![]() They rely on predictions - setting future targets - that can never be reliable. The firm takes a positivist or behaviorist view of the world: people can be “nudged” into approved behavior patterns. The firm metes out rewards in the form of awards and bonuses and promotions for behavior it wants to encourage, and withholds them when there is unapproved behavior. ![]() ![]() Most business systems rely on extrinsic motivations, what Bart Vanderhaegen calls carrot and stick. That’s an intrinsic motivation - it comes from inside the individual. What if it were possible to transcend structure? The secret lies in motivation.Īustrian economics reveals the secret of motivation: every individual seeks better circumstances for themselves, trading one set of conditions that’s unsatisfactory for another set that they prefer. Even when change projects re-make a business’s structure, it’s still there, just in a different configuration. In many ways, structure is the biggest barrier to change, and the enemy of learning. It’s not people who resist change, it’s processes and established practices and organizational structure. But the business landscape is littered with failed change and transformation projects. Management books, management gurus and consultants are all for change to established ways of doing things. Key Takeaways and Actionable Insights Learning and change are good for people and organizations, but very hard to implement.
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