 |
…it is important to select short-term rewards that reinforce your identity rather than ones that conflict with it.
|
192 |
 |
Tracking can become its own form of reward.
|
198 |
 |
Research shows that levels of the neurotransmitter dopamine surge when the brain is expecting a reward.
|
8 |
 |
…what draws us to act is not the sensation we received from the reward itself, but the need to alleviate the craving for that reward.
|
97 |
 |
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 |
 |
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 |
 |
…certain kinds of extrinsic rewards on top of inherently interesting tasks can often dampen motivation and diminish performance.
|
31 |
