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…most leaders run the risk of relying too much on incentives rather than too little.
|
218 |
 |
…the thought behind an incentive often carries symbolic significance and taps into a variety of social forces that carry a lot of weight, much more so than the face value of the incentive itself.
|
226 |
 |
When behaviors are out of whack, look closely at your rewards. Who knows? Your own incentive system may be causing the problem.
|
237 |
 |
…forcing ways of working on people is less likely to be successful than inviting participation with incentivization.
|
012 |
 |
Incentives should be aimed at teams rather than individuals, and be based on shared, measurable, team-level outcomes.
|
304 |
 |
When people believe they can hide the truth, many of the incentives inhibiting bad behavior fall apart.
|
022 |
 |
…the primary incentive for working in a lean system is that the work itself provides positive feedback and a psychological sense of flow.
|
263 |
 |
Both training and professional incentives are aligning to accelerate specialization, creating intellectual archipelagos.
|
278 |
 |
Incentive schemes and delegation go together; neither works without the other.
|
260 |
