 |
Pursuing a task to completion can influence people to continue all sorts of behaviors. Surprisingly, we even pursue these rewards when we don’t outwardly appear to enjoy them.
|
111 |
 |
Only by understanding what truly matters to users can a company correctly match the right variable reward to their intended behavior.
|
118 |
 |
…people aren’t aware of, or aren’t admitting the toll busyness is taking.
|
46 |
 |
Driving while talking on the cell phone slows reaction times and awareness to the same degree that driving over the legal alcohol limit does.
|
64 |
 |
Getting out of the overwhelm… means waking up. Waking up to life. Waking up to the fact that it’s fleeting.
|
276 |
 |
Management-driven hierarchies are designed to offer either economic rewards or threats.
|
125 |
 |
Useful small wins can be defined by the people taking early action themselves, and they can provide intrinsic rewards.
|
126 |
 |
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…
|
8 |
 |
…while outsourcing is just beginning to pick up speed, software can already perform many rule-based, professional functions better, more quickly, and much more cheaply than we can.
|
30 |
 |
…certain kinds of extrinsic rewards on top of inherently interesting tasks can often dampen motivation and diminish performance.
|
31 |
