Steffan Antonas

Traditional rewards aren’t always as effective as we think and business as usual needs a new system of operating that’s more closely aligned with human nature. That’s Dan Pinks argument in a nutshell, and I think his case is strong. For those of you with some time, I’d highly recommend watching the full video. For those of you with only a few minutes, I’ve highlighted some of the main takeaways below. Enjoy.

The Three Elements Of The New Operating System

In this TED talk, Dan argues that there’s a mismatch between what scientists know about motivation and how businesses today reward their workers, and that if we look closely at the data gathered from studies on what truly motivates people it’s clear that we need a new paradigm. Here are some of the best nuggets…He says:

“…too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science…if we really want high performance on those definitional (cognitive) tasks of the 21st century, the solution is not to do more of the wrong things. To entice people with a sweeter carrot, or threaten them with a sharper stick. We need a whole new approach

….the scientists who’ve been studying motivation have given us this new approach. It’s an approach built much more around intrinsic motivation. Around the desire to do things because they matter, because we like it, because they’re interesting, because they are part of something important. And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose.

(1.) Autonomy – the urge to direct our own lives.
(2.) Mastery – the desire to get better and better at something that matters.
(3.) Purpose – the yearning to do what we do in the service of something larger than ourselves.

These are the building blocks of an entirely new operating system for our businesses.”

After presenting the findings of studies performed by leading scientists and economists at the London School of Economics, Dan sites some examples of how this new work paradigm is being put into practice in leading firms:

Worker Autonomy, 20 Percent Time and Innovation

“20 Percent Time…Done, famously, at Google. Where engineers can spend 20 percent of their time working on anything they want. They have autonomy over their time, their task, their team, their technique. Okay? Radical amounts of autonomy, And at Google, as many of you know, about half of the new products in a typical year are birthed during that 20 Percent Time. Things like Gmail, Orkut, Google News.”

Results Only Work Environments (ROWE)

“…an even more radical example…something called the Results Only Work Environment. The ROWE. Created by two American consultants, in place at about a dozen companies around North America. In a ROWE people don’t have schedules. They show up when they want. They don’t have to be in the office at a certain time, or any time. They just have to get their work done. How they do it, when they do it, where they do it, is totally up to them. Meetings in these kinds of environments are optional.”

What happens? Almost across the board, productivity goes up, worker engagement goes up, worker satisfaction goes up, turnover goes down.