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> Is there some way to correct this? How do you reward good behaviour here, and discourage “misbehavior” like this? …Yes? As the employer, find ways to be as g

> Is there some way to correct this? How do you reward good behaviour here, and discourage “misbehavior” like this? …Yes? As the employer, find ways to be as generous and rewarding as possible. In immortal other words, “Fuck uou pay me.” Every example provided was “I went above and beyond and was not rewarded for it.” The fix is rewarding people for it.

NoZebra120vClip 3y ago
Yeah but as the Dilbert comic at the end demonstrates, offering rewards for good behavior leads to perverse incentives. So wcyd?
- RangerScience 3y ago
  https://strongfemaleprotagonist.com/issue-6/page-125-2/ https://strongfemaleprotagonist.com/issue-6/page-125-2/ > "The lie of the slope is the implication that we have ever been or could ever be on level ground." https://en.wikipedia.org/wiki/God_Emperor_of_Dune https://en.wikipedia.org/wiki/God_Emperor_of_Dune > What do [thinking] machines really do? They increase the number of things we can do without thinking. Things we do without thinking-there's the real danger. Your workplace has an incentive structure (probably a complex one, made up of monetary, social, etc factors). That structure is akin to a machine. That machine should aide you - as an IC, it should aide you in doing quality work in alignment with business needs; as a manager, in motivating and coordinating your ICs. It shouldn't do it _instead_ of you. The idea that you can't add rewards for good behavior _because_ it will result in perverse incentives is, IMHO, akin to thinking you can't add code to the product because it'll result in bugs. So what can you do? Engage with your people, be generous with them; be generous with rewards and praise and all the good things when they do well; be generous with forgiveness, coaching, and teaching when they do poorly, and be generous with your time and involvement. Do your own thinking - don't have the machine-that-is-the-corporation do it for you, because it's full of bugs and always has been. Be engaged so that you can adjust as things play out.

NoZebra120vClip 3y ago

Yeah but as the Dilbert comic at the end demonstrates, offering rewards for good behavior leads to perverse incentives. So wcyd?

RangerScience 3y ago
https://strongfemaleprotagonist.com/issue-6/page-125-2/ https://strongfemaleprotagonist.com/issue-6/page-125-2/ > "The lie of the slope is the implication that we have ever been or could ever be on level ground." https://en.wikipedia.org/wiki/God_Emperor_of_Dune https://en.wikipedia.org/wiki/God_Emperor_of_Dune > What do [thinking] machines really do? They increase the number of things we can do without thinking. Things we do without thinking-there's the real danger. Your workplace has an incentive structure (probably a complex one, made up of monetary, social, etc factors). That structure is akin to a machine. That machine should aide you - as an IC, it should aide you in doing quality work in alignment with business needs; as a manager, in motivating and coordinating your ICs. It shouldn't do it _instead_ of you. The idea that you can't add rewards for good behavior _because_ it will result in perverse incentives is, IMHO, akin to thinking you can't add code to the product because it'll result in bugs. So what can you do? Engage with your people, be generous with them; be generous with rewards and praise and all the good things when they do well; be generous with forgiveness, coaching, and teaching when they do poorly, and be generous with your time and involvement. Do your own thinking - don't have the machine-that-is-the-corporation do it for you, because it's full of bugs and always has been. Be engaged so that you can adjust as things play out.