by Carolyn Dewar and Scott Keller.
Irrationality is a basic part of being human. A classic example is buying something we would never otherwise have spent money on — and will never use — simply because it’s a great deal. So when it comes to motivating employees to change, it should be no surprise that leaders who rely on rationality typically spend time and energy on the wrong things, send messages that miss the mark, and create frustrating unintended consequences. Yet most do it anyhow. As part of the research for Beyond Performance, we’ve come to understand how leaders can leverage social-science research about decision making to motivate employees more effectively. – continued here