The puzzle of motivation | Dan Pink | TED

Prevodilac: Ivana Korom Lektor: Radica Stojanović

Moram odmah na početku nešto da priznam.

I need to make a confession at the outset here.

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

Nešto pre dvadeset godina

uradio sam nešto zbog čega žalim,

something that I'm not particularly proud of.

nešto na šta nisam posebno ponosan,

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

nešto za šta sam se nadao da, zbog mnogo čega, niko neće saznati,

but here I feel kind of obliged to reveal.

ali ovde nekako osećam obavezu da kažem.

(Laughter)

(smeh)

In the late 1980s,

Kasnih osamdesetih,

in a moment of youthful indiscretion,

u trenutku mladalačke nerazboritosti,

I went to law school.

upisao sam pravni fakultet.

(Laughter)

(smeh)

In America, law is a professional degree:

U Americi, to je profesionalni nivo.

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

Završite fakulktet. Onda idete na pravne studije.

When I got to law school,

I kada sam dospeo do prava,

I didn't do very well.

nije mi baš dobro išlo.

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

Da to ublažim, nije mi dobro išlo.

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

Ustvari, diplomirao sam u klasi

that made the top 90% possible.

koja je omogućila postojanje najboljih 90%.

(Laughter)

(smeh)

Thank you.

Hvala.

I never practiced law a day in my life;

Nisam se uopšte bavio pravom u životu.

I pretty much wasn't allowed to.

Uglavnom mi nije bilo dozvoljeno.

(Laughter)

(smeh)

But today, against my better judgment,

Ali danas, uprkos svom zdravom razumu,

against the advice of my own wife,

uprkos savetu sopstvene žene,

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

želim da probam da skinem paučinu sa tih pravničkih veština

what's left of those legal skills.

ili s toga šta je od njih ostalo.

I don't want to tell you a story.

Ne želim da vam ispričam priču.

I want to make a case.

Želim da predstavim slučaj.

I want to make a hard-headed,

Želim da predstavim realan, na dokazima zasnovan,

evidence-based,

dare I say lawyerly case,

usuđujem se da kažem advokatski 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 svećom.

Some of you might know it.

Neki od vas su ga možda i videli ranije.

It's created in 1945

Osmislio ga je, 1945.,

by a psychologist named Karl Duncker.

psiholog po imenu Karl Dunker.

He created this experiment

Karl Dunker je osmislio ovaj eksperiment

that is used in many other experiments in behavioral science.

koji se koristi u raznovrsnim eksperimentima u naukama o ponašanju.

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

Evo kako ide. Pretpostavimo da sam ja eksperimentator.

I bring you into a room.

Dovedem vas u sobu. Dam vam sveću,

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

gomilu čioda i gomilu šibica.

And I say to you,

I kažem vam, "Vaš posao

"Your job is to attach the candle to the wall

je da pričvrstite sveću na zid

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

tako da vosak ne kaplje na sto". Šta biste vi uradili?

Now what would you do?

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

Mnogi ljudi počinju time da ubodu sveću na zid.

Doesn't work.

Ne ide.

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

Neko, neki ljudi, i video sam

da neko ovde pravi sličan pokret.

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

Neki imaju odličnu ideju da

zapale šibicu, otope stranicu sveće i pokušaju da je pričvrste 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 super ideja. Ne ide.

And eventually, after five or ten minutes,

I konačno, posle pet ili deset minuta,

most people figure out the solution,

većina ljudi ukapira rešenje.

which you can see here.

Koje možete videti ovde.

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

Ključ je u tome da se prevaziđe ono što se zove funkcionalna fiksiranost.

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

Vidite tu kutiju i posmatrate je samo kao kutiju u kojoj stoje čiode.

But it can also have this other function,

Ali ona može da ima i ovu drugu funkciju,

as a platform for the candle.

kao platforma za sveće. Problem sa svećom.

The candle problem.

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

Želim da vam ispričam eksperiment

koji koristi ovaj problem,

done by a scientist named Sam Glucksberg,

koji je uradio naučnik po imenu Sem Gluksberg,

who is now at Princeton University, US,

koji je trenutno na Prinstonu u SAD-u.

This shows the power of incentives.

Ovo pokazuje moć motivacije.

He gathered his participants and said:

Evo šta je uradio. Okupio je učesnike.

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

I rekao je, "Meriću vam vreme. Koliko brzo možete da rešite ovaj problem?"

Jednoj grupi je rekao,

To one group he said,

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

meriću vam vreme da bih postavio norme,

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

proseke koliko je tipično potrebno

nekome da reši ovu 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 budete u prvih 25% najbržih,

you get five dollars.

dobićete 5 dolara.

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

Ako budete najbrži od svih koje testiramo danas,

you get 20 dollars."

dobićete 20 dolara."

Now this is several years ago, adjusted for inflation,

To je bilo pre nekoliko godina. Prilagođeno inflaciji.

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

To je pristojna suma novca za nekoliko minuta posla.

It's a nice motivator.

To je lep motivator.

Question:

Pitanje: koliko je ova grupa

How much faster did this group solve the problem?

bila brža u rešavanju problema?

Answer:

Odgovor: Bilo im je potrebno, prosečno,

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

tri ipo minuta duže.

3.5 min longer.

Tri ipo minuta duže. Ovo 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. Verujem u slobodna tržišta.

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

To ne bi trebalo tako da funkcioniše. Zar ne?

(Laughter)

(smeh)

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

Ako želite da ljudi rade bolje,

nagradite ih. Je l' tako?

Bonuses, commissions, their own reality show.

Bonusi, provizije, njihov sopstveni reality show.

Incentivize them.

Motivišete ih. Tako poslovi funkcionišu.

That's how business works.

But that's not happening here.

Ali to se ne događa ovde.

You've got an incentive designed

Imate motiv koji je osmišljen da

to sharpen thinking and accelerate creativity,

izoštri mišljenje i ubrza kreativnost.

and it does just the opposite.

A on radi sasvim suprotno.

It dulls thinking and blocks creativity.

Otupljuje mišljenje i blokira kreativnost.

What's interesting about this experiment

Ono što je u vezi s ovim eksperimentom interesantno je to da on nije greška.

is that it's not an aberration.

This has been replicated over and over again

Ovo se ponavlja iznova i iznova

for nearly 40 years.

i iznova, skoro 40 godina.

These contingent motivators --

Ovi zavisni motivatori,

if you do this, then you get that --

ako radite ovo, dobijete ono,

work in some circumstances.

funkcionišu u nekim okolnostima.

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

Ali u mnogim zadacima oni stvarno ili ne rade,

or, often, they do harm.

ili često čine štetu.

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

Ovo je jedno od najsnažnijih otkrića

u socijalnoj nauci.

and also one of the most ignored.

I takođe jedno od najviše ignorisanih.

I spent the last couple of years

Poslednjih nekoliko godina sam proveo ispitujući

looking at the science of human motivation,

nauku ljudske motivacije.

particularly the dynamics of extrinsic motivators

Naročito dinamiku ekstrinzičnih

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 nauku, postoji neslaganje

between what science knows

između onoga što nauka zna i šta posao radi.

and what business does.

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

Ono što je uznemiravajuće je to da naš poslovni sistem -

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

pomislite na sve pretpostavke i protokole u pozadini našeg biznisa,

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

kako motivišemo ljude, kako primenjujemo ljudske resurse -

it's built entirely around these extrinsic motivators,

izgrađen je u potpunosti oko tih ekstrinzičnih motivatora,

around carrots and sticks.

oko šargarepa i štapova.

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

Ustvari to je dobro za mnoge zadatke dvadesetog veka.

But for 21st century tasks,

Ali za zadatke 21. veka,

that mechanistic, reward-and-punishment approach

taj mehanistički prisup nagrade-i-kazne

doesn't work,

ne funkcioniše, često ne funkcioniše i često šteti.

often doesn't work,

and often does harm.

Let me show you.

Dozvolite da pokažem šta mislim.

Glucksberg did another similar experiment,

Gluksberg je uradio eksperiment sličan ovome

he presented the problem in a slightly different way,

gde je problem predstavio na malo drugačiji način,

like this up here.

kao što je ovde. OK?

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

Pričvrstite sveću za zid, tako da vosak ne kaplje na sto.

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

Ista stvar. Vi: merimo vam vreme za norme.

You: we're incentivizing.

Vi: vas motivišemo.

What happened this time?

Šta se desilo ovog puta?

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

Ovog puta, motivisana grupa

razvalila je drugu grupu.

Why?

Zašto? Pa kad su čiode van kutije

Because when the tacks are out of the box,

it's pretty easy isn't it?

prilično je lako, zar ne?

(Laughter)

(smeh)

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

Ako-onda nagrade funkcionišu prilično dobro

za takve vrste zadataka,

where there is a simple set of rules

gde postoje jednostavna pravila i jasan cilj

and a clear destination to go to.

kome se teži.

Rewards, by their very nature,

Nagrade, po samoj svojoj prirodi,

narrow our focus, concentrate the mind;

sužavaju naš fokus, usmeravaju mozak.

that's why they work in so many cases.

Upravo zato su dobre u toliko mnogo prilika.

So, for tasks like this,

Tako, za zadatke kao što je ovaj,

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

ograničen fokus, kad jednostavno vidite cilj tamo

zoom straight ahead to it,

i usredsredite se na njega,

they work really well.

one služe vrlo dobro.

But for the real candle problem,

Ali za pravi problem sa svećom,

you don't want to be looking like this.

ne želite da gledate ovako.

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

Rešenje nije ovde. Rešenje je na periferiji.

Želite da gledate okolo.

That reward actually narrows our focus

Ta nagrada nam usvari sužava fokus

and restricts our possibility.

i ograničava mogućnosti.

Let me tell you why this is so important.

Reći ću vam zašto je to tako važno.

In western Europe,

U zapadnoj Evropi,

u mnogim delovima Azije,

in many parts of Asia,

in North America, in Australia,

u Severnoj Americi, Australiji,

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

službenici rade manje

ovakvih poslova,

and more of this kind of work.

a više ovakvih poslova.

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

Taj rutinski posao, zasnovan na pravilima i aktivnosti leve strane mozga,

certain kinds of accounting, financial analysis,

neke vrste računovodstva i finansijske analize,

computer programming --

kompjuterskog programiranja,

has become fairly easy to outsource,

postao je prilično jednostavan za prepustiti drugima,

fairly easy to automate.

prilično jednostavan za automatizovanje.

Software can do it faster.

Softver to može da uradi brže.

Low-cost providers can do it cheaper.

Niskobudžetni posrednici širom sveta to mogu jevtinije.

So what really matters

Ono što je stvarno bitno su sposobnosti

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

koje su kreativne, konceptualne i aktiviraju desnu stranu mozga.

Think about your own work.

Razmislite o svom poslu.

Think about your own work.

Razmislite o svom poslu.

Are the problems that you face,

Da li problemi sa kojima se suočavate ili čak problemi

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

o kojima pričamo ovde,

do they have a clear set of rules,

da li te vrste problema - da li imaju jasna pravila

i jedno rešenje? Ne.

and a single solution?

No. The rules are mystifying.

Pravila su tajanstvena.

The solution, if it exists at all,

Rešenje, ako uopšte postoji,

is surprising and not obvious.

je iznenađujuće i nije očigledno.

Everybody in this room

Svako u ovoj sobi

is dealing with their own version of the candle problem.

se nosi sa svojom verzijom

problema sa svećom.

And for candle problems of any kind,

A za bilo kakve probleme sa svećom,

in any field,

u bilo kojoj oblasti,

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 naših poslova,

don't work!

ne funkcionišu.

It makes me crazy.

Mislim, to me izluđuje.

And here's the thing.

I to nije - evo u čemu je stvar.

This is not a feeling.

To nije neko osećanje.

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

Okej? Ja sam advokat. Ne verujem u osećanja.

This is not a philosophy.

To nije neka filozofija.

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

Ja sam Amerikanac. Ne verujem u filozofiju.

(Laughter)

(smeh)

This is a fact --

Ovo je činjenica.

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

Ili, kako mi to kažemo u mom rodnom Vašingtonu,

a true fact.

istinita činjenica.

(Laughter)

(smeh)

(aplauz)

(Applause)

Let me give you an example.

Daću vam primer onoga što mislim.

Let me marshal the evidence here.

Dozvolite da izložim dokaze.

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

Jer ne pričam vam priču. Predstavljam vam slučaj.

Ladies and gentlemen of the jury, some evidence:

Dame i gospodo porotnici, evo dokaza:

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

Den Arili, jedan od najvećih ekonomista našeg doba,

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

sa troje kolega je uradio studiju sa studentima tehnologije u Masačusetsu.

They gave these MIT students a bunch of games,

Dali su studentima MIT-a gomilu igara.

games that involved creativity,

Igara koje uključuju kreativnost,

and motor skills, and concentration.

motorne veštine i koncentraciju.

And the offered them, for performance,

I za izvršenje su im ponudili

three levels of rewards:

tri nivoa 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.

Okej? Ako odlično uradite, dobijete veliku nagradu i tako naniže.

What happened?

Šta se desilo? Sve dok je zadatak uključivao samo mehaničke veštine

As long as the task involved only mechanical skill

bonuses worked as they would be expected:

bonusi su funkcionisali kao što je očekivano:

the higher the pay, the better the performance.

što je veća nagrada, bolja je izvedba.

Okay?

Okej? Ali čim zadatak aktivira

But once the task called for even rudimentary cognitive skill,

čak i samo osnovne kognitivne sposobnosti,

a larger reward led to poorer performance.

veća nagrada vodi to slabijeg izvršenja.

Onda su rekli,

Then they said,

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

"Okej, hajde da vidimo da li ovde postoji neka kulturna pristrasnost.

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

Hajdemo u Madurai, u Indiju, i testirajmo ovo."

Standard of living is lower.

Životni standard je niži.

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

Nagrada koja je po američkim standardima skromna, u Maduraju

is more meaningful there.

mnogo više znači.

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

Ista stvar. Gomila igara, tri nivoa nagrada.

What happens?

Šta se dešava?

People offered the medium level of rewards

Ljudi kojima je ponuđen srednji nivo nagrade

did no better than people offered the small rewards.

nisu bili ništa bolji od onih kojima su ponuđene male nagrade.

But this time, people offered the highest rewards,

Ali ovog puta, ljudi kojima je ponuđena najveća nagrada

they did the worst of all.

su postigli najlošije rezultate.

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

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

higher incentives led to worse performance.

veće nagrade vodile su lošijim izvedbama.

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

Da li se to ovde dešava nekakva

intuitivna socijalistička zavera?

No, these are economists from MIT,

Ne. Ovo su ekonomsti sa MIT-a,

from Carnegie Mellon, from the University of Chicago.

sa Karnegi Melona, sa univerziteta u Čikagu.

Do you know who sponsored this research?

A znate li ko je sponzorisao ovo istraživanje?

The Federal Reserve Bank of the United States.

Banka Federalnih Rezervi Sjedinjenih Država.

That's the American experience.

To je američko iskustvo.

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

Pođimo preko bare u londonsku Školu Ekonomije.

LSE, London School of Economics,

LSE (London Shcool of Economics), londonska škola ekonomije.

alma mater of eleven Nobel Laureates in economics.

Kolevka 11 dobitnika Nobelove nagrade za ekonomiju.

Training ground for great economic thinkers

Mesto gde su učili velikani ekonomije

like George Soros, and Friedrich Hayek,

kao što su Džordž Soros i Fridrih Hajek

and Mick Jagger.

i Mik Džeger. (smeh)

(Laughter)

Last month,

Prošlog meseca, samo prošlog meseca,

just last month,

economists at LSE looked at 51 studies

ekonomisti sa LSE pregledali su 51 studiju

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

planova za plaćanje po učinku, iz kompanija.

Here's what they said:

Evo šta su tamošnji ekonomisti rekli: "Mislimo da finansijski motivi

"We find that financial incentives

can result in a negative impact on overall performance."

za rezultat mogu imati negativan uticaj na ukupno postignuće."

There is a mismatch between what science knows

Postoji neslaganje između onoga što nauka zna

and what business does.

i onoga što biznis radi.

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

Ono što me brine, dok stojimo na ruševinama

of the economic collapse,

ekonomske propasti,

is that too many organizations are making their decisions,

jeste to što previše organizacija

donosi odluke

their policies about talent and people,

i pravila o talentu i ljudima,

based on assumptions that are outdated,

koje su zasnovane na zastarelim, neproverenim pretpostavkama,

unexamined,

and rooted more in folklore than in science.

i ukorenjene u folkloru, a ne u nauci.

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

I ako stvarno želimo da izađemo iz ovog ekonomskog haosa

if we really want high performance

i ako želimo visoko postignuće na tim

on those definitional tasks of the 21st century,

jasnim zadacima 21. veka,

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

rešenje nije u tome da radimo još pogrešnih stvari.

to entice people with a sweeter carrot,

Da mamimo ljude slađom šargarepom

or threaten them with a sharper stick.

ili da im pretimo oštrijim štapom.

We need a whole new approach.

Potreban nam je potpuno novi pristup.

The good news is that the scientists

A dobra vest u vezi sa svim ovim je da su nam naučnici,

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

koji se bave proučavanjem motivacije, dali taj novi pristup.

It's built much more around intrinsic motivation.

To je pristup koji je zasnovan mnogo više na intrinzičnoj motivaciji.

Around the desire to do things because they matter,

Na želji da se rade stvari jer su bitne,

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

jer nam se sviđaju, jer su zanimljive,

jer su deo nečeg važnog.

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

I po mom mišljenju, taj novi operativni sistem za naše poslove

revolves around three elements:

se vrti oko tri elementa:

autonomy, mastery and purpose.

autonomije, majstorstva i svrhe.

Autonomy: the urge to direct our own lives.

Autonomija, potreba da upravljamo svojim životima.

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

Majstorstvo, želja da budemo bolji i bolji u nečemu što je bitno.

Purpose: the yearning to do what we do

Svrha, želja 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 je građa potpuno novog operativnog sistema

for our businesses.

za naše poslove.

I want to talk today only about autonomy.

Danas želim da pričam samo o autonomiji.

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

U dvadesetom veku izmislili smo menadžment.

Management did not emanate from nature.

Menadžment ne potiče iz prirode.

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

Menadžment je - to nije nešto kao drvo.

To je kao televizor.

Somebody invented it.

Okej? Neko ga je izmislio.

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

I to ne znači da će zauvek da funkcioniše.

Management is great.

Menadžement je super.

Traditional notions of management are great

Tradicionalne ideje menadžmenta su odlične

if you want compliance.

ako želite potčinjenost.

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

Ali ako želite uključenost, samo-usmeravanje je bolje.

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

Daću vam neke primere nekih radikalnih

ideja samousmeravanja.

You don't see a lot of it,

Šta ovo znači - ne vidite ga mnogo,

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

ali vidite prva komešanja nečega veoma interesantnog.

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

Jer to znači adekvatno i fer

plaćanje ljudi, apsolutno.

getting the issue of money off the table,

Otklanjanje problema novca sa dnevnog reda.

and then giving people lots of autonomy.

I onda, davanje ljudima mnogo autonomije.

Some examples.

Daću vam neke primere.

How many of you have heard of the company Atlassian?

Koliko vas je čulo za kompaniju Atlassian?

It looks like less than half.

Izgleda manje od pola.

(Laughter)

(smeh)

Atlassian is an Australian software company.

Atlassian je australijska softverska kompanija.

And they do something incredibly cool.

Oni rade nešto neverovatno kul.

A few times a year they tell their engineers,

Nekoliko puta godišnje kažu svojim inženjerima,

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

"Naredna 24 sata idite i bavite se čime god želite,

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

samo da to ne bude vaš redovan posao.

Radite na bilo čemu što želite."

Work on anything you want."

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

To vreme inženjeri koriste da smisle

kul kod, ili elegantne izmene.

come up with an elegant hack.

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

Onda predstavljaju svojim kolegama

to their teammates, to the rest of the company,

i ostatku kompanije sve što su razvili,

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

na tom ludom zajedničkom sastanku

na kraju dana.

Being Australians, everybody has a beer.

I onda, pošto su Australijanci, svi popiju po pivo.

They call them FedEx Days.

Oni to zovu FedEx (kurirska služba) dani.

Why?

Zašto? Zato što morate da isporučite nešto preko noći.

Because you have to deliver something overnight.

It's pretty; not bad.

Simpatično je. Nije loše. To je ogromna povreda zaštitnog znaka.

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

Ali je prilično pametno.

(Laughter)

(smeh)

That one day of intense autonomy

Taj jedan dan intenzivne autonomije

has produced a whole array of software fixes

proizveo je čitav niz popravki za softver

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 je tako dobro išlo, da je Atlassian to digao na viši nivo,

sa "20 posto vremena".

with 20% time --

done, famously, at Google --

Što je popularizovao Gugl.

where engineers can spend 20% of their time

Kada inženjeri mogu da potroše 20% svog vremena

working on anything they want.

radeći na bilo čemu što požele.

They have autonomy over their time,

Vladaju svojim vremenom,

their task, their team, their technique.

svojim zadatkom, svojim timom, svojom tehnikom.

Radical amounts of autonomy.

Okej? Radikalne količine autonomije,

And at Google, as many of you know,

i u Guglu, kao što mnogi od vas znaju,

about half of the new products in a typical year

oko polovina novih proizvoda u prosečnoj godini

are birthed during that 20% time:

nastaje tokom tih 20 Procenata vremena.

things like Gmail, Orkut, Google News.

Stvari kao što su Gmail, Orkut, Google News.

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

Daću vam još radikalniji primer toga.

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

Nešto što se zove Results Only Work Environment.

ROWE (Radno okruženje usmereno na rezultate).

created by two American consultants,

Kreirala su ga dva američka konsultanta

in place at a dozen companies around North America.

za desetak kompanija širom Severne Amerike.

In a ROWE people don't have schedules.

U ROWE programu ljudi nemaju rasporede.

They show up when they want.

Pojave se kad god žele.

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

Ne moraju da budu u kancelariji u određeno vreme,

ili u bilo koje vreme.

They just have to get their work done.

Samo moraju da završe svoj posao.

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

Kako rade, kada rade,

gde rade, potpuno je prepušteno njima.

Meetings in these kinds of environments are optional.

Sastanci u ovakvim radnim okruženjima su potpuno opcioni.

Šta se dešava?

What happens?

Almost across the board,

Skoro u svim delovima produktivnost raste,

productivity goes up, worker engagement goes up,

angažovanost radnika raste,

worker satisfaction goes up, turnover goes down.

zadovoljstvo radnika raste, fluktuacija je manja.

Autonomy, mastery and purpose,

Autonomija, majstorstvo i svrha.

the building blocks of a new way of doing things.

To je građa novog načina na koji se rade stvari.

Some of you might look at this and say,

Neki od vas će možda pogledati ovo i reći,

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

"Hmm, to zvuči lepo. Ali to je Utopija."

And I say, "Nope.

A ja kažem, "Jok. Imam dokaz."

I have proof."

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

Sredinom osamdesetih, Microsoft je pokrenuo

jednu enciklopediju koja se zvala Enkarta.

They had deployed all the right incentives,

Razvijali su sve ispravne motivatore.

Sve ispravne motivatore. Platili su profesionalcima da

They paid professionals to write and edit thousands of articles.

pišu i uređuju hiljade članaka.

Well-compensated managers oversaw the whole thing

Dobro plaćeni menadžeri nadgledali su celu stvar

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

da se uvere da će biti na vreme i u okviru budžeta.

A few years later, another encyclopedia got started.

Nekoliko godina kasnije jedna druga enciklopedija je krenula.

Different model, right?

Drugačiji model, je l' tako?

Do it for fun.

Radi zabave. Niko nije plaćen nijedan cent, ni euro, ni jen.

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

Radite zato što volite da radite.

Do it because you like to do it.

Da ste, pre samo 10 godina,

Just 10 years ago,

if you had gone to an economist, anywhere,

otišli kod ekonomiste, bilo gde,

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

i rekli, "Hej, imam dva modela za kreiranje enciklopedije.

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

Da je mrtva trka, ko bi pobedio?"

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

Pre 10 godina niste mogli naći jednog pribranog ekonomistu bilo gde

anywhere on planet Earth

na planeti Zemlji,

who would have predicted the Wikipedia model.

koji bi predvideo Wikipedia model.

This is the titanic battle between these two approaches.

Ovo je bitka titana između ova dva pristupa.

This is the Ali-Frazier of motivation, right?

Ovo je motivacioni Ali-Frejzer meč. Zar ne?

This is the Thrilla in Manila.

Ovo je "Triler u Manili".

Intrinsic motivators versus extrinsic motivators.

U redu? Intrinzični motivatori protiv ekstrinzičnih.

Autonomy, mastery and purpose,

Autonomija, majstorstvo, svrha,

versus carrot and sticks, and who wins?

protiv šargarepe i štapova. I ko pobeđuje?

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

Intrinzični motivatori, autonomija, majstorstvo i svrha,

nokautom. Završiću.

Let me wrap up.

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

Postoji neslaganje između onoga što nauka zna i što biznis radi.

A evo šta nauka zna.

Here is what science knows.

One: Those 20th century rewards,

Jedan: nagrade dvadesetog veka,

those motivators we think are a natural part of business,

ti motivatori za koje mislimo da su prirodni deo posla,

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

dobre su, ali samo u iznenađujuće malom opsegu situacija.

Two: Those if-then rewards often destroy creativity.

Dva: ako-onda nagrade često uništavaju kreativnost.

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

Tri: tajna visokog postignuća

nisu nagrade i kazne,

but that unseen intrinsic drive--

nego nevidljivi unutrašnji pokretač.

the drive to do things for their own sake.

Pokretač da se rade stvari zbog njih samih.

The drive to do things cause they matter.

Pokretač da se rade stvari jer su bitne.

And here's the best part.

A evo i najboljeg dela. Evo najboljeg dela.

We already know this.

Mi ovo već znamo. Nauka potvrđuje ono što u srcima znamo.

The science confirms what we know in our hearts.

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

Dakle, ako popravimo ovaj raskorak

između toga što nauka zna i onoga što biznis radi,

if we bring our motivation, notions of motivation

ako unesemo motivaciju, ideje o motivaciji,

into the 21st century,

u 21. vek,

if we get past this lazy, dangerous, ideology

ako prođemo pored ove lenje, opasne ideologije

of carrots and sticks,

šargarepe i štapova,

we can strengthen our businesses,

možemo ojačati svoje poslove,

we can solve a lot of those candle problems,

možemo rešiti mnogo onih problema sa svećom,

and maybe, maybe --

i možda, možda, možda,

we can change the world.

možemo promeniti svet.

I rest my case.

Slučaj završen.

(Applause)

(aplauz)