Therefore, economics and statistics are the flavor of the month, or more specifically, “frineconomy” (Steven D. Levitt and Steven J. Dabner, Penkin Books 2006). Quoting from Levitt’s website, “Through powerful narration and misleading insights, Levitt and co-author Steven J. Dabner point out that economics is the study of incentives at first: how people get what they want or when they need it, especially at other times when people want or need the same thing. “Levitt and Dabner have interesting, funny and sometimes annoying stories of Business owners (at least for me).
Consider, for example, the case of a child care center where several parents have difficulty picking up their children late. It was decided to set a late collection fee of $ 3. As you may have guessed, this did not stop the deceased parents and in fact their number increased from 8 to 20! With the introduction of the fee, late pick-ups have been legalized and the parents’ guilt has dissipated.
Levitt and Dabner suggest that incentives must have three economic, social, and moral components to be effective. In a child care case, raising the late fee to $ 100, posting the names of the deceased parents on a public list, and organizing discussion groups on the implications of late pickup for children and parents, changed parental behavior? The answer is a resounding yes.
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Another example given is cigarettes. Levitt and Dabner suggest that the $ 3 or more cigarette tax (inexpensive), restaurant smoking laws (social), and black market cigarette sales (ethical) have been successfully combined to raise awareness the profits made by terrorist groups. The three ingredients to encourage people to quit smoking. They are correct.
But (in this case it’s a big “but”) do incentives work? Do they motivate Business owners? On the cover of their book, they suggest, “Don’t assume anything, just question everything,” and challenge them. I agree that incentives work: they can change people’s behavior. However, what do you get when you introduce incentives (including all three components)? Incentives create consistency, they don’t compromise. The second thing that happens after the introduction of incentives is that they must be repeated! Again again! Once started, they cannot be stopped: a given right is a desired right.
As an employer, manager, parent or teacher (or child care center manager), do you need compliant or dedicated people? Wouldn’t it be much easier to be an employer, manager, teacher, or parent if the incentives really worked as expected? Unfortunately, since incentives have changed behavior, not motivation, when we remove incentives, people will often go back to their old behaviors. With dedicated individuals, even when conditions change, they are more likely to remain motivated. (Don’t assume anything, question everything, always be careful to equate correlation with causation. They often aren’t the same.)
Regarding managers and compliance, my colleague Peter Nichols recently wrote: “Managing people was easier when they could care about who they were from the moment they entered the workplace to the moment they arrived. The staff has promised to serve the organization faithfully and fully every day until we leave home. However, today the manager needs dedicated people, and therefore they do their best. Compliance often only brings mediocre performance.
If you, as an employer, manager, Business owners, or teacher, want to be more engaged than complacent people, how do you do it?
There are three things you must do:
- Select the best people and train them, train them, develop and manage them (parents and teachers may have some challenges with “choice” but they certainly can be trained, trained, developed and managed appropriately).
- Make sure there is a “value match” between what the organization believes and what the organization believes.
- Give them adequate recognition (not benefits or incentives) that encourages them to stay motivated.
Why do “values fit” as part of compromise? Our research over the past 20 years with employees from many organizations and industries (in focus groups and interviews) suggests. People join an organization because of the role (perhaps the reputation of the organization)
Administration People leave organizations due to poor administration and leadership (not a better job or more money than I expected; these things usually happen after they decide to leave) People remain in the organization (assuming management and leadership are fine) because they have the same values as the organization and the people they work with.
How to obtain and maintain a “value adjustment“?
In a recent interview with a teacher, she noted that her principal always focuses on problem students. For example, during breaks in the staff room, the principal will continue to ask teachers about problems with students. This encouraged a moral adjustment in the teachers and the best way to get the principal’s attention was to bring students who had “problems” to discuss with him. Here the adjustment of values, which was informally strengthened by the director, was one of the “problems”. This is in stark contrast to the experiences of my own children, who have been fortunate to be leaders in promoting positive values. She is regularly seen on playgrounds talking to students during her free time about what interests her. When she went to a classroom or made formal presentations to students, she always focused on the positive things that special students did (these are not standard awards, but behaviors, special needs, sports, academics, etc.). He knew the needs (and values) of the students from the informal discussions he had with them, and he set out to ask each teacher what positive things his students were doing.
Formally, by having a group discussion with your people about the concept of the “Ideal World”, you can discover “coinciding values”, that is, “if you have the opportunity to work / live / participate / participate in an organization / school / perfect family, what is it? ” I like it? What do those in this ideal position do? The results of the next discussion will give you a better idea of your people’s values regarding the workplace, organization, school or family.