EE半导体工艺方向寻内推# EE - 电子工程
q*n
1 楼
女朋友刚刚手指戳了，挺严重的，看上去好像脱臼了。现在er，正在做xray。她保险是
high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
q*n
2 楼
http://www.forbes.com/2010/04/06/money-motivation-pay-leadershi
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Jon R. Katzenbach and Zia Khan
4/06/2010 @ 12:13PM
Money Is Not The Best Motivator
183
27
4
14
27
The old Horatio Alger stories capture the American dream pretty well. Those
who work hard, apply themselves and play fair, they tell us, will be amply
rewarded. Those who avoid responsibility, exploit others and cheat will get
their comeuppance. This notion is at the heart of American
entrepreneurialism and professionalism, and of American artistic and sports
endeavor as well.
So why do people like Jeffrey Skilling and Bernard Madoff get away with so
much for so long? There is no simple answer, but those two were both in it
for the money, it appears, and there is ample evidence to suggest that money
may not be the best way to motivate desirable behavior. In fact, it may be
one of the worst ways.
Most successful entrepreneurs say that their primary motivation has been to
build something lasting, not to make a lot of money. Certainly great
professional leaders like Marvin Bower, who built McKinsey & Co., John
Whitehead, the former Goldman Sachs senior partner, and Supreme Court
Justice John Paul Stevens would tell us that their motivation came from the
work itself, and that the lasting respect of others was far greater than
money as a measure of accomplishment. And very few great artists are in it
for the money. Money is a byproduct, and usually a secondary one at that,
for such achievers.
Emotional sources of motivation are more powerful, and they are best
conveyed informally in an organization through the respect of peers, the
admiration of subordinates, the approval of one’s personal network and
community and the like. Money becomes the default motivator because it is
measurable, tangible and fungible — and trouble strikes when the prospect
of a lot of money becomes the primary goal. That usually feeds a very self-
serving emotion, greed.
What works better than money?
It depends on what kind of motivation you’re after. Money is better at
attracting and retaining people than at influencing their behavior. Those of
us who subscribe to the writings of the authority on motivation Frederick
Herzberg, who died in 2000, believe that the most effective way to motivate
work behavior is by focusing on how people feel about their work itself.
Recent studies by David Rock, an executive coach, and Jeffry Schwartz, a
neuroscientist, have identified several motivators that influence behavior
more effectively than money. For one, people want to elevate their status.
Organizations often assume that the only way to raise an employee’s status
is by a promotion, but status can be enhanced in many less costly ways. The
perception of status increases significantly whenever people are given
credible informal praise for daily tasks rather than waiting for annual
results.
People are also motivated by having autonomy, but more money doesn’t often
equal greater perceived autonomy. In fact, you usually have to give up
autonomy to rise up the compensation ladder. The real heart of autonomy as a
motivator, however, rests with the perception that you are executing your
own decisions without a lot of oversight or rules, which is hardly common in
the corporate world today.
Similarly, feelings of relatedness and fairness are motivators. They are
determined more by informal interactions, social networks and daily
perceptions than by money or formal promotions.
This is not to suggest that money doesn’t motivate. Certainly it encourages
self-serving materialism. But those who rely on money as their sole or
primary motivator are on perilous terrain, particularly if they ignore other
more powerful and emotional sources of human motivation.
A few years ago we did research with elite military units that included the
Navy Seals, the Green Berets and the Marines. Not surprisingly, we found
that money is not what motivates an emotional commitment to such groups. We
also learned that pride in daily training exercises was almost as important
a motivational force as pride in the unit. And the Marines spend 75% of
their military life in training exercises.
The Marines’ boot camp takes 12 weeks while other services take 8. Those 12
weeks are devoted to exercises designed to inculcate the Corps’ emotional
values of honor, courage and commitment. During that arduous period,
recruits are required to do all kinds of anxiety-producing things like leap
off high towers, swim in deep water with full backpack burdens and run miles
up and down hills.
Their drill instructors are master motivators whom they initially hate and
fear. Before long those instructors become aspirational role models who
breed respect, courage and commitment. A drill instructor is up at the crack
of dawn before his recruits, works into the night preparing for the next
day and changes his uniform several times a day. (He always looks the part
of a Marine leader.)
To understand the emotional commitment that drill instructors engender, we
conducted a focus group discussion with some eight recruits 10 weeks into
their program. One of them was a young woman about 5 feet tall who weighed
less than 100 pounds. She looked a bit out of place to us, so at one point
we asked her what had attracted her to the Corps. Her impassioned reply
remains a permanent fixture in our memory: “Gentlemen, the Marines make me
shine — every single day!” That is pride in one’s work at its best, with
money irrelevant.
Over the past five years we have studied many master motivators like that
woman’s drill instructor. We have conducted hundreds of case studies across
dozens of companies. And the results are always the same. Money just doesn
’t matter much. Some use it, most don’t. For those who do, it is but one
small element in a motivational arsenal. Their primary focus is on finding
emotional connections, sources of pride, that they can use to make each and
every person they affect feel good about their daily tasks. And they succeed
no matter how boring, difficult or unpleasant the job may be.
Thus, they instill the kind of emotional commitment that is never self-
serving, never short term and always energizing. Their secret is that they
use informal elements of their organizations — personal networks,
relationships, feelings, values — to counterbalance the formal. The more
you rely on money as your weapon of choice, the more likely you are to
encourage self-serving behavior.
To avoid the money booby-trap remember:
–Emotional commitment dwarfs purely rational compliance every time.
–Money encourages self-serving short-term behaviors better than it
motivates lasting institutional achievement.
–An overreliance on monetary rewards invariably erodes emotional commitment.
–Pride in one’s work itself is what brings on lasting improvement in
behavior.
–The informal elements of motivation are at least as important as the
formal ones.
Jon R. Katzenbach is a senior partner in the New York office of Booz &
Company. Zia Khan is vice president for strategy and evaluation at the
Rockefeller Foundation. They are the authors of Leading Outside the Lines:
How to Mobilize the Informal Organization, Energize Your Team, and Get
Better Results, published in April 2010 by Jossey-Bass.
Comments are turned off for this post.
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Jon R. Katzenbach and Zia Khan
4/06/2010 @ 12:13PM
Money Is Not The Best Motivator
183
27
4
14
27
The old Horatio Alger stories capture the American dream pretty well. Those
who work hard, apply themselves and play fair, they tell us, will be amply
rewarded. Those who avoid responsibility, exploit others and cheat will get
their comeuppance. This notion is at the heart of American
entrepreneurialism and professionalism, and of American artistic and sports
endeavor as well.
So why do people like Jeffrey Skilling and Bernard Madoff get away with so
much for so long? There is no simple answer, but those two were both in it
for the money, it appears, and there is ample evidence to suggest that money
may not be the best way to motivate desirable behavior. In fact, it may be
one of the worst ways.
Most successful entrepreneurs say that their primary motivation has been to
build something lasting, not to make a lot of money. Certainly great
professional leaders like Marvin Bower, who built McKinsey & Co., John
Whitehead, the former Goldman Sachs senior partner, and Supreme Court
Justice John Paul Stevens would tell us that their motivation came from the
work itself, and that the lasting respect of others was far greater than
money as a measure of accomplishment. And very few great artists are in it
for the money. Money is a byproduct, and usually a secondary one at that,
for such achievers.
Emotional sources of motivation are more powerful, and they are best
conveyed informally in an organization through the respect of peers, the
admiration of subordinates, the approval of one’s personal network and
community and the like. Money becomes the default motivator because it is
measurable, tangible and fungible — and trouble strikes when the prospect
of a lot of money becomes the primary goal. That usually feeds a very self-
serving emotion, greed.
What works better than money?
It depends on what kind of motivation you’re after. Money is better at
attracting and retaining people than at influencing their behavior. Those of
us who subscribe to the writings of the authority on motivation Frederick
Herzberg, who died in 2000, believe that the most effective way to motivate
work behavior is by focusing on how people feel about their work itself.
Recent studies by David Rock, an executive coach, and Jeffry Schwartz, a
neuroscientist, have identified several motivators that influence behavior
more effectively than money. For one, people want to elevate their status.
Organizations often assume that the only way to raise an employee’s status
is by a promotion, but status can be enhanced in many less costly ways. The
perception of status increases significantly whenever people are given
credible informal praise for daily tasks rather than waiting for annual
results.
People are also motivated by having autonomy, but more money doesn’t often
equal greater perceived autonomy. In fact, you usually have to give up
autonomy to rise up the compensation ladder. The real heart of autonomy as a
motivator, however, rests with the perception that you are executing your
own decisions without a lot of oversight or rules, which is hardly common in
the corporate world today.
Similarly, feelings of relatedness and fairness are motivators. They are
determined more by informal interactions, social networks and daily
perceptions than by money or formal promotions.
This is not to suggest that money doesn’t motivate. Certainly it encourages
self-serving materialism. But those who rely on money as their sole or
primary motivator are on perilous terrain, particularly if they ignore other
more powerful and emotional sources of human motivation.
A few years ago we did research with elite military units that included the
Navy Seals, the Green Berets and the Marines. Not surprisingly, we found
that money is not what motivates an emotional commitment to such groups. We
also learned that pride in daily training exercises was almost as important
a motivational force as pride in the unit. And the Marines spend 75% of
their military life in training exercises.
The Marines’ boot camp takes 12 weeks while other services take 8. Those 12
weeks are devoted to exercises designed to inculcate the Corps’ emotional
values of honor, courage and commitment. During that arduous period,
recruits are required to do all kinds of anxiety-producing things like leap
off high towers, swim in deep water with full backpack burdens and run miles
up and down hills.
Their drill instructors are master motivators whom they initially hate and
fear. Before long those instructors become aspirational role models who
breed respect, courage and commitment. A drill instructor is up at the crack
of dawn before his recruits, works into the night preparing for the next
day and changes his uniform several times a day. (He always looks the part
of a Marine leader.)
To understand the emotional commitment that drill instructors engender, we
conducted a focus group discussion with some eight recruits 10 weeks into
their program. One of them was a young woman about 5 feet tall who weighed
less than 100 pounds. She looked a bit out of place to us, so at one point
we asked her what had attracted her to the Corps. Her impassioned reply
remains a permanent fixture in our memory: “Gentlemen, the Marines make me
shine — every single day!” That is pride in one’s work at its best, with
money irrelevant.
Over the past five years we have studied many master motivators like that
woman’s drill instructor. We have conducted hundreds of case studies across
dozens of companies. And the results are always the same. Money just doesn
’t matter much. Some use it, most don’t. For those who do, it is but one
small element in a motivational arsenal. Their primary focus is on finding
emotional connections, sources of pride, that they can use to make each and
every person they affect feel good about their daily tasks. And they succeed
no matter how boring, difficult or unpleasant the job may be.
Thus, they instill the kind of emotional commitment that is never self-
serving, never short term and always energizing. Their secret is that they
use informal elements of their organizations — personal networks,
relationships, feelings, values — to counterbalance the formal. The more
you rely on money as your weapon of choice, the more likely you are to
encourage self-serving behavior.
To avoid the money booby-trap remember:
–Emotional commitment dwarfs purely rational compliance every time.
–Money encourages self-serving short-term behaviors better than it
motivates lasting institutional achievement.
–An overreliance on monetary rewards invariably erodes emotional commitment.
–Pride in one’s work itself is what brings on lasting improvement in
behavior.
–The informal elements of motivation are at least as important as the
formal ones.
Jon R. Katzenbach is a senior partner in the New York office of Booz &
Company. Zia Khan is vice president for strategy and evaluation at the
Rockefeller Foundation. They are the authors of Leading Outside the Lines:
How to Mobilize the Informal Organization, Energize Your Team, and Get
Better Results, published in April 2010 by Jossey-Bass.
Comments are turned off for this post.
183
27
4
27
14
Report Corrections
Reprints & Permissions
From Around the Web
How Small Investors are Making Huge Returns Trading Penny Stocks
New Tech Lets You Speak a Language in 10 Days
How New iPads are Selling for Under $40
These 5 Signs Warn You That Cancer Is Starting Inside Your Body
How to Exercise Your Brain to Make It Strong
Can You Make $1000s Per Day with Penny Stocks?
How Cruise Lines Fill All Those Unsold Cruise Cabins
Revolutionary Health Drink Boosts Energy, Endurance & Work Performance
Without the Crash
?
ADVERTISER VIDEO
Most Read on Forbes
NEWSPeoplePlacesCompanies
President Obama Clearly Never Worked For Goldman Sachs +258,314 views
Weekend Box Office Analysis: 'Thor 2' Sets Marvel Record With Mighty $86
Million +48,469 views
Top 100 Inspirational Quotes +35,322 views
The 5 Best Reasons For Buying The Xbox One Instead Of A PS4 +32,688 views
PlayStation 4 Vs Xbox One: Why The Most Talked About Console May Not Be The
Winner +30,840 views
OracleVoice: Larry Ellison Doesn't Get the Cloud: The Dumbest Idea of
2013 +24,978 views
Sony Won't Ban Early PS4 Users +17,436 views
OracleVoice: Steve Jobs, The $60 Light Bulb, And The Future Of
Technology +16,621 views
14 Things Successful People Do On Weekends +14,865 views
Apple Rumor Mill Again Heats Up With Reports Of Big-Screen iPhones +14,637
views
+ show more
Follow Forbes Writers and Topics
Get email alerts when new posts are published.
Sign up now »
Inside Forbes
Putin Tops FORBES' Ranking Of The Most Powerful People
Russian President Vladimir Putin climbs one spot ahead of U.S. President
Barack Obama, who held the title in 2012.
'Duck Dynasty' Turns Camo Into $400M Revenues
One WTC Unveils New Marketing Offices
see photos
Meet The World's Most Valuable Brands
Real-Time Billionaires
FORBES
BUSINESS INVESTING TECHNOLOGY ENTREPRENEURS OP/ED LEADERSHIP
LIFESTYLE LISTS
Conferences
Forbes Asia’s Power Business Women
Forbes Women’s Summit
Forbes 400 Philanthropy Summit
Global CEO Conference
Forbes Healthcare Summit
Forbes CMO Summit
Forbes Asia's Best Under A Billion
Techonomy
Forbes Innovators
Forbes Reinventing America Summit
Products
Forbes Wine Club
Reprints & Permissions
Forbes Newsfeeds
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Special Situation Survey
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Contact Us
Sitemap
Help
2 Free Issues Subscriber Services Buy Back Issues
Forbes China Forbes India Forbes Israel Forbes Mexico Forbes Middle East
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RealClear Markets RealClear World RealClear Sports
2013 Forbes.com LLC™ All Rights ReservedTerms and Conditions Privacy
Statement Market Data by Morningstar AdChoices
Also On Forbes
6 Things You Should Quit To Be More Successful
n*0
3 楼
http://www.glorypress.com/devotional/FaithAndLifeOneYearBook.asp?bid=1
使为曲的变直
经文: 「你要察看上帝的作为，因上帝使为曲的，谁能变为直呢？」（传七13）
上帝似乎常把祂的儿女放在极困难的处境中，使他们无法逃避，也无法解决。
也许你正在这样的处境中。
似乎你的遭遇是顶烦恼、顶严重，你也不懂得为什么上帝要如此待你，但是上
帝的处理，绝没有错误。不久你就会看见祂的美意，你所处的地位是一个戏台，你正在
戏台上表演上帝的荣耀、恩典和权能。
祂不只要施行拯救，祂也要借此使你学习一个不能遗忘的功课，叫你在事情经
过之后，还能常常唱出新的赞美，发出足够的感谢来。 ──选
Making Straight the Crooked
Scripture: "Consider the work of God: for who can make that straight, which
he hath made crooked" (Eccles. 7:13).
Often
使为曲的变直
经文: 「你要察看上帝的作为，因上帝使为曲的，谁能变为直呢？」（传七13）
上帝似乎常把祂的儿女放在极困难的处境中，使他们无法逃避，也无法解决。
也许你正在这样的处境中。
似乎你的遭遇是顶烦恼、顶严重，你也不懂得为什么上帝要如此待你，但是上
帝的处理，绝没有错误。不久你就会看见祂的美意，你所处的地位是一个戏台，你正在
戏台上表演上帝的荣耀、恩典和权能。
祂不只要施行拯救，祂也要借此使你学习一个不能遗忘的功课，叫你在事情经
过之后，还能常常唱出新的赞美，发出足够的感谢来。 ──选
Making Straight the Crooked
Scripture: "Consider the work of God: for who can make that straight, which
he hath made crooked" (Eccles. 7:13).
Often
c*t
4 楼
【 以下文字转载自 bagua 讨论区 】
发信人: donthurtme (烦着呢), 信区: bagua
标 题: 很欢乐
发信站: BBS 未名空间站 (Wed Aug 29 19:34:24 2012, 美东)
看了expendables 2, 大叔们一个个装酷出场，引来阵阵笑声。笑声最大的就是施大叔
的 I am back! 还有Chuck的第二次出场
还有在机场的时候大叔又说
I'll be back
然后Willis说
You have been back enough
Now I'll be back
发信人: donthurtme (烦着呢), 信区: bagua
标 题: 很欢乐
发信站: BBS 未名空间站 (Wed Aug 29 19:34:24 2012, 美东)
看了expendables 2, 大叔们一个个装酷出场，引来阵阵笑声。笑声最大的就是施大叔
的 I am back! 还有Chuck的第二次出场
还有在机场的时候大叔又说
I'll be back
然后Willis说
You have been back enough
Now I'll be back
t*g
5 楼
dell 笔记本win 7 ultimate
照着网上的指示，在C 盘分区，然后装了ubuntu linux.
结果启动的时候，直接进入win 7，没有那个grub的界面.
这个怎么弄？
照着网上的指示，在C 盘分区，然后装了ubuntu linux.
结果启动的时候，直接进入win 7，没有那个grub的界面.
这个怎么弄？
t*r
6 楼
求半导体器件，半导体工艺，光学集成工艺方向，薄膜材料，半导体材料等方向的工作
内推机会。
即将ee博士毕业，寻求工业界工作。有长期的超净间工作经验。主要负责半导体激光器
的研发制造和测试。希望兄弟姐妹们能够帮忙推荐。万分感谢！
内推机会。
即将ee博士毕业，寻求工业界工作。有长期的超净间工作经验。主要负责半导体激光器
的研发制造和测试。希望兄弟姐妹们能够帮忙推荐。万分感谢！
A*a
7 楼
仅仅x-ray, 一两百
【在 q*****n 的大作中提到】
: 女朋友刚刚手指戳了，挺严重的，看上去好像脱臼了。现在er，正在做xray。她保险是
: high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
【在 q*****n 的大作中提到】
: 女朋友刚刚手指戳了，挺严重的，看上去好像脱臼了。现在er，正在做xray。她保险是
: high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
q*n
8 楼
99U Insights on making ideas happen
by Bēhance
Leadership
What Motivates Us To Do Great Work?
by Jocelyn K. Glei
608629
What motivates us to do great work? It’s an age-old question. But the age-
old answers – rewards, recognition, money, stability – no longer seem to
suffice. As we’ve shifted to a knowledge-based economy, it turns out that
what drives us has shifted, too.
Recent research reveals that when creative thinking is part and parcel of
your job description, external motivation just doesn’t work. The year-end
bonus, the promotion, the basic dangled carrot approach – these things don
’t inspire better performance.
What really gets creatives fired up is, well, ourselves. That is, intrinsic
motivation. If we can imagine an achievement, see ourselves progressing
toward that goal, and understand that we are gaining new skills and
knowledge, we will be driven to do great work.
In a recent post, science writer Jonah Lehrer cites an interesting study
about “self-talk” – the running commentary we always have going on in our
heads. Fifty-three undergraduate students were divided into two groups and
then challenged to solve anagrams:
“The first group was told to prepare for an anagram-solving task by
thinking, for one minute, about whether they would work on anagrams. This is
the ‘Will I?’ condition, which the scientists refer to as the ‘
interrogative form of self-talk’. The second group, in contrast, was told
to spend one minute thinking that they would work on anagrams. This is the
‘I Will’ condition, or the ‘declarative form of self-talk’. Both groups
were then given ten minutes to solve as many anagrams as possible.”
Contrary to what you might expect, the “Will I?” group solved
significantly more puzzles. The uncertainty created by the question, allowed
the students to decide to challenge themselves, and then excel. Lehrer sums
it up:
“Subsequent experiments by the scientists suggested that the power of the
‘Will I?’ condition resides in its ability to elicit intrinsic motivation.
(We are intrinsically motivated when we are doing an activity for ourselves
, because we enjoy it. In contrast, extrinsic motivation occurs when we’re
doing something for a paycheck or any ‘extrinsic’ reward.) By
interrogating ourselves, we set up a well-defined challenge that we can
master. And it is this desire for personal fulfillment – being able to tell
ourselves that we solved the anagrams – that actually motivates us to keep
on trying.”
In his latest book, Drive, author Daniel Pink debunks the power of external
motivators, and expands on the intrinsic motivators that inspire us to do
great work. Using research from a study out of MIT, Pink argues that
traditional rewards – external motivators like a year-end bonus – only
elicit better performance from people doing rote tasks. But once the barest
amount of brainpower is required, higher financial rewards fail to produce
better work. In fact, they actually inspire worse performance.
For creative thinkers, Pink identifies three key motivators: autonomy (self-
directed work), mastery (getting better at stuff), and purpose (serving a
greater vision). All three are intrinsic motivators. Even a purpose, which
can seem like an external motivator, will be internalized if you truly
believe in it.
A recent Harvard study further reinforces the power of intrinsic motivation.
After tracking 1200 knowledge workers, Teresa M. Amabile and Steven J.
Kramer found that the # 1 motivator for the employees was progress – the
feeling that they were moving forward and achieving a greater goal. They
write:
“On days when workers have the sense they’re making headway in their jobs,
or when they receive support that helps them overcome obstacles, their
emotions are most positive and their drive to succeed is at its peak. On
days when they feel they are spinning their wheels or encountering
roadblocks to meaningful accomplishment, their moods and motivation are
lowest.”
As creative thinkers, we want to make progress, and we want to move big
ideas forward. So, it’s no surprise that the best motivator is being
empowered to take action.
When it comes to recommendations for creative leaders, Amabile and Kramer
don’t mince words: “Scrupulously avoid impeding progress by changing goals
autocratically, being indecisive, or holding up resources.” In short, give
your team members what they need to thrive, and then get out of the way.
More insights on: Leadership, Motivation
Join our newsletter:
Submit
JOCELYN K. GLEI
more posts →
As Editor-in-Chief and Director of 99U, Jocelyn K. Glei leads the 99U in its
mission to provide the “missing curriculum” on making ideas happen. She
oversees the Webby Award-winning 99u.com website, curates the popular 99U
Conference, and is the editor of the 99U books, Manage Your Day-to-Day and
Maximize Your Potential.
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by Bēhance
Leadership
What Motivates Us To Do Great Work?
by Jocelyn K. Glei
608629
What motivates us to do great work? It’s an age-old question. But the age-
old answers – rewards, recognition, money, stability – no longer seem to
suffice. As we’ve shifted to a knowledge-based economy, it turns out that
what drives us has shifted, too.
Recent research reveals that when creative thinking is part and parcel of
your job description, external motivation just doesn’t work. The year-end
bonus, the promotion, the basic dangled carrot approach – these things don
’t inspire better performance.
What really gets creatives fired up is, well, ourselves. That is, intrinsic
motivation. If we can imagine an achievement, see ourselves progressing
toward that goal, and understand that we are gaining new skills and
knowledge, we will be driven to do great work.
In a recent post, science writer Jonah Lehrer cites an interesting study
about “self-talk” – the running commentary we always have going on in our
heads. Fifty-three undergraduate students were divided into two groups and
then challenged to solve anagrams:
“The first group was told to prepare for an anagram-solving task by
thinking, for one minute, about whether they would work on anagrams. This is
the ‘Will I?’ condition, which the scientists refer to as the ‘
interrogative form of self-talk’. The second group, in contrast, was told
to spend one minute thinking that they would work on anagrams. This is the
‘I Will’ condition, or the ‘declarative form of self-talk’. Both groups
were then given ten minutes to solve as many anagrams as possible.”
Contrary to what you might expect, the “Will I?” group solved
significantly more puzzles. The uncertainty created by the question, allowed
the students to decide to challenge themselves, and then excel. Lehrer sums
it up:
“Subsequent experiments by the scientists suggested that the power of the
‘Will I?’ condition resides in its ability to elicit intrinsic motivation.
(We are intrinsically motivated when we are doing an activity for ourselves
, because we enjoy it. In contrast, extrinsic motivation occurs when we’re
doing something for a paycheck or any ‘extrinsic’ reward.) By
interrogating ourselves, we set up a well-defined challenge that we can
master. And it is this desire for personal fulfillment – being able to tell
ourselves that we solved the anagrams – that actually motivates us to keep
on trying.”
In his latest book, Drive, author Daniel Pink debunks the power of external
motivators, and expands on the intrinsic motivators that inspire us to do
great work. Using research from a study out of MIT, Pink argues that
traditional rewards – external motivators like a year-end bonus – only
elicit better performance from people doing rote tasks. But once the barest
amount of brainpower is required, higher financial rewards fail to produce
better work. In fact, they actually inspire worse performance.
For creative thinkers, Pink identifies three key motivators: autonomy (self-
directed work), mastery (getting better at stuff), and purpose (serving a
greater vision). All three are intrinsic motivators. Even a purpose, which
can seem like an external motivator, will be internalized if you truly
believe in it.
A recent Harvard study further reinforces the power of intrinsic motivation.
After tracking 1200 knowledge workers, Teresa M. Amabile and Steven J.
Kramer found that the # 1 motivator for the employees was progress – the
feeling that they were moving forward and achieving a greater goal. They
write:
“On days when workers have the sense they’re making headway in their jobs,
or when they receive support that helps them overcome obstacles, their
emotions are most positive and their drive to succeed is at its peak. On
days when they feel they are spinning their wheels or encountering
roadblocks to meaningful accomplishment, their moods and motivation are
lowest.”
As creative thinkers, we want to make progress, and we want to move big
ideas forward. So, it’s no surprise that the best motivator is being
empowered to take action.
When it comes to recommendations for creative leaders, Amabile and Kramer
don’t mince words: “Scrupulously avoid impeding progress by changing goals
autocratically, being indecisive, or holding up resources.” In short, give
your team members what they need to thrive, and then get out of the way.
More insights on: Leadership, Motivation
Join our newsletter:
Submit
JOCELYN K. GLEI
more posts →
As Editor-in-Chief and Director of 99U, Jocelyn K. Glei leads the 99U in its
mission to provide the “missing curriculum” on making ideas happen. She
oversees the Webby Award-winning 99u.com website, curates the popular 99U
Conference, and is the editor of the 99U books, Manage Your Day-to-Day and
Maximize Your Potential.
load comments (60)
You Might Also Like
The Key To Great Feedback? Praise the Process, Not the Person
Shut Up and Listen (And Other Advice for First-Time Leaders)
Accept The Burden of Uncertainty
Be Unapologetically Focused: Why Having a Great Strategy Matters
Op-Ed: An Entrepreneur's Take on Building a Great Design Team
FOLLOW 99U
Submit
“Genius is 1% inspiration and 99% perspiration”
Thomas Edison
At 99U, we deliver the action-oriented insights that you didn’t get in
school, highlighting real-world best practices for making ideas happen.
About Us
Contact
Partnerships
Masthead
Terms of Service Privacy Policy
Copyright © 2006–2013 Adobe Systems Incorporated. All rights reserved.
d*e
9 楼
骗包子
d*i
10 楼
有绿卡吗
现在export license办不下来
现在export license办不下来
q*n
11 楼
检查结果显示为bone chip，应该是戳萝卜干了，医生说把她forward到另一个医院去做
夹板固定。
夹板固定。
c*t
12 楼
哈
【在 d********e 的大作中提到】
: 骗包子
【在 d********e 的大作中提到】
: 骗包子
q*n
13 楼
女朋友刚刚手指戳了，挺严重的，看上去好像脱臼了。现在er，正在做xray。她保险是
high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
A*a
14 楼
仅仅x-ray, 一两百
【在 q*****n 的大作中提到】
: 女朋友刚刚手指戳了，挺严重的，看上去好像脱臼了。现在er，正在做xray。她保险是
: high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
【在 q*****n 的大作中提到】
: 女朋友刚刚手指戳了，挺严重的，看上去好像脱臼了。现在er，正在做xray。她保险是
: high deductible的。想问下版友，这种情况一般charge会是多少？谢谢！
q*n
15 楼
检查结果显示为bone chip，应该是戳萝卜干了，医生说把她forward到另一个医院去做
夹板固定。
夹板固定。
m*r
16 楼
女朋友加38妇女节，deductible你就给付了吧，要不要你干什么使。
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