Andy Samberg channels White House Chief of Staff, Rahm Emmanuel, in this bleep-ridden skit.
The premise is that the White House Chief of Staff offers his apologies for some recent comments.
It made me laugh out loud and wonder what politics would be like if people actually said what they were thinking.
Here is a link if you want to read a transcript.
Andy Samberg channels White House Chief of Staff, Rahm Emmanuel, in this bleep-ridden skit.
The premise is that the White House Chief of Staff offers his apologies for some recent comments.
It made me laugh out loud and wonder what politics would be like if people actually said what they were thinking.
Here is a link if you want to read a transcript.
Here is Apple's launch video. They do know how to innovate and market, don't they?
Yes, it is stuff that does the stuff their other stuff does. Yet, somehow it is generating great Buzz.
Are you planning to buy one? I'm planning to resist … for now.
Here is Apple's launch video. They do know how to innovate and market, don't they?
Yes, it is stuff that does the stuff their other stuff does. Yet, somehow it is generating great Buzz.
Are you planning to buy one? I'm planning to resist … for now.
This video provides a peek into the science of human motivation.
There is a mismatch between what science knows and what business
does.
And what's alarming here is that our business operating system —
think of the set of assumptions and protocols beneath our businesses,
how we motivate people, how we apply our human resources — it's built
entirely around these extrinsic motivators, around carrots and sticks.
That's actually fine for many kinds of 20th century tasks. But for 21st
century tasks, that mechanistic, reward-and-punishment approach doesn't
work, often doesn't work, and often does harm.
Here is the direct link to the video on Ted's site.
Here is an excerpt from the talk.
Too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science. And if we really want to get out of this economic mess, and if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things. To entice people with a sweeter carrot, or threaten them with a sharper stick. We need a whole new approach.
And the good news about all of this is that the scientists who've been studying motivation have given us this new approach. It's an approach built much more around intrinsic motivation. Around the desire to do things because they matter, because we like it, because they're interesting, because they are part of something important. And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose.
These are the building blocks of an entirely new operating system for our businesses.
This video provides a peek into the science of human motivation.
There is a mismatch between what science knows and what business
does.
And what's alarming here is that our business operating system —
think of the set of assumptions and protocols beneath our businesses,
how we motivate people, how we apply our human resources — it's built
entirely around these extrinsic motivators, around carrots and sticks.
That's actually fine for many kinds of 20th century tasks. But for 21st
century tasks, that mechanistic, reward-and-punishment approach doesn't
work, often doesn't work, and often does harm.
Here is the direct link to the video on Ted's site.
Here is an excerpt from the talk.
Too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science. And if we really want to get out of this economic mess, and if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things. To entice people with a sweeter carrot, or threaten them with a sharper stick. We need a whole new approach.
And the good news about all of this is that the scientists who've been studying motivation have given us this new approach. It's an approach built much more around intrinsic motivation. Around the desire to do things because they matter, because we like it, because they're interesting, because they are part of something important. And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose.
These are the building blocks of an entirely new operating system for our businesses.