声音简介
Six years later, as a new professor, I was standing at the front of a Harvard classroom teaching Technology and Operations Management, a required first-year course for all of our MBA students.In the discussion that day about the case study on a big materials company, a student recommended a way to resolve a conflict with one of their most critical customers.She suggested the company assign a key engineer, Bruce Stevens, to this project— in addition to his other responsibilities. I questioned her: "Asking Bruce to do this makes sense in isolation. But getting Bruce to actually make t his highest priority, on top of an overflowing plate of other responsibilities- isn't that going to be hard?”
“Just give him an incentive,”was her reply.
“Wow---that sure is a simple answer. What kind of incentive do you have in mind?”I asked.
“Just give him a bonus if he gets it done on time,”she responded.
“The problem,”I said,“is that he has other responsibilities on other projects as well.If he focuses on this as his top priority, he's going to fall behind on those other projects. So then what are you going to do— give him another financial incentive to motivate him to work harder on all the other projects?” I pointed to a statement in the case about Bruce.He was clearly a driven man, who routinely worked seventy-hour weeks.
激励让世界运转吗？
六年后，作为一名新教授，我在哈佛大学主讲《技术与运营管理》，这是我们所有MBA学生一年级的必修课程。有一天，关于一家大型材料公司案例研究的讨论中，一名学生推荐了一种解决与他们最关键的客户之一的冲突的方法。她建议公司为这个项目指派一名关键工程师，Bn Stevens——除了他的其他职责之外。我问她:“单独要求布鲁斯这么做是有道理的。但是，让布鲁斯真正把作为他的最高优先事项，放在一大堆其他责任之上——这不是很难吗？”
“给他一个激励，”她回答道。
“哇——那肯定是个简单的答案。你心里有什么样的激励？”我问。
“如果他能按时完成，就给他奖金，”她回应道。
“问题是，”我说，“他在其他项目上也有其他责任。如果他把这个作为他的首要任务，他会在其他项目上落后。那么，你打算怎么做——再给他一份经济激励，激励他在所有其他项目上更加努力地工作？”我指的是案件中关于布鲁斯的陈述。他显然是一个干劲十足的人，通常每周工作70小时。
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