Gradual approach can be confounded by inappropriaincentives... RE: [Ailist] Re: Applying leeches?

[Roger Davies]

When I'm involved with a conversation on an important topic I think it's
essential that the meaning of key words is defined, shared and understood.

On the other hand, having a love for poetry, song lyrics and comedy the fact
that one word can have many meanings is an essential feature of our
language.

Context is the key. That's why you have to remember that the context you
were in when you wrote and e-mail may be read in a different context by the
recipient. Make the phone call instead and the inferences in your tone of
voice convey the context and not just the words. Defining what certain words
mean when you hold a conversation shows that it's a serious matter and puts
the whole conversation into a much more defined context.

Talk is cheap, words are gold, and listening is how you capture their value.

Great conversations everyone. Thanks

Roger



-----Original Message-----
From: John Loty [mailto:fairgo at ozemail.com.au] 
Sent: Monday, April 21, 2008 5:14 PM
To: 'Lionel Boxer'; cheri at mobileteamchallenge.com; rdavies at rtpcompany.com;
nancy at sonic.net
Cc: ailist at lists.business.utah.edu
Subject: RE: Gradual approach can be confounded by inappropriaincentives...
RE: [Ailist] Re: Applying leeches?


 Great discussion - is is not interesting that we see examples - vivid -
from my perspective of "Social Construction at work"

The same words meaning different things to different people.


John Loty
 
AI Advocate and Facilitator 
 
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-----Original Message-----
From: Lionel Boxer [mailto:lionel.boxer at rmit.edu.au] 
Sent: Tuesday, 22 April 2008 8:08 AM
To: cheri at mobileteamchallenge.com; fairgo at ozemail.com.au;
rdavies at rtpcompany.com; nancy at sonic.net
Cc: ailist at lists.business.utah.edu
Subject: RE: Gradual approach can be confounded by inappropriaincentives...
RE: [Ailist] Re: Applying leeches?

Reflecting on Roger's reply to my post about "underlying incentives" ...

I was referring to a broader understanding of the term "underlying
incentive"; for these sort of changes to take place it is necessary to
understand everyone's fundamental principles of remuneration as well as the
responsiblities in their job descriptions that determine whether or not they
are doing their jobs properly.  I did not mean paying people a token reward
for "jumping through a new hoop", "jumping higher", or "jumping in a new
way".

People tend to attend work everyday with expectations that if they do their
job as defined in their job descriptions that:
- they will be paid,
- at their annual reviews they will be told that they have done a good job,
and
- this performance will result in them retaining their jobs and being given
a fair increase in remuneration over time However, in many cases the
fundamental job that they are doing and the certain way that they are doing
it is not aligned with the new way that is required to behave as defined by
the change.

These sort of incentives to do the opposite to the change will undermine a
gradual approach, because people will not feel that their job will survive
if they adopt the changes.  In cases where job descriptions are at odds with
new required behaviours the job descriptions need to be redesigned to
reflect and align with the changes.


Lionel Boxer CD PhD MBA BTech(IndEng) - 0411267256 Associate of RMIT
University - lionel.boxer at rmit.edu.au Graduate School of Business What's
up?: http://intergon.net/events.html The Sustainable Way:
http://intergon.net/tsw
>>> "Roger Davies" <rdavies at rtpcompany.com> 21/04/08 11:02 PM >>>
My two cents on incentive.....DON'T DO IT. 

I have found it very necessary over my last 10 year's in management to make
a distinction between incentive and reward. Incentives are doomed to failure
because they guaranteed before the act or behavior is exhibited i.e. if you
incent a group to complete a project by a certain date they may do so at the
expense of the long term viability of the project. Rewards on the other hand
are not determined before hand and are given in support of a desired
behavior i.e. one should be rewarded for identifying a critical type of
failure and proposing a solution prior to it occurring.

The only acceptable incentives are salary and overtime, everything else soon
becomes an expected part of total compensation and quickly loses the value
expected from it.

It is counterproductive to incent anyone for making a morally correct
choice. Practically this approach has stood me in good stead for over 10
years. Rewards, not incentives are what motivate. I think Herzberg's hygiene
theory adds some background to this too.

Roger