The puzzle of motivation | Dan Pink | TED

翻译人员: Coco Shen 校对人员: Geoff Chen

开始前我必须先向你们告解

I need to make a confession at the outset here.

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

二十多年前

我做了一件让我后悔莫及的事

something that I'm not particularly proud of.

一件我丝毫不感到骄傲的事

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

一件我希望没有任何人会知道的事

but here I feel kind of obliged to reveal.

但今日我认为我有必要揭发我自己

(Laughter)

(笑声)

In the late 1980s,

80年代晚期

in a moment of youthful indiscretion,

因为年少轻狂

I went to law school.

我进入法律学院就读

(Laughter)

(笑声)

In America, law is a professional degree:

在美国，法律学位是个专业学位

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

你得先拿到学士，才能进入法律学院

When I got to law school,

当我进入法律学院时

I didn't do very well.

我的成绩不怎么好

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

客气地说，我的成绩不怎么好

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

我的毕业成绩成就了在我之上

that made the top 90% possible.

那其他九成的同学

(Laughter)

(笑声)

Thank you.

谢谢你们

I never practiced law a day in my life;

我这辈子从来没做过律师

I pretty much wasn't allowed to.

基本上那样做可能还会犯法

(Laughter)

(笑声)

But today, against my better judgment,

但今日，我违背我的理性

against the advice of my own wife,

违背我太太的忠告

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

我想重拾那些过去所学的诉讼技巧

what's left of those legal skills.

所剩无几的诉讼技巧

I don't want to tell you a story.

我不要向你们说故事

I want to make a case.

而是提出一个陈述

I want to make a hard-headed,

提出一个有根有据，货真价实的

evidence-based,

dare I say lawyerly case,

法庭陈述

for rethinking how we run our businesses.

来重新思考我们的管理方法

So, ladies and gentlemen of the jury,

陪审团的女士先生们，请看看这个

take a look at this.

This is called the candle problem.

这便是有名的蜡烛问题

Some of you might know it.

你们之中有些人可能已经看过了

It's created in 1945

它是在1945年

by a psychologist named Karl Duncker.

由心理学家 Karl Duncker 所创造的

He created this experiment

Karl Duncker 创造了这个实验

that is used in many other experiments in behavioral science.

在行为科学中被广泛运用

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

情况是，假设我是实验者

I bring you into a room.

我带你进入一个房间，给你一根蜡烛

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

一些图钉和火柴

And I say to you,

告诉你说”现在

"Your job is to attach the candle to the wall

尝试把蜡烛固定在墙上

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

让烛泪不要滴到桌上。“你会怎么做？

Now what would you do?

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

许多人尝试用图钉把蜡烛钉在墙上

Doesn't work.

行不通

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

有些人，台下也有些人

做出这样的动作

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

有些人想到他们可以

点燃火柴，溶化蜡烛的底部，尝试把它黏在墙上

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

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

好主意。但行不通

And eventually, after five or ten minutes,

差不多过了五到十分钟

most people figure out the solution,

大部分的人便会想出解决办法

which you can see here.

就像图片上那样

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

重点是克服”功能固着“

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

当你看到盒子，你不过把它当成装大头针的容器

But it can also have this other function,

但它还有其它功能

as a platform for the candle.

那就是作为放蜡烛的平台。

The candle problem.

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

现在我想告诉你另一个实验

利用蜡烛问题

done by a scientist named Sam Glucksberg,

由一个现在在普林斯顿大学

who is now at Princeton University, US,

叫做 Sam Glucksberg 的科学家所做的实验

This shows the power of incentives.

这实验让我们看见动机的力量

He gathered his participants and said:

他是这么做的。他将参与者聚集在一个房间里

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

告诉他们“我要开始计时。看看你们能多快解决这个问题？”

他对其中一群人说，

To one group he said,

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

我只是想取个平均值

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

看一般人需要花多久的时间

才能解决这样的问题。

To the second group he offered rewards.

他提供奖励给另一群人

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

他说“如果你是前25%最快解决问题的人

you get five dollars.

就能拿到五块钱。

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

如果你是今日所有人里解答最快的

you get 20 dollars."

你就有20块钱。"

Now this is several years ago, adjusted for inflation,

这个实验是几年前的事了，按照通货膨胀

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

几分钟就能拿到20块是很不错的

It's a nice motivator.

是个不错的诱因

Question:

问题是：这群人比另一群人

How much faster did this group solve the problem?

的解题速度快了多少呢？

Answer:

答案是：平均来说，他们比另一组人

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

多花了三分半种。

3.5 min longer.

整整三分半种。这不合理，不是吗？

This makes no sense, right?

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

你想想，我是个美国人。我相信自由市场

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

这个实验不太对劲吧？对吗？

(Laughter)

(笑声)

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

如果你想要人们做得更好，

你便给他们奖赏，对吗？

Bonuses, commissions, their own reality show.

红利、佣金、他们自己的真人秀

Incentivize them.

赋予他们动机。这就是商业法则

That's how business works.

But that's not happening here.

但实验里却不是这样

You've got an incentive designed

奖励是为了

to sharpen thinking and accelerate creativity,

增强思考能力及创意

and it does just the opposite.

但事实却是相反。

It dulls thinking and blocks creativity.

它阻断了思考和创意能力

What's interesting about this experiment

有趣的事情是，这个实验不是误差

is that it's not an aberration.

This has been replicated over and over again

它被一再重复

for nearly 40 years.

在过去的四十年间

These contingent motivators --

这些不同的诱因

if you do this, then you get that --

如果你这样做，你就得到那个

work in some circumstances.

在某些情况里是可行的

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

但在许多任务中，它们不是没作用

or, often, they do harm.

更有可能产生反效果

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

这是在社会科学中一项

最有力的发现。

and also one of the most ignored.

同时也是最为人忽略的

I spent the last couple of years

过去两年，我研究

looking at the science of human motivation,

人类的动机

particularly the dynamics of extrinsic motivators

尤其是那些外部的激励因素

and intrinsic motivators.

和内在的激励因素

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

我可以告诉你，两者相差悬殊

If you look at the science, there is a mismatch

如果你使用科学方法查证，你会发现

between what science knows

科学知识和商业行为之间有条鸿沟

and what business does.

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

我们必须要注意的是，我们的商业机制

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

想想这些商业的协议和假设

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

我们如何激励人心，如何运用人资

it's built entirely around these extrinsic motivators,

全是以这些外部激励因素作为基础

around carrots and sticks.

打手心给块糖

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

对许多20世纪的工作来说是可行的

But for 21st century tasks,

但面对21世纪的工作

that mechanistic, reward-and-punishment approach

这些机械化的，奖惩分明的作法

doesn't work,

已经不管用了，有时更招致反效果

often doesn't work,

and often does harm.

Let me show you.

让我呈现我想表达的

Glucksberg did another similar experiment,

Glucksberg 做了一个类似的实验

he presented the problem in a slightly different way,

这次他给了他们一个比较不同的问题

like this up here.

像这个图里面的

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

实验对象必须要找出一个让蜡烛黏在墙上，又不会流下烛泪的方法

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

相同地，这边：我们要的是平均时间

You: we're incentivizing.

这边：一样的给他们不同诱因

What happened this time?

结果呢？

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

这次，有诱因的那组人

远远地胜过了另一组人

Why?

为什么？一旦我们把图钉从盒子里拿出来

Because when the tacks are out of the box,

it's pretty easy isn't it?

问题就变得相当简单不是吗？

(Laughter)

(笑声)

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

假设 - 在这个情况下

奖励就变得非常有效

where there is a simple set of rules

在规则简单，目标明显

and a clear destination to go to.

的情况下

Rewards, by their very nature,

奖励，产生了作用

narrow our focus, concentrate the mind;

让我们集中精神，变得专注

that's why they work in so many cases.

这便是为何奖励在许多情况下有效的缘故

So, for tasks like this,

当我们面对的工作是

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

范围狭窄，你能清楚见到目标

zoom straight ahead to it,

向前直冲时

they work really well.

奖励便非常有效

But for the real candle problem,

但在真正的“蜡烛问题”中

you don't want to be looking like this.

你不能只是这样看

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

解答不在那里，解答是在周围

你需要四处找寻

That reward actually narrows our focus

奖励却令我们眼光狭隘

and restricts our possibility.

限制了我们的想象力

Let me tell you why this is so important.

让我告诉你这个问题的重要性

In western Europe,

在西欧

亚洲的许多地方

in many parts of Asia,

in North America, in Australia,

北美洲、澳洲

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

白领工作者比较少处理

这种问题

and more of this kind of work.

更多的是这种问题

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

那些例行的、常规性的、左脑式的工作

certain kinds of accounting, financial analysis,

一些会计、一些财务分析

computer programming --

一些电脑编程

has become fairly easy to outsource,

变得极为容易外包

fairly easy to automate.

变得自动化

Software can do it faster.

软件能处理的更快

Low-cost providers can do it cheaper.

世界其他地方的低价供应商能以更便宜的成本来完成

So what really matters

所以更重要的是右脑的

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

创意，概念式的能力

Think about your own work.

想想你的工作

Think about your own work.

想想你自己的工作

Are the problems that you face,

你所面对的问题，甚至是我们

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

今天所谈论到的问题

do they have a clear set of rules,

这些问题 - 它们有清楚的规则

和一个简单的解答吗？不

and a single solution?

No. The rules are mystifying.

它们的规则模糊

The solution, if it exists at all,

解答，如果有解答的话

is surprising and not obvious.

通常是令人意外而不明显的

Everybody in this room

在这里的每个人

is dealing with their own version of the candle problem.

都在尝试解决他自己的

“蜡烛问题”

And for candle problems of any kind,

对所有形式的“蜡烛问题”

in any field,

在所有领域

those if-then rewards,

这些「如果 - 那就」的奖励

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

这些在商业世界里无处不在的奖惩系统

don't work!

其实没用

It makes me crazy.

这简直让我发狂

And here's the thing.

这不是 - 重点是

This is not a feeling.

这不是一种“感觉”

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

我是个律师，我才不信什么感觉

This is not a philosophy.

这也不是哲学

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

我是个美国人，我才不信什么哲学

(Laughter)

(笑声)

This is a fact --

这是真相

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

或是我们在华盛顿特区的政治圈常说的

a true fact.

一个“事实真相”

(Laughter)

(笑声)

(掌声)

(Applause)

Let me give you an example.

让我给你一个例子

Let me marshal the evidence here.

让我收集这些证据

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

因为我不是在告诉你一个故事，而是陈述一个案子

Ladies and gentlemen of the jury, some evidence:

陪审团的女士们先生们，证据在此：

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

Dan Ariely,一位当代伟大的经济学家

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

他和三位同仁，对麻省理工学院的学生做了一些研究

They gave these MIT students a bunch of games,

他给这些学生一些游戏

games that involved creativity,

一些需要创造力的游戏

and motor skills, and concentration.

需要动力和专注

And the offered them, for performance,

依照他们的表现给他们

three levels of rewards:

三种不同程度的奖励

small reward, medium reward, large reward.

小奖励、中奖励、大奖励

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

如果你做得好，你就得到大奖励，依此类推

What happened?

结果呢？只要是机械形态的工作

As long as the task involved only mechanical skill

bonuses worked as they would be expected:

红利就像我们所认知的

the higher the pay, the better the performance.

奖励越高，表现越好

Okay?

是的。但如果这个工作需要

But once the task called for even rudimentary cognitive skill,

任何基本的认知能力

a larger reward led to poorer performance.

越大的奖励却带来越差的表现

于是他们说

Then they said,

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

“让我们试试是否有什么文化差距

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

让我们去印度的马杜赖试试。”

Standard of living is lower.

生活水平较低

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

在马杜赖，北美标准的的中等奖励

is more meaningful there.

在这里有意义多了

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

一样地，一些不同游戏，三种奖励

What happens?

结果呢？

People offered the medium level of rewards

中等奖励的人

did no better than people offered the small rewards.

做得不比那些小奖励的人好

But this time, people offered the highest rewards,

但这次，那些能够得到大奖励的人

they did the worst of all.

表现最差

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

三种实验中，在我们提供的九个游戏中有八个

higher incentives led to worse performance.

奖励越高的表现越差

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

难道这是一种感情用事的

社会主义的阴谋诡计吗？

No, these are economists from MIT,

不。这些经济学家来自麻省理工

from Carnegie Mellon, from the University of Chicago.

卡内基梅隆、和芝加哥大学

Do you know who sponsored this research?

你知道赞助这实验的是谁吗？

The Federal Reserve Bank of the United States.

是美国联邦储备银行

That's the American experience.

完全的美国经验

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

让我们跨海到伦敦政经学院看看

LSE, London School of Economics,

LSE,伦敦经济学院

alma mater of eleven Nobel Laureates in economics.

十一位诺贝尔经济奖得主的母校

Training ground for great economic thinkers

训练伟大经济学家的地方

like George Soros, and Friedrich Hayek,

有乔治索罗斯、弗里德里希•哈耶克

and Mick Jagger.

和滚石乐团的米克•贾格尔（笑声）

(Laughter)

Last month,

上个月，才刚过去的那个月

just last month,

economists at LSE looked at 51 studies

政经学院的经济学家汇整了51个关于

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

企业内部绩效薪酬的研究

Here's what they said:

这些经济学家说，“我们发现金钱的诱因

"We find that financial incentives

can result in a negative impact on overall performance."

能对整体绩效带来负面效果。”

There is a mismatch between what science knows

科学知识和商业行为之间

and what business does.

有条鸿沟

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

我所忧心的是，在我们站在金融风暴

of the economic collapse,

废墟之间的此刻

is that too many organizations are making their decisions,

仍然有太多团体

仍然以一些过时的、

their policies about talent and people,

未经验证的、非科学的

based on assumptions that are outdated,

几乎是来自天方夜谭的假设

unexamined,

and rooted more in folklore than in science.

来制定规则和管理人事

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

如果我们真的想要摆脱这个经济危机

if we really want high performance

如果我们真的想要在这些

on those definitional tasks of the 21st century,

属于21世纪的核心工作中获取绩效的话

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

这解答无异是错上加错：

to entice people with a sweeter carrot,

用红萝卜来吸引人

or threaten them with a sharper stick.

或是用棍子来威胁人

We need a whole new approach.

我们需要一种新做法

The good news is that the scientists

好消息是这些研究人类动机的科学家

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

已经给了我们一个新方向

It's built much more around intrinsic motivation.

这个新方向讲求内在的诱因

Around the desire to do things because they matter,

我们想做是因为它能改变世界

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

因为我们喜欢，因为它很有趣

因为它能影响的范围很广

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

在我心里，这种新的商业机制

revolves around three elements:

围绕在三个基础上

autonomy, mastery and purpose.

自主性、掌握力和使命感

Autonomy: the urge to direct our own lives.

自主性，想要主掌自己人生的需求

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

掌握力，想要在举足轻重的事情上做得更好的欲望

Purpose: the yearning to do what we do

使命感，希望我们所做的事情

in the service of something larger than ourselves.

是为了更高远的理想的渴望

These are the building blocks of an entirely new operating system

这些便是建立新商业机制的

for our businesses.

基石

I want to talk today only about autonomy.

今天我只想提到自主性

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

20世纪产生了管理学的想法

Management did not emanate from nature.

管理学不是自然发生的

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

管理学像是 － 它不是一棵树

而是个电视机

Somebody invented it.

对吗？有人发明它

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

不代表它永远都好用

Management is great.

管理学很好

Traditional notions of management are great

传统的管理学的概念是好的

if you want compliance.

如果你需要的是服从

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

但如果你想要员工全心投入，自动自发更好

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

有关自动自发，让我给你一些

革命性的例子

You don't see a lot of it,

代表着 --这样的例子不多

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

但是你可以发现一些有趣的事情正开始发生

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

它代表着付给人们合理与

足够的工资

getting the issue of money off the table,

让钱不再是问题

and then giving people lots of autonomy.

然后给人们很大的自治权

Some examples.

让我举一些例子

How many of you have heard of the company Atlassian?

在座谁听过一家叫 Atlassian 的公司？

It looks like less than half.

看起来一半都不到

(Laughter)

（笑声）

Atlassian is an Australian software company.

Atlassian 是一个澳大利亚的软件公司

And they do something incredibly cool.

他们做了一件很酷的事

A few times a year they tell their engineers,

一年有几次，他们跟公司里的软件工程师说

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

“接下来的24个小时，去做你自己想做的事，

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

只要它和你每天的工作无关

随便你要做什么都行。”

Work on anything you want."

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

这些工程师便利用这些时间

写出一套有趣的编程，优雅地包装这些想法

come up with an elegant hack.

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

在那天的最后

to their teammates, to the rest of the company,

在这个全员到齐，万众一心的会议中

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

对他们的组员和整个公司

介绍他的发明

Being Australians, everybody has a beer.

当然，身为澳大利亚人，大家都得来罐啤酒

They call them FedEx Days.

他们叫这是 FedEx 联邦快递日

Why?

因为你必须在隔夜交出你的作品

Because you have to deliver something overnight.

It's pretty; not bad.

很不赖的想法。虽然违反商标法

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

但这个想法很聪明。

(Laughter)

（笑声）

That one day of intense autonomy

在高度自主的一日中

has produced a whole array of software fixes

他们做出了许多软件编程的革新

that might never have existed.

之前根本没人想到的

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

这个计划的成功，让 Altlassian 更进一步的发明了

五分之一时间

with 20% time --

done, famously, at Google --

谷歌把这个想法发扬光大

where engineers can spend 20% of their time

工程师可以用五分之一的时间

working on anything they want.

做所有他们想做的事情

They have autonomy over their time,

他们可以自由的分配他们的时间

their task, their team, their technique.

工作，组员，和作法

Radical amounts of autonomy.

就是这样。完全的自主权

And at Google, as many of you know,

诚如大家所知，在谷歌

about half of the new products in a typical year

一年中有一半的新商品

are birthed during that 20% time:

都来自这五分之一时间

things like Gmail, Orkut, Google News.

像谷歌信箱、Orkut、谷歌新闻

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

让我给你一个更具革命性的例子

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

一个叫做“只论结果的工作环境”

简写是ROWE

created by two American consultants,

由两个美国分析师所创造

in place at a dozen companies around North America.

用在十多家北美公司上

In a ROWE people don't have schedules.

在 ROWE 之中，人们没有日程表

They show up when they want.

他们想来就来

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

他们不需要在特定时间到公司

任何时间

They just have to get their work done.

他们只需要把工作完成

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

怎么做、何时做

在哪里做、都取决于他们自己

Meetings in these kinds of environments are optional.

甚至连开会都是选择性的

结果呢？

What happens?

Almost across the board,

几乎所有公司的生产力都提升了

productivity goes up, worker engagement goes up,

工作投入度提升

worker satisfaction goes up, turnover goes down.

工作满意度提升，人力流失降低

Autonomy, mastery and purpose,

自主性、掌握力和使命感

the building blocks of a new way of doing things.

这便是新工作方式的新基础

Some of you might look at this and say,

在座的某些人可能会看着然后说

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

”嗯，听起来不错，就是太理想化了。“

And I say, "Nope.

我说”错了。我有证据。“

I have proof."

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

在90年代中，微软开始了一个

叫做 Encarta 的百科全书计划

They had deployed all the right incentives,

他们使用了所有正确的诱因

所有的诱因。他们付钱给专业人士

They paid professionals to write and edit thousands of articles.

让他们写和编辑这些文章

Well-compensated managers oversaw the whole thing

收入颇丰的主管们监督着整个计划

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

确定它不会超过预算和时间

A few years later, another encyclopedia got started.

几年后另一个百科全书计划开始了

Different model, right?

完全不同的模式

Do it for fun.

为了兴趣而作。没有人能拿到任何一毛钱

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

因为自己喜欢做而做

Do it because you like to do it.

如果你在十年前

Just 10 years ago,

if you had gone to an economist, anywhere,

到一个经济学家那里去

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

对他说”我有两种撰写百科全书的模式

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

拿来相比，谁会赢？“

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

十年前你绝对不会找到任何一个清醒的经济学家

anywhere on planet Earth

在这个地球的任何角落

who would have predicted the Wikipedia model.

能够预知维基百科的模式

This is the titanic battle between these two approaches.

这是一个两种模式之间的世纪战役

This is the Ali-Frazier of motivation, right?

动机的阿里与弗雷泽之战

This is the Thrilla in Manila.

就像那场在马尼拉的拳王之战

Intrinsic motivators versus extrinsic motivators.

是吗？内在动机和外在动机

Autonomy, mastery and purpose,

自主性、掌握力和使命感

versus carrot and sticks, and who wins?

和胡萝卜和棍子。谁赢了？

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

内在动机、自主性、掌握力和使命感

获得压倒性胜利。结论是

Let me wrap up.

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

科学知识和商业行为之间

有条鸿沟

Here is what science knows.

One: Those 20th century rewards,

一：这些20世纪的奖励

those motivators we think are a natural part of business,

这些我们当作商业中自然一部分的诱因

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

是有用的。但意外地只在一个非常狭窄的情况下

Two: Those if-then rewards often destroy creativity.

二：这些奖励往往会破坏创造力

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

三：高绩效的秘密

不是奖励和惩罚

but that unseen intrinsic drive--

而是看不见的内在动力

the drive to do things for their own sake.

让人为了自己而做的动力

The drive to do things cause they matter.

让人有使命感的动力

And here's the best part.

最好的是

We already know this.

我们了然于心。科学不过确认了我们心里的声音

The science confirms what we know in our hearts.

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

如果我们改变

科学知识和商业行为之间有的那条鸿沟

if we bring our motivation, notions of motivation

如果我们把我们的动机，对诱因的想法

into the 21st century,

带进21世纪

if we get past this lazy, dangerous, ideology

如果我们越过懒惰的、危险的、理想化的

of carrots and sticks,

胡萝卜和棍子的想法

we can strengthen our businesses,

我们可以强化我们的公司

we can solve a lot of those candle problems,

解决许多的“蜡烛问题”

and maybe, maybe --

那么或许，或许，或许

we can change the world.

我们便能改变世界。

I rest my case.

陈述完毕。

(Applause)

（掌声）