Can Money Buy Innovation? Even in our money-driven society, the power of money has limits: there are certain things money can’t buy. Love and happiness come to mind first, but a popular list of things that can’t be supposedly bought with money is much longer and includes such items as “25-hour day,” “clear conscience” and (my favorite) “an honest politician.” Some would add one more item to this list: innovation. Innovation, they’d argue, is a thing based on creativity, and creativity feeds on intrinsic motivators: natural curiosity, joy of learning, thrill of solving a difficult problem. Extrinsic motivators, such as money, can do little to make a person more creative. Unfortunately, academic research on incentivizing innovation is still in its infancy and doesn’t provide much help. Hopefully, future research will bring more clarity to the topic. We also should stop arguing whether we can or can’t buy innovation; we should simply pay for it. image credit: scapromotions.com Wait!
Prisoner's dilemma The prisoners' dilemma is a canonical example of a game analyzed in game theory that shows why two individuals might not cooperate, even if it appears that it is in their best interests to do so. It was originally framed by Merrill Flood and Melvin Dresher working at RAND in 1950. Albert W. Tucker formalized the game with prison sentence rewards and gave it the name "prisoner's dilemma" (Poundstone, 1992), presenting it as follows: Two members of a criminal gang are arrested and imprisoned. It's implied that the prisoners will have no opportunity to reward or punish their partner other than the prison sentences they get, and that their decision won't affect their reputation in future. There is also an extended "iterative" version of the game, where the classic game is played over and over between the same prisoners, and consequently, both prisoners continuously have an opportunity to penalize the other for previous decisions. Strategy for the classic prisoners' dilemma Nice
Evolutionary game theory Evolutionary game theory (EGT) is the application of game theory to evolving populations of lifeforms in biology. EGT is useful in this context by defining a framework of contests, strategies, and analytics into which Darwinian competition can be modelled. EGT originated in 1973 with John Maynard Smith and George R. Price's formalisation of the way in which such contests can be analysed as "strategies" and the mathematical criteria that can be used to predict the resulting prevalence of such competing strategies. Evolutionary game theory differs from classical game theory by focusing more on the dynamics of strategy change as influenced not solely by the quality of the various competing strategies, but by the effect of the frequency with which those various competing strategies are found in the population. Evolutionary game theory has proven itself to be invaluable in helping to explain many complex and challenging aspects of biology. The problem John Maynard Smith Models
Backward bending supply curve of labour This labour supply curve shows how the change in real wage rates affects the number of hours worked by employees. In economics, a backward-bending supply curve of labour or backward-bending labour supply curve is a graphical device showing a situation in which, as "real" or inflation-corrected wages increase beyond a certain level, people will substitute leisure (non-paid time) for paid work-time and thus higher wages lead to less labor-time being offered for sale. The "labor-leisure" tradeoff is the tradeoff faced by wage-earning human beings between the amount of time spent engaged in wage-paying work (assumed to be unpleasant) and satisfaction-generating non-paid time that allows (1) participation in "leisure" activities and (2) use of time to do necessary self-maintenance, such as sleep. The key to this tradeoff is a comparison between the wage received from each hour of working and the amount of satisfaction generated by use of non-paid time. Overview Assumptions
Trust (social sciences) In a social context, trust has several connotations. Definitions of trust typically refer to a situation characterised by the following aspects: One party (trustor) is willing to rely on the actions of another party (trustee); the situation is directed to the future. In addition, the trustor (voluntarily or forcedly) abandons control over the actions performed by the trustee. As a consequence, the trustor is uncertain about the outcome of the other's actions; they can only develop and evaluate expectations. The uncertainty involves the risk of failure or harm to the trustor if the trustee will not behave as desired. Trust can be attributed to relationships between people. Conceptually, trust is also attributable to relationships within and between social groups (families, friends, communities, organisations, companies, nations etc.). When it comes to the relationship between people and technology, the attribution of trust is a matter of dispute.
bayimg - free uncensored image hosting Equity theory Equity theory is a theory that attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Considered one of the justice theories, equity theory was first developed in 1963 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes. Background In any position, an employee wants to feel that their contributions and work performance are being rewarded with their pay. Definition of equity Inputs and outcomes Inputs
The Seven Habits of Highly Effective People The 7 Habits of Highly Effective People, first published in 1989, is a business and self-help book written by Stephen R. Covey. Covey presents an approach to being effective in attaining goals by aligning oneself to what he calls "true north" principles of a character ethic that he presents as universal and timeless. The 7 Habits The book first introduces the concept of paradigm shift and helps the reader understand that different perspectives exist, i.e. that two people can see the same thing and yet differ with each other. On this premise, it introduces the seven habits in a proper order. Each chapter is dedicated to one of the habits, which are represented by the following imperatives: Independence The First Three Habits surround moving from dependence to independence (i.e., self-mastery): 1 - Be Proactive roles and relationships in life. 2 - Begin with the End in Mind envision what you want in the future so that you know concretely what to make a reality. 4 - Think Win-Win
Der Preis einer freien, weltweiten Kommunikation | Herrschaftsfrei? Am vergangenen Donnerstag (den 12.05.2011) durfte ich am eigenen Leib erfahren, wie es sich anfühlt, unbegründet im Verdacht einer Straftat zu stehen. Das alleine ist problematisch, zieht allerdings einen Rattenschwanz weiterer Probleme und Fragen nach sich. Dieses -aus dem Boden gestampfte- Blog soll mir eine Plattform für den oben angedeuteten Fall sein, mir helfen Gedanken zu ordnen und zu reflektieren. Ich möchte über technische und gesellschaftliche Zusammenhänge aufklären, die zu solchen Situationen führen. Anonymität im Netz Wikipedia weiß: Das derzeitige Internet ermöglicht unterschiedlich weitgehende Anonymität. In unseren Gefilden interessiert eine solche Aussage leider zumeist relativ wenig. grün: freier Zugang, orange: überwacht, hellgelb: teilweise zensiert, hellrosa: erheblich zensiert, rosa: durchgängig zensiert (Lizenz: CC0 1.0) Anonymisierungsnetzwerke Zur Verminderung der oben genannten Probleme haben sich Projekte zur Entwicklung von Softwarelösungen gebildet. Mein Fall
Category:Motivation Motivation is a word used to refer to the reason or reasons for engaging in a particular behavior, especially human behavior as studied in psychology and neuropsychology. Subcategories This category has the following 12 subcategories, out of 12 total. Pages in category "Motivation" The following 97 pages are in this category, out of 97 total.
Legit Wieder Hausdurchsuchung wegen Tor-Exit-Server Sören Weber hat bis vor einiger Zeit einen Tor-Exit-Server betrieben. Am vergangenen Donnerstag stand plötzlich die Polizei vor der Tür und beschlagnahmte bei einer Hausdurchsuchung seine Computer und Festplatten, weil er im Verdacht steht, im Besitz von Kinderpornographie zu sein. Er beschreibt die Situation ausführlich in seinem Blog und bittet um Spenden, um die rund 1000 Euro pauschale Anwaltskosten refinanzieren zu können: Der Preis einer freien, weltweiten Kommunikation. Ich befinde mich derzeit auf dem zweiten Bildungsweg und lebe von BAföG. Die Geschichte, Kontakt- und Spendendaten finden sich auf seinem Blog. Update: Die Spendensumme ist längst erreicht, alles, was darüber gespendet wurde, gibt Sören an das Torproject und eine weitere Organisation weiter. Hintergrund zu Tor, der Technik und der rechtlichen Lage beschreibt der Netzpolitik-Podcast Folge 99 mit Andreas Lehner: NPP099: Anonymität und das TOR-Projekt Wir wollen netzpolitik.org weiter ausbauen.
5 Non-material incentives that can motivate your employees | The New Management - Value Driven Management There are two types of incentives that managers can use to motivate their employees: material and non-material. The material ones refer to incentives like salary, bonuses and other types of material rewards or sanctions that a company can give to the employees. The non-material incentives are related to the feelings, values and behavior of the employees. The non-material incentives give to the person the reason why he should do a certain task, while the material incentives strengthen the reasons by assimilating to the rewards numbers and other benefits. Promotion The possibility to get at a superior hierarchical level or the possibility to get more important tasks can motivate the employees to work harder and better. Personal development People always learn new thing, whether the process is voluntarily or not. Responsibility Recognition Some employees are being driven by the wish of getting professional recognition – to be seen as experts on their fields. Realization Be cool!