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The monkeys solved the puzzles simply because they found it gratifying to solve puzzles. They enjoyed it. The joy of the task was its own reward.
Yet when Harlow tested that approach, the monkeys actually made more errors and solved the puzzles less frequently.
Mit der Belohnung machte der Affe sogar mehr fehler und war langsamer. Als rein aus seiner intrensischen motivation heraus
“When money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity,” he wrote.5 Rewards can deliver a short-term boost—just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off—and, worse, can reduce a person’s longer-term motivation to continue the project.
Geld kann de intrinsische motivation und somit die motivation killen. Aufgaben bleiben solange spaßig wie man sie fr sich selbst mavht und werden dirch eine belohnung her zur arbeit
Too many organizations—not just companies, but governments and nonprofits as well—still operate from assumptions about human potential and individual performance that are outdated, unexamined, and rooted more in folklore than in science.
much of our societal operating system consists of a set of assumptions about human behavior.
in some sense, the engine of commerce has been fueled equally by carrots and sticks.
Our experiment suggests … that one cannot assume that introducing or raising incentives always improves performance.”
Geld im unverhältnis zur leistung kann zu schlechterer leistung als garkein geld führen.
wenn z.b. Ds versprochene geld ber dem verhltnis liegt - wahrscheinlich erhöte versagens angst
Rewards, by their very nature, narrow our focus. That’s helpful when there’s a clear path to a solution. They help us stare ahead and race faster. But “if-then” motivators are terrible for challenges like the candle problem. As this experiment shows, the rewards narrowed people’s focus and blinkered the wide view that might have allowed them to see new uses for old objects.
Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else
who are masters? Fortune magazine’s Colvin scours the evidence and shows that the answer is threefold: practice, practice, practice. But it’s not just any practice, he says. The secret is “deliberate practice”—highly repetitive, mentally demanding work that’s often unpleasant, but undeniably effective.
Ikigai
‘How do I motivate people to learn? to work? to do their chores? or to take their medicine?’—are the wrong questions. They are wrong because they imply that motivation is something that gets done to people rather than something that people do.”
“Do rewards motivate people? Absolutely. They motivate people to get rewards.”
set the right kinds of goals. Ample research in behavioral science shows that people who seek to lose weight for extrinsic reasons—to slim down for a wedding or to look better at a class reunion—often reach their goals. And then they gain the weight back as soon as the target event ends. Meanwhile, people who pursue more intrinsic goals—to get fit in order to feel good or to stay healthy for their family—make slower progress at first, but achieve significantly better results in the long term.
Use the Sawyer Effect to your advantage—and turn your work (out) into play.
the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Companies that offer autonomy, sometimes in radical doses, are outperforming their competitors.
