THE 3 RULES OF EFFECTIVE INCENTIVES

Rule #1:
Group incentives do not affect group behavior unless they’re translated to individual incentives.

(examples below; thread)
2/ Example: a company-level pollution fine doesn’t influence company behavior unless it’s translated into fines to the individual managers (or the company fine is large enough to meaningfully affect stock price, which is an individual incentive).
3/ Rule #2:
Long-term incentives do not affect behavior unless they are translated into short-term incentives.

Example:

4/ The discriminant in the previous example is that those who regularly go to the gym have positive emotional associations with exercising (that incentivize them to exercise).

Only positive emotional associations with the outcome (being fit) isn’t enough.
5/ Rule #3:
Analytical incentives do not affect behavior unless they’re translated into emotional ones.

The bottleneck to action is most often emotional.

After one is aware of the basics, more info doesn’t lubricate action, unless the information created an emotional reaction.
6/ Also on the topic of effective incentives, my talk at Nudgestock last year:

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More from @DellAnnaLuca

13 May
WHAT FINES CAN TEACH ABOUT MANAGEMENT

Three lessons from the story of how yesterday I got fined for a parking violation.

(Thread, 1/N)
2/ Yesterday, I received a fine because I parked my car where I wasn’t supposed to.

Even though I’m seldom angry, this time I was furious. First of all, the “cannot park here sign” was partially hidden by a tree.

Lesson #1: managers who aren’t clear have frustrated employees.
3/ The second reason I was furious is because I parked the car in a place that wasn’t bothering anyone.

Why did the police fine me but not the car 100m away double-parked, slowing traffic down?
Read 9 tweets
11 May
One thing we learned from this pandemic: the basics of infectious diseases are not understood well and widely enough.

Basic things such as "diseases spread." The world acted as if it weren't true in January & February 2020.

1/4

Some other basic concepts that aren't clear yet, even though they costed us dearly:
- problems must be addressed not for how big they are but how big they can become
- connectivity (planes, etc.) helps diseases spread

2/4
– respiratory diseases are likely to transmit by having inhaled the air someone infected exhaled (duh, and yet…)

3/4
Read 4 tweets
3 May
GETTING CORE VALUES ADOPTED

The other day, I talked about best practices to drive the adoption of standards of behavior.

Here is the recording and, in the thread below, a few highlights.

1/ Core Values must be expressed as trade-offs.

2/ "Ethics is one of our Core Values"
→ generic, not a standard, not actionable

"We always condemn unethical behavior, even from our star performers"
→ specific, a standard of behavior, actionable
3/ Another example:

"Customer focus is one of our Core Values"
→ generic, not a standard of behavior, not actionable

"Each piece of customer feedback is routed to someone accountable for what it describes"
→ specific, a standard, actionable
Read 9 tweets
29 Apr
WHY MANAGERS MICROMANAGE

1/ They superstitiously believe that their successes of the past was caused by an attention to details (whereas it’s random correlation)

2/ They are afraid to be clear on what they need so they must micromanage instead.
3/ They have a fragile position and cannot allow any minimal mistake.

That’s problematic, because things will go wrong. Better to create trust and have frequent honest communication so that problems can’t grow too much.
4/ In the past, they delegated without following up with progress updates, they discovered a problem too late and got burned.

Then, they learned the wrong lesson: instead of frequent progress updates, micromanagement.
Read 4 tweets
29 Apr
Here’s an idea: lower that fence.

Yes, it’s no applicable in all contexts, but example: long degrees are a problem not just for the tuition but in some cases also for the time spent not working and having to move to another city.
Shortening degrees where possible would help.
Read 4 tweets
23 Apr
I LABORATORI "PERDONO" VIRUS MOLTO PIÙ SOVENTE DI QUANTO PENSIAMO

1/ SARS è fuoriuscito da laboratori molte volte; due dallo stesso laboratorio

2/ L'istituto Pasteur perdette 2349 fiale di SARS. Una volta, ne trasportò su un aereo di linea, in barba ai protocolli

(continua👇)
Trovate le fonti in fondo al thread.
3/ Più di 100 laboratori americani di alta sicurezza sono stati sanzionati per aver violato le norme di sicurezza.

I regolatori hanno permesso loro di continuare a fare esperimenti per anni nonostante ispezioni di sicurezza fallite.
Read 12 tweets

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