2022年TED《出人意料的工作动机》中英文对照演讲稿) 2.pdf

I need to make a confession at the outset here.开始前我必须先向你们告解A little over 20 years ago I did something that I regret,something that Im not particularly proud of,something that,in many ways,I wish no one would ever know,but here I feel kind of obliged to reveal.二十多年前我做了一件让我后悔莫及的事 一件我丝毫不感到骄傲的事一件我希望没有任何人会知道的事但今日我认为我有必要揭发我自己In the late 1980s,in a moment of youthful indiscretion,I went to law school.80 年代晚期因为年少轻狂我进入法律学院就读Now,in America law is a professional degree:you get your university degree,then you go on to law school.在美国法律学位是个专业学位你得先拿到学士才能进入法律学院And when I got to law school,I didnt do very well.当我进入法律学院时我的成绩不怎么好To put it mildly,I didnt do very well.客气地说我的成绩不怎么好I,in fact,graduated in the part of my law school class that made the top 90 percent possible.我的毕业成绩成就了在我之上那其他九成的同学Thank you.谢谢你们I never practiced law a day in my life;我这辈子从来没做过律师I pretty much wasnt allowed to.基本上那样做可能还会犯法But today,against my better judgment,against the advice of my own wife,I want to try dust off some of those legal skills-whats left of those legal skills.但今日我违背我的理性违背我太太的忠告我想重拾那些过去所学的诉讼技巧，所剩无几的诉讼技巧I dont want to tell you a story.我不想向你们说故事I want to make a case.而是提出一个陈述I want to make a hard-headed,evidence-based,dare I say lawyerly case,for rethinking how we run our businesses.提出一个有根据货真价实的法庭陈述来重新思考我们的管理方法So,ladies and gentlemen of the jury,take a look at this.陪审团的女士先生们请看看这个This is called the candle problem.这便是有名的蜡烛问题Some of you might have seen this before.你们之中有些人可能已经看过了Its created in 1945 by a psychologist named Karl Duncker.它是在 1945 年 由心理学家Karl Duncker 所创造的Karl Dunker created this experiment that is used in a whole variety of experiments in behavioral science.Karl Duncker 创造了这个实验在行为科学中被广泛运用And heres how it works.Suppose Im the experimenter.情况是假设我是实验者名师资料总结-精品资料欢迎下载-名师精心整理-第 1 页，共 12 页 -I bring you into a room.I give you a candle,Some thumbtacks and some matches.我带你进入一个房间给你一根蜡烛一些图钉和火柴And I say to you,“your job is to attach the candle to the wall so the wax doesnt drip onto the table.”Now what would you do?告诉你说现在尝试把蜡烛固定在墙上让烛泪不要滴到桌上你会怎么做Now many people begin trying to thumbtack the candle to the wall.许多人尝试用图钉把蜡烛钉在墙上Doesnt work.行不通Somebody,some people-and I saw somebody kind of make the motion over here-some people have a great idea where they light the match,melt the side of the candle,try to adhere it to the wall.有些人台下也有些人做出这样的动作有些人想到他们可以点燃火柴溶化蜡烛的底部尝试把它黏在墙上Its an awesome idea.Doesnt work.好主意但行不通And eventually,after five or 10 minutes,most people figure out the solution,which you can see here.差不多过了五到十分钟大部分的人便会想出解决办法就像图片上那样The key is to overcome whats called functional fixedness.重点是克服功能固着You look at that box and you see it only as a receptacle for the tacks.当你看到盒子你不过把它当成装大头针的容器But it can also have this other function,as a platform for the candle.The candle problem.但它还有其它功能那就是作为蜡烛的平台Now I want to tell you about an experiment using the candle problem,done by a scientist named Sam Glucksberg,who is now at Princeton University in the U.S.现在我想告诉你另一个实验利用蜡烛问题由一个现在在普林斯顿大学叫做Sam Glucksberg 的科学家所做的实验This shows the power of incentives.这实验让我们看见动机的力量Heres what he did.He gathered his participants.他是这么做的他将参与者聚集在一个房间里And he said,“Im going to time you.How quickly you can solve this problem?”告诉他们我要开始计时看看你们能多快解决这个问题To one group he said,“Im going to time you to establish norms,averages for how long it typically takes someone to solve this sort of problem.”他对其中一群人说我只是想取个平均值 看一般人需要花多久的时间才能解决这样的问题To the second group he offered rewards.他提供奖励给另一群人He said,“If youre in the top 25 percent of the fastest times,you get five dollars.If youre the fastest of everyone were testing here today,you get 20 dollars.”他说如果你是前25%最快解决问题的人就能拿到五块钱如果你是今日所有人里解答最快的你就有 20 块钱名师资料总结-精品资料欢迎下载-名师精心整理-第 2 页，共 12 页 -Now this is several years ago.Adjusted for inflation,its a decent sum of money for a few minutes of work.Its a nice motivator.这个实验是几年前的事了按照通货膨胀 几分钟就能拿到20 块是很不错的是个不错的诱因Question:How much faster did this group solve the problem?问题是这群人比另一群人的解题速度快了多少呢？Answer:It took them,on average,three and a half minutes longer.答案是平均来说他们比另一组人多花了三分半钟Three and a half minutes longer.Now this makes no sense right?整整三分半钟这不合理不是吗I mean,Im an American.I believe in free markets.我是个美国人我相信自由市场Thats not how its supposed to work.Right?这个实验不太对劲吧对吗If you want people to perform better,you reward them.Right?如果你想要人们做得更好你便给他们奖赏对吗Bonuses,commissions,their own reality show.红利佣金他们自己的真人秀Incentivize them.Thats how business works.赋予他们动机这就是商业法则But thats not happening here.但实验里却不是这样Youve got an incentive designed to sharpen thinking and accelerate creativity,and it does just the opposite.奖励是为了增强思考能力及创意但事实却是相反It dulls thinking and blocks creativity.它阻断了思考和创意能力And whats interesting about this experiment is that its not an aberration.有趣的事情是这个实验不是误差This has been replicated over and over and over again,for nearly 40 years.它被一再重复在过去的四十年间These contingent motivators-if you do this,then you get that-work in some circumstances.这些不同的诱因如果你这样做你就得到那个在某些情况里是可行的But for a lot of tasks,they actually either dont work or,often,they do harm.但在许多任务中他们不是没有作用更有可能产生反效果This is one of the most robust findings in social science,and also one of the most ignored.这是在社会科学中一项最有力的发现同时也是最为人忽略的I spent the last couple of years looking at the science of human motivation,particularly the dynamics of extrinsic motivators and intrinsic motivators.过去两年我研究人类的动机尤其是那些外部的激励因素和内在的激励因素And Im telling you,its not even close.我可以告诉你两者相差悬殊If you look at the science,there is a mismatch between what science knows and what business does.如果你使用科学方法查证你会发现科学知识和商业行为之间有条鸿沟And whats alarming here is that our business 我们必须注意的是我们的商业机制想名师资料总结-精品资料欢迎下载-名师精心整理-第 3 页，共 12 页 -operating system-think of the set of assumptions and protocols beneath our businesses,how we motivate people,how we apply our human resources-its built entirely around these extrinsic motivators,around carrots and sticks.想这些商业的协议和假设我们如何激励人心如何运用人资全是以这些外部激励因素作为基础打手心给块糖Thats actually fine for many kinds of 20th century tasks.对许多 20 世纪的工作来说是可行的But for 21st century tasks,that mechanistic,reward-and-punishment approach doesnt work,often doesnt work,and often does harm.但面对 21 世纪的工作这些机械化的奖惩分明的作法已经不管用了有时更招致反效果Let me show you what I mean.让我呈现我想表达的So Glucksberg did another experiment similar to this where he presented the problem in a slightly different way,like this up here.Okey?Glucksberg做了一个类似的实验这次他给了他们一个比较不同的问题像这个图里面的Attach the candle to the wall so the wax doesnt drip onto the table.实验对象必须要找出一个让蜡烛黏在墙上 又不会流下烛泪的方法Same deal.You:were timing for norms.相同地这边：我们要的是平均时间You:were incentivizing.这边：一样的给他们不同的诱因What happened this time?结果呢This time,the incentivized group kicked the other groups butt.这次有诱因的那组人远远地胜过了另一组人Why?Because when the tacks are out of the box,its pretty easy isnt it?为什么一旦我们把图钉从盒子里拿出来 问题就变得相当简单不是吗If-then rewards work really well for those sorts of tasks,where there is a simple set of rules and a clear destination to go to.假设在这个情况下奖励就变得非常有郊 在规则简单目标明显的情况下Rewards,by their very nature,narrow our focus,concentrate the mind;thats why they work in so many cases.奖励产生了作用让我们集中精神变得专注这便是为何奖励在许多情况下有效的缘故And so,for tasks like this,a narrow focus,where you just see the goal right there,zoom straight ahead to it,they work really well.当我们面对的工作是范围狭窄你能清楚见到目标向前直冲时奖励便非常有效But for the real candle problem,you dont want to be looking like this.但在真正的蜡烛问题中你不能只是这样看The solution is not over here.The solution is on the periphery.解答不在那里解答是在周围You want to be looking around.你需要四处找寻That reward actually narrows our focus and restricts 奖励却令我们眼光狭隘限制了我们的名师资料总结-精品资料欢迎下载-名师精心整理-第 4 页，共 12 页 -our possibility.想像力Let me tell you why this is so important.让我告诉你这个问题的重要性In western Europe,in many parts of Asia,in North America,in Australia,white-collar workers are doing less of this kind of work,and more of this kind of work.在西欧亚洲的许多地方北美洲澳洲白领工作者比较少处理这种问题更多的是这种问题（指钉放在盒中的）That routine,rule-based,left-brain work-certain kinds of accounting,certain kinds of financial analysis,certain kinds of computer programming-has become fairly easy to outsource,fairly easy to automate.那些例行的常规性的左脑式的工作一些会计一些财务分析一些电脑编程变得极为容易外包变得自动化Software can do it faster.软件能处理的更快Low-cost providers around the world can do it cheaper.世界其他地方的低价供应商能以更便宜的成本来完成So what really matters are the more right-brained creative,conceptual kinds of abilities.所以更重要的是右脑的创意概念式的能力Think about your own work.想想你的工作Think about your own work.想想你自己的工作Are the problems that you face,or even the problems weve been talking about here,are those kinds of problems-do they have a clear set of rules,and a single solution?No.你所面对的问题甚至是我们今天所谈论到的问题这些问题它们有清楚的规则和一个简单的解答吗没有The rules are mystifying.它们的规则模糊The solution,if it exists at all,is surprising and not obvious.解答如果有解答的话通常是令人意外而不明显的Everybody in this room is dealing with their own version of the candle problem.在这里的每个人都在尝试解决他自己的蜡烛问题And for candle problems of any kind,in any field,those if-then rewards,the things around which built so many of our businesses,dont work.对所有形式的蜡烛问题在所有领域这些 如果-那就的奖励这些在商业世界里无处不在的奖惩系统其实没用Now,I mean it makes me crazy.这简直让我发狂And this is not-heres the thing.这不是重点是This is not a feeling.这不是一种感觉Okey?Im a lawyer;I dont believe in feelings.我是个律师我才不信什么感觉This is not a philosophy.这也不是哲学Im an American;I dont believe in philosophy.我是个美国人我才不信什么哲学This is a fact-or,as we say in my hometown of Washington,D.C.,a true fact.这是真相或是我们在华盛顿特区的政治圈常说的一个事实真相名师资料总结-精品资料欢迎下载-名师精心整理-第 5 页，共 12 页 -Let me give you an example of what I mean.让我给你一个例子Let me marshal the evidence here,because Im not telling you a story,Im making a case.让我收集这些证据因为我不是在告诉你一个故事而是陈述一个案子Ladies and gentlemen of the jury,some evidence:陪审团的女士们先生们证据在此Dan Ariely,one of the great economists of our time,he and three colleagues,did a study of some MIT students.Dan Ariely 一位当代伟大的经济学家他和三位同仁对麻省理工学院的学生做了一些研究They gave these MIT students a bunch of games,games that involved creativity,and motor skills,and concentration.他给这些学生一些游戏一些需要创造力的游戏需要动力和专注And the offered them,for performance,three levels of rewards:small reward,medium reward,large reward.依照他们的表现给他们三种不同程序的奖励小奖励中奖励大奖励Okey?If you do really well you get the large reward,on down.如果你做得好你就得到大奖励依此类推What happened?As long as the task involved only mechanical skill bonuses worked as they would be expected:the higher the pay,the better the performance.结果呢只要是机械形态的工作红利就像我们所认知的奖励越高表现越好Okey?But one the task called for even rudimentary cognitive skill,a larger reward led to poorer performance.是的但如果这个工作需要任何基本的认知能力越大的奖励却带来越差的表现Then they said:“Okey lets see if theres any cultural bias here.Lets go to Madurai,India and test this.”于是他们说让我们试试是否有什么文化差距让我们去印度的马杜赖试试Standard of living is lower.生活水平较低In Madurai,a reward that is modest in North American standards,is more meaningful there.在马杜赖北美标准的中等奖励在这里有意义多了Same deal.A bunch of games,three levels of rewards.一样地一些不同游戏三种奖励What happens?结果呢People offered the medium level of rewards did no better than people offered the small rewards.中等奖励的人做的不比那些小奖励的人好But this time,people offered the highest rewards,they did the worst of all.但这次那些能够得到大奖励的人表现最差In eight of the nine tasks we examined across three experiments,higher incentives led to worse performance.三种实验中在我们提供的九个游戏中有八个奖励越高的表现越差Is this some kind of touchy-feely socialist 难道这是一种感情用事的社会主义的阴名师资料总结-精品资料欢迎下载-名师精心整理-第 6 页，共 12 页 -conspiracy going on here?谋诡计吗No.These are economists from MIT,from Carnegie Mellon,from the University of Chicago.不 这些经济学家来自麻省理工卡内基梅隆和芝加哥大学And do you know who sponsored this research?你知道赞助这实验的是谁吗The Federal Reserve Bank of the United States.是美国联邦储备银行Thats the American experience.完全的美国经验Lets go across the pond to the London School of Economics-LSE,London School of Economics,alma mater of 11 Nobel Laureates in economics.让我们跨海到伦敦政经学院看看LSE 伦敦经济学院十一位诺贝尔经济奖得主的母校Training ground for great economic thinkers like George Soros,and Friedrich Hayek,and Mick Jagger.训练伟大经济学家的地方有乔治索罗斯 弗里德里希哈耶克和滚石乐团的米克贾格尔Last month,just last month,economists at LSE looked at 51 studies of pay-for-performance plans,inside of companies.上个月才刚过去的那个月政经学院的经济学家汇整了51 个关于企业内部绩效薪酬的研究Heres what the economists there said:“We find that financial incentives can result a negative impact on overall performance.”这些经济学家说我们发现金钱的诱因能对整体绩效带来负面效果There is a mismatch between what science knows and what business does.科学知识和商业行为之间有条鸿沟And what worries me,as we stand here in the rubble of the economic collapse,is that 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.我所忧心的是在我们站在金融风暴废墟之间的此刻仍然有太多团体仍然以一些过时的未经验证的非科学的几乎是来自天方夜谭的假设来制定规则和管理人事And if we really want to get out of this economic mess,and if we really want high performance on those definitional 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.如果我们真的想要摆脱这个经济危机如果我们真的想要在这些属于21 世纪的核心工作中获取绩效的话这解答无异是错上加错用胡萝卜来吸引人或是用棍子来威胁人We need a whole new approach.我们需要一种新做法And the good news about all of this is that the scientists whove been studying motivation have given us this new approach.好消息是这些研究人类动机的科学家已经给了我们一个新方向Its an approach built much more around intrinsic motivation.这个新方向讲求内在的诱因名师资料总结-精品资料欢迎下载-名师精心整理-第 7 页，共 12 页 -Around the desire to do things because they matter，because we like it,because theyre interesting,because they are part of something important.我们想做的是因为它能改变世界因为我们喜欢因为它很有趣因为它能影响的范围很广And to my mind,that new operating system for our businesses revolves around three elements:autonomy,mastery and purpose.在我心里这种新的商业机制围绕在三个基础上自主性掌握力和使命感Autonomy:the urge to direct our own lives.自主性想要主掌自己人生的需求Mastery:the desire to get better and better at something that matters.掌握力想要在举足轻重的事情上做得更好的欲望Purpose:the yearning to do what we do in the service of something larger than ourselves.使命感希望我们所做的事情是为了更高远的理想的渴望These are the building blocks of an entirely new operating system for our businesses.这些便是建立新商业机制的基石I want to talk today only about autonomy.今天我只想提到自主性In the 20th century,we came up with this idea of management.20 世纪产生了管理学的想法Management did not emanate from nature.管理学不是自然发生的Management is like-its not a tree,its a television set.管理学像是它不是一棵树而是个电视机Okey?Somebody invented it.对吗有人发明它And it doesnt mean its going to work forever.不代表它永远都好用Management is great.管理学很好Trditional notions of management are great if you want compliance.传统的管理学的概念是好的如果你需要的是服从But if you want engagement,self-direction works better.但如果你想要员工全心投入自动自发更好Let me give you some examples of some kind if radical notions of self-direction.有关自动自发让我给你一些革命性的例子What this means-you dont see a lot of it,but you see the first stirrings of something really interesting going on,because what it means is paying people adequately and firly,absolutely-getting the issue of money off the table,and then giving people lots of autonomy.代表着这样的例子不多但是你可以发现一些有趣的事情正开始发生因为他代表着付给人们合理与足够的工资让钱不再是问题然后给人们很大的自主权Let me give you some examples.让我举一些例子How many of you have heard of the company Atlassian?在座谁听过一家叫Atlassian的公司It looks like less than half.看起来一半都不到Atlassian is an Australian software company.Atlassian是一个澳大利亚的软件公司名师资料总结-精品资料欢迎下载-名师精心整理-第 8 页，共 12 页 -And they do something incredibly cool.