Dan Ariely:如何支付人

《彭博商业周刊》:

大多数时候,你不想当你雇佣人指定他们想要做什么,他们会付你多少不想说如果你X你会得到这么多,如果你Y你会得到那么多。这种类型的合同就是我们所说的一个完整的合同。创建一个基本上是不可能的,尤其是在更高级的工作。如果你试图这样做,导致“挤出效应。“人们关注你已经包含和排除一切的一切。剩下的合同会退出他们的动机。你正在远离他们的判断和善意和教他们像老鼠一样在一个迷宫。之间的区别就像问有人帮助你改变轮胎,为他们提供5美元。你介绍一下钱的那一刻,你的改变一个人的观点。他们说,“哦,这是工作。 I don’t work for $5. Give me $150 and we can talk.” When I was at MIT, they told us we had to teach 112 points per year. They had a complex formula for how many students and how many hours and so on would translate into teaching points. Basically, MIT was conditioning me to put the least effort into getting the most points. This became the game. I was quite good at it. And I taught very little.

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