The puzzle of motivation | Dan Pink | TED

Prevoditelj: Mislav Ante Omazić - EFZG Recezent: Ando Saina

Moram vam odmah nešto priznati.

I need to make a confession at the outset here.

A little over 20 years ago, I did something that I regret,

Prije malo više od 20 godina

napravio sam nešto što sam zažalio,

something that I'm not particularly proud of.

nešto na što nisam posebno ponosan,

Something that, in many ways, I wish no one would ever know,

nešto što, na mnogo načina, nisam želio da itko sazna,

but here I feel kind of obliged to reveal.

ali ovdje nekako osjećam obvezu to otkriti.

(Laughter)

(Smijeh)

In the late 1980s,

Kasnih 1980-ih,

in a moment of youthful indiscretion,

u trenutku mladenačke neopreznosti,

I went to law school.

upisao sam pravni fakultet.

(Laughter)

(Smijeh)

In America, law is a professional degree:

U Americi, pravo je stručna razina.

after your university degree, you go on to law school.

Prvo dobijete sveučilišnu diplomu. Onda idete na pravne studije.

When I got to law school,

I kada sam došao na pravni fakultet,

I didn't do very well.

nije mi baš išlo najbolje.

To put it mildly, I didn't do very well.

Blago rečeno, nisam bio dobar.

I, in fact, graduated in the part of my law school class

Ja sam, u stvari, diplomirao u onom dijelu svog razreda

that made the top 90% possible.

koji je omogućio ostalih 90 posto najboljih.

(Laughter)

(Smijeh)

Thank you.

Hvala vam.

I never practiced law a day in my life;

Nikada nisam prakticirao pravo u svom životu.

I pretty much wasn't allowed to.

Uglavnom mi nije bilo dozvoljeno.

(Laughter)

(Smijeh)

But today, against my better judgment,

Ali danas, usprkos vlastitom uvjerenju,

against the advice of my own wife,

usprkos savjetu moje žene,

I want to try to dust off some of those legal skills --

želim skinuti prašinu s pravničkih vještina,

what's left of those legal skills.

onoga što je ostalo od pravničkih vještina.

I don't want to tell you a story.

Ne želim vam ispričati priču.

I want to make a case.

Želim vam predstaviti slučaj.

I want to make a hard-headed,

Želim napraviti tvrdoglavi, dokazivi,

evidence-based,

dare I say lawyerly case,

usuđujem se reći, pravnički slučaj,

for rethinking how we run our businesses.

o preispitivanju načina na koji poslujemo.

So, ladies and gentlemen of the jury,

Dakle, dame i gospodo porotnici, pogledajte ovo.

take a look at this.

This is called the candle problem.

Ovo se naziva problem sa svijećom.

Some of you might know it.

Možda su neki od vas već ovo vidjeli.

It's created in 1945

Ovo je osmislio 1945.

by a psychologist named Karl Duncker.

psiholog pod imenom Karl Duncker.

He created this experiment

Karl Duncker je kreirao ovaj eksperiment

that is used in many other experiments in behavioral science.

koji se koristi u cijelom nizu eksperimenata u bihevioralnim znanostima.

And here's how it works. Suppose I'm the experimenter.

I ovako ide. Pretpostavimo da sam ja voditelj eksperimenta.

I bring you into a room.

Uvedem vas u sobu. Dam vam svijeću,

I give you a candle, some thumbtacks and some matches.

nekoliko pribadača i nekoliko šibica.

And I say to you,

I kažem vam, "Vaš posao

"Your job is to attach the candle to the wall

je pričvrstiti svijeću na zid

so the wax doesn't drip onto the table."

tako da vosak ne pada na stol. "Što biste napravili?

Now what would you do?

Many people begin trying to thumbtack the candle to the wall.

Mnogo ljudi započinje pokušajem pribadanja svijeće na zid.

Doesn't work.

Ne funkcionira.

I saw somebody kind of make the motion over here --

Netko, neki ljudi, i vidio sam da je netko

napravio pokret ovdje negdje.

some people have a great idea where they light the match,

Neki ljudi imaju sjajnu ideju da bi

upalili šibicu, otopili jednu stranu svijeće i pokušali je zalijepiti za zid.

melt the side of the candle, try to adhere it to the wall.

It's an awesome idea. Doesn't work.

To je sjajna ideja. Ne radi.

And eventually, after five or ten minutes,

I konačno, poslije 5-10 minuta,

most people figure out the solution,

većina ljudi pronađe rješenje.

which you can see here.

Koje možete vidjeti ovdje.

The key is to overcome what's called functional fixedness.

Ključno je savladati ono što se zove funkcionalna fiksiranost.

You look at that box and you see it only as a receptacle for the tacks.

Pogledate kutiju i vidite ju samo kao spremnik za pribadače.

But it can also have this other function,

Ali može imati i drugu funkciju,

as a platform for the candle.

kao platforma za svijeću. Problem sa svijećom.

The candle problem.

I want to tell you about an experiment using the candle problem,

Sada, želim vam ispričati o jednom eksperimentu

koristeći se problemom sa svijećom,

done by a scientist named Sam Glucksberg,

koji je napravio znanstvenik Sam Glucksberg,

who is now at Princeton University, US,

koji sada radi na Sveučilištu Princeton u SAD-u.

This shows the power of incentives.

Ovo ukazuje na snagu poticaja.

He gathered his participants and said:

Evo što je napravio. Okupio je učesnike.

"I'm going to time you, how quickly you can solve this problem."

I rekao im, "Mjeriti ću vam vrijeme. Koliko brzo možete riješiti ovaj problem?"

Jednoj grupi je rekao,

To one group he said,

"I'm going to time you to establish norms,

mjeriti ću vam vrijeme kako bih postavio norme,

averages for how long it typically takes someone to solve this sort of problem."

prosjeke koliko tipično treba

nekome da riješi tu vrstu problema.

To the second group he offered rewards.

Drugoj grupi je ponudio nagrade.

He said, "If you're in the top 25% of the fastest times,

Rekao je, "Ako ste u gornjih 25 posto s najboljim vremenom

you get five dollars.

dobiti ćete pet dolara.

If you're the fastest of everyone we're testing here today,

Ako ste najbrži od svih koje ćemo danas testirati

you get 20 dollars."

dobiti ćete 20 dolara."

Now this is several years ago, adjusted for inflation,

To je bilo prije nekoliko godina. Korigirano za inflaciju.

it's a decent sum of money for a few minutes of work.

To je pristojna svota novca za nekoliko minuta posla.

It's a nice motivator.

To je lijepi motiv.

Question:

Pitanje: Koliko brže

How much faster did this group solve the problem?

je ta grupa riješila problem?

Answer:

Odgovor: U prosjeku im je trebalo,

It took them, on average, three and a half minutes longer.

tri i pol minute duže.

3.5 min longer.

Tri i pol minute duže. Dakle, to nema nikakvog smisla, zar ne?

This makes no sense, right?

I mean, I'm an American. I believe in free markets.

Mislim, ja sam Amerikanac. Vjerujem u slobodno tržište.

That's not how it's supposed to work, right?

To ne bi tako trebalo funkcionirati. Zar ne?

(Laughter)

(Smijeh)

If you want people to perform better, you reward them. Right?

Ako želite da ljudi bolje rade,

nagradite ih. Točno?

Bonuses, commissions, their own reality show.

Bonusi, provizije, njihov osobni "reality show".

Incentivize them.

Potaknite ih. Tako poslovni svijet funkcionira.

That's how business works.

But that's not happening here.

Ali to se ovdje ne događa.

You've got an incentive designed

Imate poticaj koji je osmišljen kako bi

to sharpen thinking and accelerate creativity,

potaknuo britko razmišljanje i ubrzao kreativnost.

and it does just the opposite.

A čini upravo suprotno.

It dulls thinking and blocks creativity.

Otupljuje razmišljanje i blokira kreativnost.

What's interesting about this experiment

Ono što je interesantno za ovaj eksperiment jest da ne predstavlja odstupanje.

is that it's not an aberration.

This has been replicated over and over again

Rezultati se ponavljaju stalno

for nearly 40 years.

i opet iznova, već gotovo 40 godina.

These contingent motivators --

Ti situacijski motivatori,

if you do this, then you get that --

ako napravite ovo, onda ćete dobiti ono,

work in some circumstances.

u nekim okolnostima fukcioniraju.

But for a lot of tasks, they actually either don't work

Ali za mnogo zadataka, oni zapravo ili ne rade

or, often, they do harm.

ili, često, štete.

This is one of the most robust findings in social science,

To je jedno od opsežnijih otkrića

u društvenim znanostima.

and also one of the most ignored.

I jedno koje se najviše zanemaruje.

I spent the last couple of years

Posljednjih nekoliko godina promatrao sam znanost

looking at the science of human motivation,

o motivaciji ljudi.

particularly the dynamics of extrinsic motivators

Posebno dinamiku ekstrinzičnih motivatora

and intrinsic motivators.

i intrinzičnih motivatora.

And I'm telling you, it's not even close.

I kažem vam, nije ni blizu.

If you look at the science, there is a mismatch

Ako gledate znanost, postoji nepodudaranje

between what science knows

između onoga što znanost zna i onoga što poslovni svijet radi.

and what business does.

What's alarming here is that our business operating system --

I ono što je alarmantno ovdje jest da je naš operativni poslovni sustav --

think of the set of assumptions and protocols beneath our businesses,

razmislite o setu pretpostavki i protokola u pozadini naših poslova,

how we motivate people, how we apply our human resources--

kako motiviramo ljude, kako primijenjujemo ljudske resurse --

it's built entirely around these extrinsic motivators,

izgrađeno je u potpunosti oko tih ekstrinzičnih motivatora,

around carrots and sticks.

oko mrkvi i štapova.

That's actually fine for many kinds of 20th century tasks.

To je u stvari dobro za mnoge vrste poslova 20. stoljeća.

But for 21st century tasks,

Ali za poslove 21. stoljeća,

that mechanistic, reward-and-punishment approach

taj mehanicistički, nagrada-i-kazna pristup

doesn't work,

ne funkcionira, često ne radi, i često čini štetu.

often doesn't work,

and often does harm.

Let me show you.

Dopustite da vam pokažem na što mislim.

Glucksberg did another similar experiment,

Tako je Glucksberg napravio novi eksperiment sličan ovome

he presented the problem in a slightly different way,

gdje je prezentirao problem na malo drugačiji način,

like this up here.

od ovoga gore. OK?

Attach the candle to the wall so the wax doesn't drip onto the table.

Pričvrstite svijeću na zid tako da vosak ne pada na stol.

Same deal. You: we're timing for norms.

Jednaka ponuda. Vi: mjerimo vam norme.

You: we're incentivizing.

Vi: potičemo vas.

What happened this time?

Što se dogodilo ovaj puta?

This time, the incentivized group kicked the other group's butt.

Ovaj puta, grupa koja je poticana

rasturila je drugu grupu.

Why?

Zašto? Jer kada su pribadače izvan kutije

Because when the tacks are out of the box,

it's pretty easy isn't it?

prilično je jednostavno, zar ne?

(Laughter)

(Smijeh)

If-then rewards work really well for those sorts of tasks,

Ako-onda nagrade su dobre

za ovakvu vrstu zadataka,

where there is a simple set of rules

gdje postoji set jednostavnih pravila i jasna destinacija

and a clear destination to go to.

prema kojoj se ide.

Rewards, by their very nature,

Nagrade, po svojoj prirodi,

narrow our focus, concentrate the mind;

sužavaju naš fokus, koncentriraju um.

that's why they work in so many cases.

Zato funkcioniraju u mnogo slučajeva.

So, for tasks like this,

I zato, za zadatke poput ovog,

a narrow focus, where you just see the goal right there,

uski fokus, gdje odmah tamo vidite cilj,

zoom straight ahead to it,

zumirate ravno na njega,

they work really well.

nagrade su sasvim dovoljne.

But for the real candle problem,

Ali za pravi problem sa svijećom,

you don't want to be looking like this.

ne želite gledati ovako.

The solution is on the periphery. You want to be looking around.

Rješenje nije ovdje. Rješenje je na periferiji.

Želite gledati uokolo.

That reward actually narrows our focus

Nagrade nam u stvari sužavaju fokus

and restricts our possibility.

i ograničavaju nam mogućnosti.

Let me tell you why this is so important.

Dozvolite da vam objasnim zašto je to toliko važno.

In western Europe,

U zapadnoj Europi,

u mnogim dijelovima Azije,

in many parts of Asia,

in North America, in Australia,

u Sjevernoj Americi, u Australiji

white-collar workers are doing less of this kind of work,

službenici rade manje

ovakvih poslova,

and more of this kind of work.

i više ovakvih poslova.

That routine, rule-based, left-brain work --

Ta rutina, zasnovana na pravilima i lijevoj strani mozga,

certain kinds of accounting, financial analysis,

neke vrste računovodstva, neke vrste financijskih analiza,

computer programming --

neke vrste računalnog programiranja,

has become fairly easy to outsource,

postalo je jednostavno eksternalizirati,

fairly easy to automate.

prilično jednostavno automatizirati.

Software can do it faster.

Softver to može brže.

Low-cost providers can do it cheaper.

Jeftini posrednici širom svijeta mogu to napraviti jeftinije.

So what really matters

Ono što je zapravo važno je više na desnoj strani mozga

are the more right-brained creative, conceptual kinds of abilities.

kreativnost, konceptualne vrste vještina.

Think about your own work.

Razmislite o svom poslu.

Think about your own work.

Razmislite o svom poslu.

Are the problems that you face,

Jesu li problemi s kojima se suočavate, čak i problemi

or even the problems we've been talking about here,

o kojima smo ovdje pričali,

do they have a clear set of rules,

vrste problema -- imaju li jasan set pravila,

i jedno jedino rješenje? Ne.

and a single solution?

No. The rules are mystifying.

Pravila mistificiraju.

The solution, if it exists at all,

Rješenje, ako uopće postoji,

is surprising and not obvious.

iznenađujuće je i nije očito.

Everybody in this room

Svi u ovoj sobi

is dealing with their own version of the candle problem.

nose se s vlastitom verzijom

problema sa svijećom.

And for candle problems of any kind,

I za problem sa svijećom bilo koje vrste,

in any field,

u bilo kojem polju,

those if-then rewards,

te ako-onda nagrade,

the things around which we've built so many of our businesses,

stvari oko kojih smo izgradili toliko puno poslova,

don't work!

ne funkcioniraju.

It makes me crazy.

To me izluđuje.

And here's the thing.

I to nije -- evo u čemu je stvar.

This is not a feeling.

To nije osjećaj.

Okay? I'm a lawyer; I don't believe in feelings.

OK? Ja sam pravnik. Ja ne vjerujem u osjećaje.

This is not a philosophy.

To nije filozofija.

I'm an American; I don't believe in philosophy.

Ja sam Amerikanac. Ja ne vjerujem u filozofiju.

(Laughter)

(Smijeh)

This is a fact --

To je činjenica.

or, as we say in my hometown of Washington, D.C.,

Ili, kako to kažemo u mom rodnom gradu Washington D.C.

a true fact.

istinita činjenica.

(Laughter)

(Smijeh)

(Pljesak)

(Applause)

Let me give you an example.

Dozvolite da vam dam primjer na što mislim.

Let me marshal the evidence here.

Dozvolite da izložim dokaze.

I'm not telling a story, I'm making a case.

Jer vam ja ne pričam priču. Ja gradim slučaj.

Ladies and gentlemen of the jury, some evidence:

Dame i gospodo porotnici, neki dokazi:

Dan Ariely, one of the great economists of our time,

Dan Ariely, jedan od velikih ekonomista našeg vremena,

he and three colleagues did a study of some MIT students.

on i troje kolega, napravili su studiju na studentima sa MIT-a.

They gave these MIT students a bunch of games,

Dali su tim studentima s MIT-a gomilu igara.

games that involved creativity,

Igre koje uključuju kreativnost,

and motor skills, and concentration.

i motoričke vještine, i koncentraciju.

And the offered them, for performance,

I ponudili su im, za njihovu izvedbu,

three levels of rewards:

tri razine nagrada.

small reward, medium reward, large reward.

Malu nagradu, srednju nagradu, veliku nagradu.

If you do really well you get the large reward, on down.

OK? Ako ste stvarno dobri, dobijete veliku nagradu i tako naniže.

What happened?

Što se dogodilo? Sve dok je zadatak uključivao samo mehaničke vještine

As long as the task involved only mechanical skill

bonuses worked as they would be expected:

bonusi su radili kao što se i očekivalo:

the higher the pay, the better the performance.

što ste više platili, bolja je bila izvedba.

Okay?

OK? Ali jednom kada bi zadatak tražio

But once the task called for even rudimentary cognitive skill,

samo rudimentarne kognitivne vještine,

a larger reward led to poorer performance.

veća nagrada vodila je ka slabijoj izvedbi.

Onda su rekli,

Then they said,

"Let's see if there's any cultural bias here.

"OK pogledajmo postoji li neka kulturološka pristranost.

Let's go to Madurai, India and test it."

Hajdemo u Madurai, Indija i ispitajmo ovo."

Standard of living is lower.

Standard života je tamo niži.

In Madurai, a reward that is modest in North American standards,

U Maduraiu, nagrada koja je skromna za američke standarde,

is more meaningful there.

tamo je značajnija.

Same deal. A bunch of games, three levels of rewards.

Jednaka stvar. Gomila igara, tri razine nagrada.

What happens?

Što se dogodilo?

People offered the medium level of rewards

Ljudi kojima je ponuđena srednja razina nagrada

did no better than people offered the small rewards.

nisu imali ništa bolju izvedbu od onih s malim nagradama.

But this time, people offered the highest rewards,

Ali ovaj puta, ljudi kojima su ponuđene najveće nagrade,

they did the worst of all.

bili su najgori od svih.

In eight of the nine tasks we examined across three experiments,

U osam od devet zadataka koje smo pregledali kroz tri eksperimenta,

higher incentives led to worse performance.

viši poticaji vodili su ka lošijoj izvedbi.

Is this some kind of touchy-feely socialist conspiracy going on here?

Događa li se ovdje neka intimna

socijalistička zavjera?

No, these are economists from MIT,

Ne. To su ekonomisti s MIT-a,

from Carnegie Mellon, from the University of Chicago.

s Carnegie Mellona, sa Sveučilišta u Chicagou.

Do you know who sponsored this research?

I znate li tko je sponzorirao to istraživanje?

The Federal Reserve Bank of the United States.

Banka Federalnih Rezervi SAD-a.

That's the American experience.

To je američko iskustvo.

Let's go across the pond to the London School of Economics,

Pogledajmo preko oceana u London School of Economics.

LSE, London School of Economics,

LSE, London School of Economics.

alma mater of eleven Nobel Laureates in economics.

Alma mater 11 nobelovaca iz ekonomskih znanosti.

Training ground for great economic thinkers

Mjesto za obuku velikih mislilaca ekonomije

like George Soros, and Friedrich Hayek,

poput George Sorosa, i Friedrich Hayeka,

and Mick Jagger.

i Mick Jaggera. (Smijeh)

(Laughter)

Last month,

Prošli mjesec, samo prošlog mjeseca,

just last month,

economists at LSE looked at 51 studies

ekonomisti s LSE-a su pregledali 51 studiju

of pay-for-performance plans, inside of companies.

planova plaćanja po učinku, u raznim kompanijama.

Here's what they said:

Evo što su ekonomisti rekli, "Otkrili smo kako financijski poticaji

"We find that financial incentives

can result in a negative impact on overall performance."

mogu rezultirati negativnim utjecajem na ukupnu izvedbu."

There is a mismatch between what science knows

Postoji nesklad između onoga što znanost poznaje

and what business does.

i onoga što poslovni svijet čini.

And what worries me, as we stand here in the rubble

I ono što me brine, dok stojimo ovdje u kršu

of the economic collapse,

ekonomske propasti,

is that too many organizations are making their decisions,

jest da jako puno organizacija

donosi svoje odluke,

their policies about talent and people,

svoje politike o talentima i ljudima,

based on assumptions that are outdated,

bazirane na pretpostavkama koje su zastarjele, neispitane,

unexamined,

and rooted more in folklore than in science.

i ukorijenjene više u folkloru nego u znanosti.

And if we really want to get out of this economic mess,

I ako stvarno želimo izaći iz tog ekonomskog nereda,

if we really want high performance

i ako stvarno želimo visoku izvedbu na tim

on those definitional tasks of the 21st century,

definiranim zadacima 21. stoljeća,

the solution is not to do more of the wrong things,

rješenje je ne raditi još više pogrešnih stvari.

to entice people with a sweeter carrot,

Mamiti ljude slađom mrkvom

or threaten them with a sharper stick.

ili im prijetiti oštrijim štapom.

We need a whole new approach.

Trebamo skroz novi pristup.

The good news is that the scientists

I dobra vijest u svemu tome jest da su nam znanstvenici

who've been studying motivation have given us this new approach.

koji su proučavali motivaciju dali taj novi pristup.

It's built much more around intrinsic motivation.

To je pristup koji je više izgrađen oko intrinzičnih motivatora.

Around the desire to do things because they matter,

Na želji da se rade stvari zato što su važne,

because we like it, they're interesting, or part of something important.

jer ih volimo, jer su zanimljive,

i zato jer su dio nečega važnog.

And to my mind, that new operating system for our businesses

I po mom mišljenju, taj novi operativni poslovni sustav

revolves around three elements:

vrti se oko tri elementa:

autonomy, mastery and purpose.

autonomije, majstorstva i svrhe.

Autonomy: the urge to direct our own lives.

Autonomija, potreba da usmjeravamo svoje živote.

Mastery: the desire to get better and better at something that matters.

Majstorstvo, želja da budemo sve bolji u onome što nam je važno.

Purpose: the yearning to do what we do

Svrha, čežnja da radimo ono što radimo

in the service of something larger than ourselves.

u svrhu nečega što je veće od nas samih.

These are the building blocks of an entirely new operating system

To su ključni elementi od kojih se gradi skroz novi operativni sustav

for our businesses.

našeg poslovnog svijeta.

I want to talk today only about autonomy.

Danas želim govoriti samo o autonomiji.

In the 20th century, we came up with this idea of management.

U 20. stoljeću, osmislili smo menadžment.

Management did not emanate from nature.

Menadžment nije emanentan u prirodi.

Management is not a tree, it's a television set.

Menadžment je poput -- to nije drvo.

To je kao televizija.

Somebody invented it.

OK? Netko ga je izmislio.

It doesn't mean it's going to work forever.

I to ne znači da će funkcionirati vječno.

Management is great.

Menadžment je sjajan.

Traditional notions of management are great

Tradicionalno poimanje menadžmenta je sjajno

if you want compliance.

ako želite suglasnost.

But if you want engagement, self-direction works better.

Ali ako želite angažman, samousmjeravanje je bolje.

Some examples of some kind of radical notions of self-direction.

Dozvolite da vam dam nekoliko primjera nekih vrsta radikalnih

ideja o samousmjeravanju.

You don't see a lot of it,

Što to znači -- ne vidite toga puno,

but you see the first stirrings of something really interesting going on,

ali vidite prva komešanja nečega stvarno interesantnog.

what it means is paying people adequately and fairly, absolutely --

Jer to znači plaćati ljude adekvatno

i potpuno pošteno.

getting the issue of money off the table,

Micanje problema novca s dnevnog reda.

and then giving people lots of autonomy.

I davanja ljudima velike autonomije.

Some examples.

Dozvolite da vam dam nekoliko primjera.

How many of you have heard of the company Atlassian?

Koliko vas je čulo za kompaniju Atlassian?

It looks like less than half.

Čini mi se manje od polovice.

(Laughter)

(Smijeh)

Atlassian is an Australian software company.

Atlassian je australska kompanija koja se bavi softverom.

And they do something incredibly cool.

I oni rade nešto stvarno sjajno.

A few times a year they tell their engineers,

Nekoliko puta godišnje kažu svojim inžinjerima,

"Go for the next 24 hours and work on anything you want,

"Idite i slijedeća 24 sata radite na čemu god želite,

as long as it's not part of your regular job.

sve dok to nije dio vašeg redovnog posla.

Radite na čemu god hoćete."

Work on anything you want."

Engineers use this time to come up with a cool patch for code,

Tako inžinjeri koriste to vrijeme kako bi došli

do "cool" ispravaka za kodove, elegantnih prečaca.

come up with an elegant hack.

Then they present all of the stuff that they've developed

I onda prezentiraju sve te stvari koje su razvili

to their teammates, to the rest of the company,

svojim članovima tima, ostatku kompanije,

in this wild and woolly all-hands meeting at the end of the day.

na tom divljem i razuzdanom zajedničkom sastanku

na kraju dana.

Being Australians, everybody has a beer.

I onda, s obzirom da su Australci, svi odu na pivu.

They call them FedEx Days.

Zovu ih "Dani FedEx-a".

Why?

Zašto? Jer morate dostaviti nešto preko noći.

Because you have to deliver something overnight.

It's pretty; not bad.

To je lijepo. To nije loše.To je velika povreda zaštitnog znaka.

It's a huge trademark violation, but it's pretty clever.

Ali to je jako pametno.

(Laughter)

(Smijeh)

That one day of intense autonomy

Taj jedan dan intenzivne autonomije

has produced a whole array of software fixes

stvorio je cijeli niz softverskih zakrpi

that might never have existed.

koje možda nikada ne bi postojale.

It's worked so well that Atlassian has taken it to the next level

I to im je toliko dobro išlo da je Atlassian odlučio podići sve na slijedeću razinu

davši im 20 posto vremena.

with 20% time --

done, famously, at Google --

Taj pristup je popularizirao Google.

where engineers can spend 20% of their time

Gdje inžinjeri mogu raditi, potrošiti 20 posto svog vremena

working on anything they want.

radeći na čemu god žele.

They have autonomy over their time,

Oni imaju autonomnost nad svojim vremenom,

their task, their team, their technique.

svojim zadacima, svojim timom, svojim tehnikama.

Radical amounts of autonomy.

OK? Radikalne količine autonomije.

And at Google, as many of you know,

A u Googleu, kao što većina vas zna,

about half of the new products in a typical year

se oko pola novih proizvoda u tipičnoj godini

are birthed during that 20% time:

rodi upravo za vrijeme "20 posto vremena".

things like Gmail, Orkut, Google News.

Stvari poput Gmaila, Orkuta, Google Newsa.

Let me give you an even more radical example of it:

Dozvolite mi da vam dam jedan, još radikalniji primjer.

something called the Results Only Work Environment (the ROWE),

Nečega što se zove "Radna okolina orijentirana samo na rezultate".

ROWE (akronim od Results Only Work Environment)

created by two American consultants,

Stvorena od strane dvaju američkih konzultanata,

in place at a dozen companies around North America.

za desetak kompanija širom Sjeverne Amerike.

In a ROWE people don't have schedules.

U ROWE-u ljudi nemaju raspored.

They show up when they want.

Oni se pojavljuju kada žele.

They don't have to be in the office at a certain time, or any time.

Ne moraju biti u uredu u neko određeno rijeme,

ili uopće.

They just have to get their work done.

Oni samo moraju obaviti svoj posao.

How they do it, when they do it, where they do it, is totally up to them.

Kako to rade, kada to rade,

gdje to rade, ovisi isključivo o njima.

Meetings in these kinds of environments are optional.

Sastanci u takvoj vrsti okruženja su neobavezni.

Što se događa?

What happens?

Almost across the board,

Skoro u svim područjima produktivnost raste,

productivity goes up, worker engagement goes up,

angažiranost radnika raste,

worker satisfaction goes up, turnover goes down.

zadovoljstvo radnika raste, promjena radnika opada.

Autonomy, mastery and purpose,

Autonomija, majstorstvo i svrha.

the building blocks of a new way of doing things.

To su ključni elementi novog načina kako obavljamo stvari.

Some of you might look at this and say,

Sada, neki od vas bi mogli ovo gledati i reći,

"Hmm, that sounds nice, but it's Utopian."

"Hmm, to zvuči zgodno. Ali to je utopija."

And I say, "Nope.

A ja ću vam reći, "Ne. Ja imam dokaz."

I have proof."

The mid-1990s, Microsoft started an encyclopedia called Encarta.

Sredinom 1990-ih, Microsoft je pokrenuo

enciklopediju Encarta.

They had deployed all the right incentives,

Iskoristili su sve prave poticaje.

Sve prave poticaje. Platili su profesionalcima da

They paid professionals to write and edit thousands of articles.

pišu i uređuju tisuće članaka.

Well-compensated managers oversaw the whole thing

Dobro plaćeni menadžeri su nadgledali cijelu stvar

to make sure it came in on budget and on time.

kako bi bili sigurni da će ostati unutar zadanog budžeta i vremena.

A few years later, another encyclopedia got started.

Nekoliko godina kasnije druga enciklopedija je započeta.

Different model, right?

Drugačiji model, točno?

Do it for fun.

Radili su to iz zabave. Nitko nije bio plaćen ni cent, ni Euro ni Yen.

No one gets paid a cent, or a euro or a yen.

Radili su jer im se sviđalo.

Do it because you like to do it.

Kada biste, samo prije 10 godina,

Just 10 years ago,

if you had gone to an economist, anywhere,

otišli do nekog ekonomiste, bilo gdje,

"Hey, I've got these two different models for creating an encyclopedia.

i rekli, "Hey, imam ova dva modela na raspolaganju za stvaranje enciklopedije.

If they went head to head, who would win?"

Kada bi se suprotstavili, tko bi pobijedio?"

10 years ago you could not have found a single sober economist

Prije 10 godina ne biste našli niti jednog trijeznog ekonomistu nigdje

anywhere on planet Earth

na planetu Zemlja,

who would have predicted the Wikipedia model.

koji bi predvidio Wikipedijin model.

This is the titanic battle between these two approaches.

To je titanska borba između dva pristupa.

This is the Ali-Frazier of motivation, right?

To je za motivaciju poput meča Ali-Frazier. Točno?

This is the Thrilla in Manila.

Ovo je triler u Manili.

Intrinsic motivators versus extrinsic motivators.

Točno? Intrinzični motivatori protiv ekstrinzičnih motivatora.

Autonomy, mastery and purpose,

Autonomija, majstorstvo i svrha,

versus carrot and sticks, and who wins?

nasuprot mrkve i štapa. Tko će pobijediti?

Intrinsic motivation, autonomy, mastery and purpose, in a knockout.

Intrinzični motivatori, autonomija, majstorstvo i svrha,

nokautom. Dozvolite mi da sažmem.

Let me wrap up.

There is a mismatch between what science knows and what business does.

Postoji nesklad između onoga što znanost zna i onoga što poslovni svijet radi.

A evo što znanost zna.

Here is what science knows.

One: Those 20th century rewards,

Jedan: Te nagrade iz 20. stoljeća,

those motivators we think are a natural part of business,

ti motivatori za koje mislimo da su prirodni dio posla,

do work, but only in a surprisingly narrow band of circumstances.

funkcioniraju, ali samo u iznenađujuće uskom pojasu situacija.

Two: Those if-then rewards often destroy creativity.

Dva: Te ako-onda nagrade često uništavaju kreativnost.

Three: The secret to high performance isn't rewards and punishments,

Tri: Tajna uspješne izvedbe

nije u nagradama i kaznama,

but that unseen intrinsic drive--

već u nevidljivom intrinzičnom pokretaču.

the drive to do things for their own sake.

Pokretaču da se stvari rade zbog njih samih.

The drive to do things cause they matter.

Pokretaču da se stvari rade jer su važne.

And here's the best part.

I evo najboljeg dijela. Evo najboljeg dijela.

We already know this.

Već to znamo. Znanost je potvrdila ono što znamo u našim srcima.

The science confirms what we know in our hearts.

So, if we repair this mismatch between science and business,

Tako, u slučaju da popravimo taj nesklad

između onoga što znanost zna i što poslovni svijet radi,

if we bring our motivation, notions of motivation

ako dovedemo motivaciju, ideje motivacije

into the 21st century,

u 21. stoljeće,

if we get past this lazy, dangerous, ideology

ako savladamo tu lijenu, opasnu, ideologiju

of carrots and sticks,

mrkve i štapa,

we can strengthen our businesses,

možemo osnažiti naše poslove,

we can solve a lot of those candle problems,

možemo riješiti mnoge probleme sa svijećom,

and maybe, maybe --

i možda, možda, možda

we can change the world.

možemo promijeniti svijet.

I rest my case.

Ovdje ću stati.

(Applause)

(Pljesak)