
this kind of work,
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這類工作,
07:18
and more of this kind of work.
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卻多做這類工作,
07:22
That routine常規, rule-based有章可循, left-brain左腦 work --
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那些流水式的、循規蹈矩的左腦工作,
07:25
certain某些 kinds of accounting會計, certain某些 kinds of financial金融 analysis分析,
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如某類會計、財務分析、
07:27
certain某些 kinds of computer電腦 programming程序設計 --
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某類電腦程式寫作,
07:29
has become成為 fairly相當 easy簡單 to outsource外包,
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已經很容易被外判,
07:31
fairly相當 easy簡單 to automate自動化.
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很容易自動化,
07:33
Software軟件 can do it faster更快.
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用軟件可以做得更快,
07:36
Low-cost低成本 providers供應商 around the world世界 can do it cheaper便宜.
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世界各地都有較低價的服務提供者,
07:38
So what really matters事項 are the more right-brained右腦
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所以關鍵的是那些右腦式的
07:42
creative創作的, conceptual概念上的 kinds of abilities能力.
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創造性、概念性的工作,
07:45
Think about your own擁有 work.
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想想你自己的工作,
07:48
Think about your own擁有 work.
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想想你自己的工作,
07:51
Are the problems問題 that you face面對, or even the problems問題
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你面對的問題,
07:53
we've我們已經 been talking about here,
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甚至我們現在在談的問題,
07:55
are those kinds of problems問題 -- do they have a clear明確 set of rules規則,
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是不是那類問題?
07:57
and a single solution? No.
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它們有沒有清晰的規則和單一的答案?沒有!
08:00
The rules規則 are mystifying神秘.
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只有令人困惑的規則,
08:02
The solution, if it exists存在 at all,
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答案,如果有的話,
08:04
is surprising奇怪 and not obvious明顯.
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是意想不到的、不明顯的,
08:07
Everybody每個人 in this room房間
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在座的每一位,
08:09
is dealing交易 with their own擁有 version
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都在應付各自的
08:12
of the candle蠟燭 problem問題.
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蠟燭難題,
08:14
And for candle蠟燭 problems問題 of any kind,
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而對於各式各樣的蠟燭難題,
08:17
in any field領域,
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各行各業的蠟燭難題,
08:19
those if-thenIF-THEN rewards獎勵,
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現在的商業社會賴於的
08:22
the things around which哪一個 we've我們已經 built內置 so many許多 of our businesses企業,
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那「因果」式的獎勵制度,
08:26
don't work.
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是行不通的,
08:28
Now, I mean it makes品牌 me crazy.
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那真叫我摸不著頭腦,
08:30
And this is not -- here's這裡的 the thing.
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這個問題,並非
08:32
This is not a feeling感覺.
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只是一種感覺,
08:35
Okay? I'm a lawyer律師; I don't believe in feelings情懷.
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我是律師嘛,我不信感覺的,
08:38
This is not a philosophy哲學.
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這也非哲學,
08:42
I'm an American美國; I don't believe in philosophy哲學.
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我是美國人,我不相信哲學,
08:44
(Laughter笑聲)
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(笑聲)
08:47
This is a fact事實 --
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這是事實,
08:50
or, as we say in my hometown家鄉 of Washington華盛頓, D.C.,
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像我們華盛頓人講的
08:52
a true真正 fact事實.
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一個「真的事實」,
08:54
(Laughter笑聲)
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(笑聲)
08:56
(Applause掌聲)
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(掌聲)
09:00
Let me give you an example of what I mean.
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讓我用一個例子說明一下,
09:02
Let me marshal元帥 the evidence證據 here,
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讓我整理一下我的論據,
09:04
because I'm not telling告訴 you a story故事, I'm making製造 a case案件.
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因為我不是在講故事,我在陳述一個論點,
09:06
Ladies女士們 and gentlemen紳士 of the jury陪審團, some evidence證據:
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陪審員先生女士,論據如下:
09:08
Dan Ariely艾瑞裡, one of the great economists經濟學家 of our time,
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當代數一數二的經濟學家阿拉利,
09:11
he and three colleagues同事, did a study研究 of some MITMIT students學生們.
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他和三位同事,利用麻省理工的學生,做了一個研究,
09:15
They gave these MITMIT students學生們 a bunch of games遊戲,
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他們給學生們一大堆各類
09:18
games遊戲 that involved參與 creativity創造力,
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需要創意、
09:20
and motor發動機 skills技能, and concentration濃度.
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靈巧和專注的遊戲,
09:22
And the offered提供 them, for performance性能,
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並因應表現,
09:24
three levels水平 of rewards獎勵:
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提供三重奬勵,
09:26
small reward獎勵, medium reward獎勵, large reward獎勵.
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小奬勵、中奬勵、大奬勵
09:31
Okay? If you do really well you get the large reward獎勵, on down.
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做得越好,奬勵越大,
09:35
What happened發生? As long as the task任務 involved參與 only mechanical機械 skill技能
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結果怎樣呢?只要遊戲只要求機械性的技巧
09:39
bonuses獎金 worked工作 as they would be expected預期:
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奬品就如所料的發揮作用,
09:41
the higher更高 the pay工資, the better the performance性能.
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奬勵越大,表現越好,
09:45
Okay? But one the task任務 called for
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但只要那個遊戲,
09:47
even rudimentary初步 cognitive認知 skill技能,
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要求即使是最低層次的思考方法,
09:51
a larger reward獎勵 led to poorer performance性能.
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奬勵越大,表現越差,
09:56
Then they said,
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他們想:
09:58
"Okay let's see if there's any cultural文化 bias偏壓 here.
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「文化差異是不是一個因素呢?
10:00
Lets讓我們 go to Madurai馬杜賴, India印度 and test測試 this."
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讓我們到印度馬度拉去測試一下。」
10:02
Standard標準 of living活的 is lower降低.
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在馬度拉,生活指數較低,
10:04
In Madurai馬杜賴, a reward獎勵 that is modest謙虛 in North American美國 standards標準,
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一個在美國一般的奬勵,
10:07
is more meaningful富有意義的 there.
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在那裡已經很有吸引力,
10:10
Same相同 deal合同. A bunch of games遊戲, three levels水平 of rewards獎勵.
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同一樣的規則,一堆遊戲,三重奬勵,
10:13
What happens發生?
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結果呢?
10:15
People offered提供 the medium level水平 of rewards獎勵
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得到中級奬勵的人,
10:18
did no better than people offered提供 the small rewards獎勵.
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並不比拿小奬勵的做得好,
10:21
But this time, people offered提供 the highest最高 rewards獎勵,
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但這次,得到大奬的人,
10:25
they did the worst最差 of all.
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表現是最差的,
10:29
In eight of the nine tasks任務 we examined檢查 across橫過 three experiments實驗,
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在九個遊戲當中,有八個
10:32
higher更高 incentives獎勵 led to worse更差 performance性能.
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是奬勵越高,表現越差的,
10:37
Is this some kind of touchy-feely煽情
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這是不是甚麼社會主義者
10:40
socialist社會主義的 conspiracy陰謀 going on here?
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裝神弄鬼的陰謀?
10:43
No. These are economists經濟學家 from MITMIT,
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可不是呢,他們是麻省理工、卡内基·梅隆、
10:46
from Carnegie卡內基 Mellon梅隆, from the University大學 of Chicago芝加哥.
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芝加哥大學的經濟學家啊
10:49
And do you know who sponsored贊助 this research研究?
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還有,你猜是誰贊助這個研究?
10:51
The Federal聯邦 Reserve保留 Bank銀行 of the United聯合的 States狀態.
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是美國的聯邦儲備銀行,
10:55
That's the American美國 experience經驗.
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好一個美國式體驗!
10:57
Let's go across橫過 the pond池塘 to the London倫敦 School學校 of Economics經濟學 --
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又讓我們越洋到倫敦經濟學院,
11:00
LSELSE, London倫敦 School學校 of Economics經濟學,
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是LSE,倫敦的經濟學院!
11:03
alma母校 mater母校 of 11 Nobel諾貝爾 Laureates獲獎者 in economics經濟學.
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十一位諾貝爾經濟學得主的母校,
11:06
Training訓練 ground地面 for great economic經濟 thinkers思想家
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偉大經濟思想家的搖籃,
11:09
like George喬治 Soros索羅斯, and Friedrich弗里德里希 Hayek哈耶克,
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例如索羅斯、海耶克、
11:12
and Mick米克 Jagger. (Laughter笑聲)
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和米積加,(笑聲)
11:14
Last month, just last month,
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就在上個月,
11:18
economists經濟學家 at LSELSE looked看著 at 51 studies學習
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LSE的經濟學家分析五十一個研究,
11:21
of pay-for-performance付費的性能 plans計劃, inside of companies公司.
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都是圍繞企業内據工作表現決定薪酬的計劃,
11:24
Here's這裡的 what the economists經濟學家 there said: "We find that financial金融 incentives獎勵
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經濟學家們的結論是這樣的:
11:27
can result結果 in a negative impact碰撞 on overall總體 performance性能."
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「我們發現金錢的奬勵可以造成整體表現的負面影響。」
11:33
There is a mismatch不匹配 between之間 what science科學 knows知道
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科學的結論和企業的實踐
11:36
and what business商業 does.
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背道而馳,
11:38
And what worries me, as we stand here in the rubble瓦礫
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使我憂慮的是,我們今天
11:41
of the economic經濟 collapse坍方,
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站在經濟陷落後的廢墟中,
11:43
is that too many許多 organizations組織
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卻仍有太多的機構,
11:45
are making製造 their decisions決定,
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還是根據一些過時、沒受考驗的,
11:47
their policies政策 about talent天賦 and people,
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只憑傳統而非科學驗證的想法,
11:49
based基於 on assumptions假設 that are outdated過時的, unexamined渾渾噩噩,
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去作出決定,
11:55
and rooted more in folklore民俗學 than in science科學.
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去製定人力資源的政策,
11:58
And if we really want to get out of this economic經濟 mess食堂,
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而我們極需走出這個經濟爛攤子,
12:01
and if we really want high performance性能 on those
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如果我們真正想在二十一世紀的工作上,
12:03
definitional的定義 tasks任務 of the 21stST century世紀,
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有高水準的表現,
12:05
the solution is not to do more of the wrong錯誤 things,
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就要改變那行不通的路,
12:11
to entice誘惑 people with a sweeter更甜 carrot胡蘿蔔,
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利用甜頭去利誘人,
12:14
or threaten威脅 them with a sharper更清晰 stick.
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或用手段去恐嚇人,
12:16
We need a whole整個 new approach途徑.
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我們需要一個全新的取向,
12:18
And the good news新聞 about all of this is that the scientists科學家們
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好消息是,
12:20
who've誰一直 been studying研究 motivation動機 have given特定 us this new approach途徑.
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那些研究行為動機的科學家,已經給了我們答案,
12:23
It's an approach途徑 built內置 much more around intrinsic固有 motivation動機.
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新的理念是多利用內在動機,
12:26
Around the desire慾望 to do things because they matter,
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我們對重要的事、喜歡做的事、
12:28
because we like it, because they're interesting有趣,
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有意思的事、可以有更大貢獻的事,
12:30
because they are part部分 of something important重要.
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都有想把它做好的渴望,
12:32
And to my mind心神, that new operating操作 system系統 for our businesses企業
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我認為,新的企業運作模式,
12:36
revolves圍繞 around three elements分子:
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圍繞三個元素,
12:38
autonomy自治, mastery征服 and purpose目的.
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自主性、掌握度、使命感,
12:41
Autonomy自治: the urge敦促 to direct直接 our own擁有 lives生活.
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自主性是主宰自己生命的動力,
12:44
Mastery征服: the desire慾望 to get better and better at something that matters事項.
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掌握度,是對自己重視的工作有做好的願望,
12:48
Purpose目的: the yearning懷念 to do what we do
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使命感,是對自己工作
12:51
in the service服務 of something larger than ourselves我們自己.
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能對個人以外有所貢獻的渴望,
12:54
These are the building建造 blocks of an entirely完全 new operating操作 system系統
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這都是全新企業運作系統
12:57
for our businesses企業.
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的基石,
12:59
I want to talk today今天 only about autonomy自治.
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我今天只想談一談自主性,
13:03
In the 20th century世紀, we came來了 up with this idea理念 of management管理.
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二十世紀,冒出了「管理」這個概念,
13:06
Management管理 did not emanate發出 from nature性質.
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管理並非由自然產生出來,
13:08
Management管理 is like -- it's not a tree,
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它不像一棵樹,
13:10
it's a television電視 set.
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它像一台電視機,
13:12
Okay? Somebody invented發明 it.
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它是由人發明出來的,
13:14
And it doesn't mean it's going to work forever永遠.
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那並不表示,它能永遠運作良好,
13:16
Management管理 is great.
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管理學很管用,
13:18
Traditional傳統 notions概念 of management管理 are great
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若你要追求遵從規矩的制度,
13:20
if you want compliance合規.
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傳統的管理概念很有效,
13:22
But if you want engagement訂婚, self-direction自導自演 works作品 better.
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但如果你要對工作投入,自我主導會更見效,
13:25
Let me give you some examples例子 of some kind of radical激進
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讓我用一些例子,解釋一下
13:27
notions概念 of self-direction自導自演.
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自我主導的概念,
13:29
What this means手段 -- you don't see a lot of it,
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你不會常常見到自我主導的出現,
13:32
but you see the first stirrings蛛絲馬跡 of something really interesting有趣 going on,
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但你已經可以見到一些很有意思的事情在發展,
13:35
because what it means手段 is paying付款 people adequately充分
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它的意思是:給予人足夠的、
13:37
and fairly相當, absolutely絕對 --
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合理的薪金,
13:39
getting得到 the issue問題 of money off the table,
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錢不再是著眼點,
13:41
and then giving people lots of autonomy自治.
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然後給他們很多的自決空間,
13:43
Let me give you some examples例子.
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讓我給你一些例子,
13:45
How many許多 of you have heard聽說 of the company公司 AtlassianAtlassian的?
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你們有沒有聽過一間叫阿拉斯安的公司?
13:49
It looks容貌 like less than half.
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好像不夠一半人聽過,
13:51
(Laughter笑聲)
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(笑聲)
13:53
AtlassianAtlassian的 is an Australian澳大利亞 software軟件 company公司.
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阿拉斯安是一間澳洲的軟件公司,
13:57
And they do something incredibly令人難以置信 cool.
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他們做的東西真夠酷,
13:59
A few少數 times a year they tell their engineers工程師,
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每年有幾次他們會對工程師們說:
14:01
"Go for the next下一個 24 hours小時 and work on anything you want,
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「由現在起二十四小時内,你們做甚麼也可以,
14:05
as long as it's not part部分 of your regular定期 job工作.
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只要不是你平常的工作,
14:07
Work on anything you want."
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做甚麼也可以。」
14:09
So that engineers工程師 use this time to come up with
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他們的工程師就用了這些時間,
14:11
a cool patch補丁 for code, come up with an elegant優雅 hack.
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編些很有趣的碼、絕妙的駭客程式等,
14:14
Then they present當下 all of the stuff東東 that they've他們已經 developed發達
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在當天完結前,
14:17
to their teammates隊友, to the rest休息 of the company公司,
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他們舉行一個意念橫飛的會議,
14:20
in this wild野生 and wooly羊毛制的 all-hands全手 meeting會議
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在組員和公司的其他同事面前,
14:22
at the end結束 of the day.
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發表他們想出來的東西,
14:24
And then, being存在 Australians澳大利亞人, everybody每個人 has a beer啤酒.
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然後,身為澳洲人,當然都喝啤酒盡興,
14:26
They call them FedEx聯邦快遞 Days.
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他們叫這天為聯邦快遞日,
14:29
Why? Because you have to deliver交付 something overnight過夜.
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為甚麼?因為他們要在一天之內「交貨」,
14:35
It's pretty漂亮. It's not bad. It's a huge巨大 trademark商標 violation違反,
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這個做法不錯,雖然侵用了別人的商標,
14:37
but it's pretty漂亮 clever聰明.
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但這個主意很聰明,
14:39
(Laughter笑聲)
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(笑聲)
14:40
That one day of intense激烈 autonomy自治
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這一天的高度自主,
14:42
has produced生成 a whole整個 array排列 of software軟件 fixes修復
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促進了各類
14:44
that might威力 never have existed存在.
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原本可能永不會出現的軟件提升,
14:46
And it's worked工作 so well that AtlassianAtlassian的 has taken採取 it to the next下一個 level水平
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發現這個方法的好處,阿拉斯安把它提升到更高的層次,
14:48
with 20 Percent百分 Time --
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叫作「五分一時間」,
14:50
doneDONE, famously著名, at Google谷歌 --
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這個方法在谷歌得到發揚光大,
14:52
where engineers工程師 can work, spend 20 percent百分 of their time
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谷歌的員工,可以花五分之一的時間,
14:54
working加工 on anything they want.
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做任何他們想做的事,
14:56
They have autonomy自治 over their time,
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他們在自己的工作時間、
14:58
their task任務, their team球隊, their technique技術.
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工作內容 、所屬團隊 、所需技巧等都有自主權,
15:00
Okay? Radical激進 amounts of autonomy自治.
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那是很全面性的自主權,
15:02
And at Google谷歌, as many許多 of you know,
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有很多人都知道,在谷歌,
15:06
about half of the new products製品 in a typical典型 year
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差不多一半的新產品,
15:08
are birthed生產經歷 during that 20 Percent百分 Time:
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都是在這五分一時間内誕生的,
15:11
things like GmailGmail的, OrkutOrkut的, Google谷歌 News新聞.
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例如Gmail、Orkut、谷歌新聞等,
15:14
Let me give you an even more radical激進 example of it:
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讓我再舉一個更革命性的例子,
15:17
something called the Results結果 Only Work Environment環境,
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有一種叫「只看結果的工作環境」
15:19
the ROWEROWE,
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英文簡稱為ROWE,
15:21
created創建 by two American美國 consultants顧問, in place地點
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由兩位美國的顧問專家創造,
15:23
in place地點 at about a dozen companies公司 around North America美國.
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在十多所北美的公司實行,
15:25
In a ROWEROWE people don't have schedules時間表.
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在ROWE的制度下,員工沒有工作時間表,
15:29
They show顯示 up when they want.
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他們喜歡就上班,
15:31
They don't have to be in the office辦公室 at a certain某些 time,
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沒有設定待在辦公室的時段,
15:33
or any time.
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甚至不用到辦公室,
15:35
They just have to get their work doneDONE.
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他們只需把工作完成,
15:37
How they do it, when they do it,
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至於他們怎麼完成,甚麼時候完成,
15:39
where they do it, is totally完全 up to them.
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在甚麼地方完成,完全由他,
15:42
Meetings會議 in these kinds of environments環境 are optional可選的.
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在這種工作環境下,會議並不是必須的,
15:46
What happens發生?
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效果怎樣呢?
15:48
Almost幾乎 across橫過 the board, productivity生產率 goes up,
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差不多所有此類公司的生產力都上升,
15:51
worker工人 engagement訂婚 goes up,
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員工的投入感上升,
15:54
worker工人 satisfaction滿意 goes up, turnover周轉 goes down.
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員工的滿足感上升,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、掌握度、使命感,
15:59
These are the building建造 blocks of a new way of doing things.
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這都是新工作方式的基本單元,
16:01
Now some of you might威力 look at this and say,
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你們或許會說:
16:04
"Hmm, that sounds聲音 nice不錯, but it's Utopian烏托邦."
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「嗯,雖然很好聽,但那是烏托邦,並不存在的。」
16:07
And I say, "Nope. I have proof證明."
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我回答:「錯,我有證據。」
16:12
The mid-中-1990s, Microsoft微軟 started開始
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在一九九零年代中期,
16:14
an encyclopedia百科全書 called Encarta百科全書.
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微軟著手建立一套叫Encarta的百科全書,
16:16
They had deployed部署 all the right incentives獎勵,
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他們調動了最理想的獎勵,
16:18
all the right incentives獎勵. They paid支付 professionals專業人士 to
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請來一群專家,
16:21
write and edit編輯 thousands數千 of articles用品.
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去撰寫幾千篇文章,
16:23
Well-compensated那麼補償 managers經理 oversaw監督 the whole整個 thing
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還高薪聘請好些管理人員去統籌,
16:25
to make sure it came來了 in on budget預算 and on time.
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以期能在預定的時間和開支範圍內完成,
16:30
A few少數 years年份 later後來 another另一個 encyclopedia百科全書 got started開始.
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幾年後,另外一個百科全書誕生了,
16:32
Different不同 model模型, right?
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用不同的模式運作,
16:35
Do it for fun開玩笑. No one gets得到 paid支付 a cent一分錢, or a Euro歐元 or a Yen日元.
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大家純為興趣而做,
16:39
Do it because you like to do it.
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沒有人收到分毫,
16:42
Now if you had, just 10 years年份 ago,
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請你設想,十年前,
16:45
if you had gone走了 to an economist經濟學家, anywhere隨地,
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如果你問任何一個經濟學家,
16:47
and said, "Hey, I've got these two different不同 models楷模 for creating創建 an encyclopedia百科全書.
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「我手上有這兩個編輯百科全書的方法,
16:51
If they went head to head, who would win贏得?"
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若兩個競賽,那個會勝?」
16:54
10 years年份 ago you could not have found發現 a single sober清醒 economist經濟學家 anywhere隨地
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十年前,踏遍全球,你都不會找到
16:58
on planet行星 Earth地球
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一個頭腦清醒的經濟學家,
17:00
who would have predicted預料到的 the Wikipedia維基百科 model模型.
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能預見維基百科的成功,
17:02
This is the titanic泰坦尼克號 battle戰鬥 between之間 these two approaches方法.
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這是兩個動機方式的世紀決戰,
17:05
This is the Ali-Frazier阿里·弗雷澤 of motivation動機. Right?
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就像當年拳王阿里和費舍的大戰,對嗎?
17:08
This is the Thrilla'Thrilla“ in Manila馬尼拉.
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就是那場《決戰馬尼拉》,
17:10
Alright好的? Intrinsic固有 motivators激勵 versus extrinsic外在 motivators激勵.
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內在動機對撼外在動機,
17:13
Autonomy自治, mastery征服 and purpose目的,
379
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自主性、掌握度、使命感,
17:15
versus carrot胡蘿蔔 and sticks. And who wins?
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對抗獎與罰,誰勝?
17:17
Intrinsic固有 motivation動機, autonomy自治, mastery征服 and purpose目的,
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內在動機:自主性、掌握度、使命感,
17:20
in a knockout擊倒. Let me wrap up.
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獲得技術性擊倒。
17:24
There is a mismatch不匹配 between之間 what science科學 knows知道 and what business商業 does.
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現在讓我總結,科學所知與企業所行並不相符,
17:27
And here is what science科學 knows知道.
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科學所知的如下﹔
17:29
One: Those 20th century世紀 rewards獎勵,
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第一:那些二十世紀的獎勵方式,
17:31
those motivators激勵 we think are a natural自然 part部分 of business商業,
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那些我們以為是企業運作的自然元素,
17:34
do work, but only in a surprisingly出奇 narrow狹窄 band of circumstances情況.
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只能在一個比我們想像更狹窄的環境下發揮作用,
17:38
Two: Those if-thenIF-THEN rewards獎勵 often經常 destroy破壞 creativity創造力.
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第二:那種「因果」式的獎勵往往摧毀創意,
17:42
Three: The secret秘密 to high performance性能
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第三:提高工作表現的祕訣,
17:44
isn't rewards獎勵 and punishments處罰,
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不在獎與罰,
17:46
but that unseen看不見 intrinsic固有 drive駕駛 --
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而是在見不到的內在動力,
17:48
the drive駕駛 to do things for their own擁有 sake清酒.
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那種為做好工作的動力,
17:51
The drive駕駛 to do things cause原因 they matter.
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那種因為工作有意義而做的動力,
17:53
And here's這裡的 the best最好 part部分. Here's這裡的 the best最好 part部分.
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最精采的是,
17:55
We already已經 know this. The science科學 confirms確認 what we know in our hearts心中.
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科學已經把我們心知的道理證實,
17:58
So, if we repair修理 this mismatch不匹配
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所以,如果我們修補企業所行
18:01
between之間 what science科學 knows知道 and what business商業 does,
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與科學所知的落差,
18:03
if we bring帶來 our motivation動機, notions概念 of motivation動機
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如果要把我們的工作動機,和對工作動機的理解,
18:06
into the 21stST century世紀,
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帶到二十一世紀,
18:08
if we get past過去 this lazy, dangerous危險, ideology思想
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如果我們克服這種因循、危險、理想化
18:12
of carrots蘿蔔 and sticks,
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的獎罰制度,
18:14
we can strengthen加強 our businesses企業,
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我們可以強化企業,
18:17
we can solve解決 a lot of those candle蠟燭 problems問題,
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我們可以解決很多「蠟燭難題」
18:20
and maybe, maybe, maybe
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而可能,可能,可能,
18:24
we can change更改 the world世界.
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我們能夠改變世界,
18:26
I rest休息 my case案件.
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我的陳述完畢。
18:28
(Applause掌聲)
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(掌聲)
Translated by Gabrielle Wong
Reviewed by Jeannie Cheng

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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