WEBVTT 00:00:14.012 --> 00:00:16.886 I need to make a confession, at the outset here. 00:00:16.886 --> 00:00:20.950 A little over twenty years ago, I did something that I regret 00:00:20.950 --> 00:00:24.380 Something that i'm not particularly proud of 00:00:24.380 --> 00:00:27.954 Something that, in many ways, I wish no one would ever know. 00:00:27.954 --> 00:00:31.079 but that here, I feel kind of obliged to reveal 00:00:31.079 --> 00:00:35.737 In the late 1980's 00:00:35.737 --> 00:00:38.878 In a moment of youthful indiscretion 00:00:38.878 --> 00:00:41.245 I went to law school. 00:00:41.245 --> 00:00:47.818 Now, In America 00:00:47.818 --> 00:00:50.742 law is a professional degree. You get your University degree and then you go on to law school. 00:00:50.742 --> 00:00:54.244 And when I got to Law School, I didn't do very well 00:00:54.244 --> 00:00:58.644 to put it mildly, I didn't do very well. 00:00:58.644 --> 00:01:00.642 I, in fact, graduated in the part of my law school class 00:01:00.642 --> 00:01:04.939 that made the top 90%, possible. (laughter) 00:01:04.939 --> 00:01:12.693 Thank you. 00:01:12.693 --> 00:01:15.283 I never practiced law a day in my life. 00:01:15.283 --> 00:01:17.122 I pretty much wasn't allowed to. (laughter) 00:01:17.122 --> 00:01:23.238 But today, against my better judgement, 00:01:23.238 --> 00:01:25.178 against the advice of my own wife, 00:01:25.178 --> 00:01:31.040 I want to try to dust off some of those legal skills, or what's left of those legal skills. 00:01:31.040 --> 00:01:35.345 I don't want to tell you a story, I want to make a case. 00:01:35.345 --> 00:01:42.939 I want to make a hard-headed, evidence-based, dare I say, lawyer-ly case 00:01:42.939 --> 00:01:46.081 for rethinking how we run our businesses 00:01:46.081 --> 00:01:50.092 So, ladies and gentlemen of the jury 00:01:50.092 --> 00:01:51.656 Take a look at this. 00:01:51.656 --> 00:01:55.485 This is called the "Candle Problem". Some of you might have seen it before. 00:01:55.485 --> 00:02:00.578 I was created in 1945 by a scientist named Karl Duncker 00:02:00.578 --> 00:02:04.570 Duncker created this experiement that's used in a whole variety of experiements in behavioral science, 00:02:04.570 --> 00:02:06.621 and here's how it works. 00:02:06.621 --> 00:02:08.712 Suppose I am the experimentor. I bring you into a room. 00:02:08.712 --> 00:02:14.501 I give you a candle, some thumb tacks, and matches, and I say to you, "Your job... 00:02:14.501 --> 00:02:19.718 "... is to attach the candle to the wall so the wax doesn't drip onto the table." 00:02:19.718 --> 00:02:22.226 So what would you do? 00:02:22.226 --> 00:02:26.549 Now many people will begin trying to thumbtack the candle to the wall, it doesn't work 00:02:26.549 --> 00:02:31.450 Some people, and I saw someone kind of make the motion over here, have this 00:02:31.450 --> 00:02:34.824 great idea where they light the match 00:02:34.824 --> 00:02:37.791 melt the side of the candle. Try to adhere it to the wall. 00:02:37.791 --> 00:02:40.785 It's an awesome idea. Doesn't work. 00:02:40.785 --> 00:02:46.456 And eventually after 5-10 min, most people figure out the solution, which you can see here. 00:02:46.456 --> 00:02:51.173 The key is to overcome what's called, functional fixedness 00:02:51.173 --> 00:02:55.058 You look at that box and you see it only as a receptical for the tacks 00:02:55.058 --> 00:02:57.337 But, it can also have this other function 00:02:57.337 --> 00:02:59.780 as a platform for the candle 00:02:59.780 --> 00:03:04.528 Now,I want to tell you about an experiement using the Candle Problem. 00:03:04.528 --> 00:03:08.902 by a scientist named Sam Glucksberg, who is now at Princton University in the US 00:03:08.902 --> 00:03:12.225 This shows the Power of Incentives 00:03:12.225 --> 00:03:15.174 Here's what he did, He gathered his participants and said 00:03:15.174 --> 00:03:18.034 I'm going to time you. How quickly can you solve this problem? 00:03:18.034 --> 00:03:24.039 To one group he said, "I'm going to time you to establish norms for how long it typically takes 00:03:24.039 --> 00:03:27.017 someone to solve this sort of problem." 00:03:27.017 --> 00:03:29.888 To the second group, he offered rewards. 00:03:29.888 --> 00:03:34.133 He said if you are in the top 20% 00:03:34.133 --> 00:03:36.391 of the fastest times, you get 5 dollars. 00:03:36.391 --> 00:03:39.138 If you are the fastest of everyone we are testing here today... 00:03:39.138 --> 00:03:41.799 you get 20 dollars. Now this is several years ago, adjusted for inflation 00:03:41.799 --> 00:03:47.927 it's a decent sum of money for a few minutes of work, it's a nice motivator. 00:03:47.927 --> 00:03:51.765 Question. How much faster did this group... 00:03:51.765 --> 00:03:55.458 Solve the problem? Answer. It took them... 00:03:55.458 --> 00:04:00.472 on average, three and a half minutes longer 00:04:00.472 --> 00:04:03.919 Now this makes no sense, right? 00:04:03.919 --> 00:04:07.203 I mean, I'm an American. I believe in free markets. That's not how... 00:04:07.203 --> 00:04:11.476 it's supposed to work, right? If you want people to... 00:04:11.476 --> 00:04:14.807 perform better, you reward them. Bonuses... 00:04:14.807 --> 00:04:19.257 commissions, their own reality show, incentivise them. 00:04:19.257 --> 00:04:23.256 That's how business works. But that's not happening here. 00:04:23.256 --> 00:04:26.344 You've got an incentive designed to sharpen thinking and... 00:04:26.344 --> 00:04:31.508 excellerate creativity and it does just the opposite. 00:04:31.508 --> 00:04:35.068 It dulls creativity and blocks thinking. And what's interesting about... 00:04:35.068 --> 00:04:38.395 this experiement, is that it's not an aberration 00:04:38.395 --> 00:04:44.009 it's been replicated over and over and over again for nearly forty years. 00:04:44.009 --> 00:04:47.084 These contingent motivators. If you do this... 00:04:47.084 --> 00:04:51.279 Then you get that. Work in some circumstances but, if you do ... 00:04:51.279 --> 00:04:54.122 a lot of taks, they actually don't work. Or often ... 00:04:54.122 --> 00:04:59.002 They do harm. This is one of the most robust... 00:04:59.002 --> 00:05:01.839 findings in social science... 00:05:01.839 --> 00:05:06.696 and also one of the most ignored. I spent the last couple of years... 00:05:06.696 --> 00:05:11.477 looking at the science of human motivation. Particularly the dynamics of extrinsic... 00:05:11.477 --> 00:05:16.035 motivators and intrinsic motivators. and i'm telling ya, it's not even close. 00:05:16.035 --> 00:05:20.178 if you look at the science, there is a mismatch between what science knows 00:05:20.178 --> 00:05:24.063 and what buisness does. and what's alarming here 00:05:24.063 --> 00:05:28.082 is that our business operating system. Thinks with a set of assumptions and protocalls 00:05:28.082 --> 00:05:29.990 beneath our businesses. How we motivate people. How we apply our... 00:05:29.990 --> 00:05:34.357 human resources. It's built entirely around 00:05:34.357 --> 00:05:37.950 these extrinsic motivators. Around carrots and sticks. That's actually fine... 00:05:37.950 --> 00:05:42.129 for many kinds of twentith century tasks. but for, many... 00:05:42.129 --> 00:05:47.169 21st century tasks, that mechanistic, reward and punishment... 00:05:47.169 --> 00:05:50.127 approach doesn't work , often doesn't work... 00:05:50.127 --> 00:05:53.446 and often does harm. Let me show you what I mean. So Glucksberg... 00:05:53.446 --> 00:05:56.504 did another experiement similar to this where he presented the problem in a slightly different 00:05:56.504 --> 00:05:59.961 way. like this up here. 00:05:59.961 --> 00:06:06.124 Attach the candle to the wall so the wax doesn't drip onto the table. Same Deal. You, we're timing for... 00:06:06.124 --> 00:06:09.509 norms. You, we're incentivising. What happened ... 00:06:09.509 --> 00:06:13.249 this time? This time the incentivised group... 00:06:13.249 --> 00:06:17.508 kicked the other group's butt. 00:06:17.508 --> 00:06:19.370 Why? 00:06:19.370 --> 00:06:22.057 Because when the tacks are out of the box. 00:06:22.057 --> 00:06:28.081 It's pretty easy, isn't it? 00:06:28.081 --> 00:06:31.461 (laughter) If, then rewards work... 00:06:31.461 --> 00:06:33.335 really well for those sorts of tasks. Where there is a... 00:06:33.335 --> 00:06:36.648 simple set of rules and a clear desination to go to. 00:06:36.648 --> 00:06:41.129 Rewards by their very nature, narrow our focus. Concentrate our... 00:06:41.129 --> 00:06:44.661 minds. That's why they work in so many cases. So in tasks like this... 00:06:44.661 --> 00:06:48.938 a narrow focus where you just see the goal right there ... 00:06:48.938 --> 00:06:52.755 zoom in straight ahead to it, they work really well. But for the real ... 00:06:52.755 --> 00:06:57.196 Candle Problem, you don't want to be looking like this. The solution is not over here. 00:06:57.196 --> 00:07:01.307 The solution is on the periphery. You want to be looking around. That reward... 00:07:01.307 --> 00:07:04.981 actually narrows our focus and restricts our possibilities. Let me tell you why this... 00:07:04.981 --> 00:07:09.353 is so important. In Western Europe... 00:07:09.353 --> 00:07:13.061 In many parts of Asia. In North America ... 00:07:13.061 --> 00:07:18.037 In Australia, white collar workers are doing less of this kind of work 00:07:18.037 --> 00:07:22.161 and more of this kind of work. 00:07:22.161 --> 00:07:25.041 That routine, rule-based, left brain work... 00:07:25.041 --> 00:07:29.371 certain kinds of accounting, certain types of financial analysis, certain kinds of computer programing... 00:07:29.371 --> 00:07:33.027 has become fairly easy to outsource and fairly easy to automate. 00:07:33.027 --> 00:07:38.021 Software can do it faster. Low cost providers around the world can ... 00:07:38.021 --> 00:07:40.300 do it cheaper. So What really matters is... 00:07:40.300 --> 00:07:44.689 more right brain, creative, conceptual kinds of ... 00:07:44.689 --> 00:07:50.071 abilities. Think about your own work. 00:07:50.071 --> 00:07:53.356 Are the problems that you face... 00:07:53.356 --> 00:07:56.971 or even the problems we've been talking about here, are those the kinds of problems ... 00:07:56.971 --> 00:08:00.520 that have a clear set of rules and a single solution? No! 00:08:00.520 --> 00:08:04.259 The rules are mystifying. The solution, if it exists at all... 00:08:04.259 --> 00:08:07.724 Is surprising, and non-obvious. Everybody ... 00:08:07.724 --> 00:08:12.458 in this room is dealing with their own version of 00:08:12.458 --> 00:08:16.760 the Candle Problem. And for Candle Problems of any kind... 00:08:16.760 --> 00:08:21.285 in any field, Those if, then rewards, 00:08:21.285 --> 00:08:28.728 those things we use in so many of our businesses, DON'T WORK. 00:08:28.728 --> 00:08:32.938 Now, it makes me crazy. 00:08:32.938 --> 00:08:36.387 Here's the thing. This is not a feeling. 00:08:36.387 --> 00:08:38.105 Okay, I'm a lawyer. I don't believe in feelings. 00:08:38.105 --> 00:08:44.622 This is not a philosophy. I'm an American. I don't believe in Philosophy. 00:08:44.622 --> 00:08:48.737 This is ... 00:08:48.737 --> 00:08:52.380 a FACT 00:08:52.380 --> 00:08:54.477 Or as they say in my hometown of Washington, D.C. 00:08:54.477 --> 00:08:56.916 a TRUE fact. 00:08:56.916 --> 00:09:00.688 (Laughter) 00:09:00.688 --> 00:09:04.445 Let me give you an example of what I mean. Let me marshal the evidence. 00:09:04.445 --> 00:09:07.419 Because I'm not telling you a story, I'm making a case ladies and gentlemen of the jury. 00:09:07.419 --> 00:09:11.715 Let me show you some evidence. Dan Realy, one of the great economists of our time. 00:09:11.715 --> 00:09:15.532 He and three colleauges did a study of some MIT students. 00:09:15.532 --> 00:09:18.980 They gave these MIT students a bunch of games. Games that involved... 00:09:18.980 --> 00:09:23.472 creativity and motor skills and concentration. And they offered them ... 00:09:23.472 --> 00:09:27.269 for performance, three levels of reward. Small rewards. 00:09:27.269 --> 00:09:31.645 Medium Reward. Large Reward. Okay? 00:09:31.645 --> 00:09:34.862 Do really well you get the large reward, and then on down. 00:09:34.862 --> 00:09:44.159 What happened? (shown above) 00:09:44.159 --> 00:09:57.099 (shown above) 00:09:57.099 --> 00:09:59.175 Then they said, "Okay let's see ... 00:09:59.175 --> 00:10:02.390 if there's any cultural bias. Let's go to India and test this. 00:10:02.390 --> 00:10:09.338 Where the standard of living is lower, in India. A reward that is considered medium by ... 00:10:09.338 --> 00:10:11.745 American standards is more meaningful there. Same Deal. 00:10:11.745 --> 00:10:14.468 A bunch of games. Three levels of rewards. What happened ? 00:10:14.468 --> 00:10:17.830 People offered the Medium level of rewards 00:10:17.830 --> 00:10:21.069 Did no better that those offered the small reward. 00:10:21.069 --> 00:10:28.095 And those that were offered the highest rewards, they did worst of all 00:10:28.095 --> 00:10:36.561 (shown above) 00:10:36.561 --> 00:10:38.306 (shown above) 00:10:38.306 --> 00:10:40.494 Is this some .... 00:10:40.494 --> 00:10:43.792 kind of touchy feely socialist conspiracy going on here? 00:10:43.792 --> 00:10:46.057 No, these are economists from MIT. 00:10:46.057 --> 00:10:49.719 From Carnige Melon, from the University of Chicago. And do you know what... 00:10:49.719 --> 00:10:55.679 funded this research? The Federal Reserve Bank of the United States. 00:10:55.679 --> 00:10:57.912 That's the American Experience. 00:10:57.912 --> 00:11:00.610 That crossed the pond to the London School of Economics 00:11:00.610 --> 00:11:05.581 alma mater of 11 Nobel Laureates 00:11:05.581 --> 00:11:08.754 trainning ground for great economic thinkers like... 00:11:08.754 --> 00:11:13.220 Geroge Soros, Freidrick Hayek, and Mick Jagger. 00:11:13.220 --> 00:11:17.029 (laughter) Last month, 00:11:17.029 --> 00:11:21.584 economist at LSE looked at 51 case studies 00:11:21.584 --> 00:11:24.839 that had pay-for-performance plans inside companies. Here's what they found. 00:11:24.839 --> 00:11:29.231 (Shown above) 00:11:29.231 --> 00:11:33.554 (Shown Above) 00:11:33.554 --> 00:11:36.244 There is a mismatch between what science knows, and ... 00:11:36.244 --> 00:11:40.235 what business does. And what worries me as we stand here in the rubble ... 00:11:40.235 --> 00:11:45.169 of the economic collapse is that too many organizations ... 00:11:45.169 --> 00:11:49.109 are making their descisions, their policies about talent and people... 00:11:49.109 --> 00:11:52.953 based on assuptions that are outdated... 00:11:52.953 --> 00:11:56.933 unexamined and rooted more in folk lore 00:11:56.933 --> 00:12:00.992 than in science. and if we really want to get out of this economic mess. 00:12:00.992 --> 00:12:04.241 and if we really want high performance on those definitional tasks of the ... 00:12:04.241 --> 00:12:08.539 21st century. The solution is not to do more... 00:12:08.539 --> 00:12:12.476 of the wrong things. To entice people 00:12:12.476 --> 00:12:16.117 with a sweeter carrot or threaten them with a sharper stick 00:12:16.117 --> 00:12:21.350 we need a whole new approach. the good news about all this is that scientists studying ... 00:12:21.350 --> 00:12:23.964 motivation have given us this new approach. It's an approach ... 00:12:23.964 --> 00:12:27.956 built much more around intrinsic motivation. Around the desire to do things... 00:12:27.956 --> 00:12:32.045 because they matter, because they like it, because they are interesting, because they are important... 00:12:32.045 --> 00:12:35.477 and to my mind, that new operating system for a ... 00:12:35.477 --> 00:12:39.981 businesses revolves around 3 elements: AUTONOMY, MASTERY, AND... 00:12:39.981 --> 00:12:43.857 PURPOSE. Autonomy, the urge to run your own lives 00:12:43.857 --> 00:12:48.272 Mastery, the desire to get better and better at something that matters 00:12:48.272 --> 00:12:51.000 And Purpose, the yearning to do what we do, in the... 00:12:51.000 --> 00:12:55.748 service of something larger than ourselves. These are the building blocks... 00:12:55.748 --> 00:12:58.234 of an entirely new operating system... 00:12:58.234 --> 00:13:01.316 for our businesses. I want to talk today only about autonomy. 00:13:01.316 --> 00:13:05.349 In the 20th Century, we came up with ... 00:13:05.349 --> 00:13:08.727 the idea of management. Management did not eminate from nature. Management... 00:13:08.727 --> 00:13:13.222 is not a tree, it's a televison set. Somebody invented it. 00:13:13.222 --> 00:13:16.668 and it doesn't mean it's going to work forever. 00:13:16.668 --> 00:13:20.820 management is great and traditional notions of management are great if you want... 00:13:20.820 --> 00:13:24.245 compliance. But if you want engagement, self-direction works... 00:13:24.245 --> 00:13:27.862 better. Let me give you some examples of some radical notions of ... 00:13:27.862 --> 00:13:32.748 self-direction. What this means, and you don't see a lot of it. 00:13:32.748 --> 00:13:36.712 The first stirings of something really interesting going on. because what it means is... 00:13:36.712 --> 00:13:40.236 paying people adequately and fairly, absolutely. Getting the issue of ... 00:13:40.236 --> 00:13:44.467 money off the table and then giving people lots of autonomy. let me give you an example. 00:13:44.467 --> 00:13:47.975 How many of you have herad of the company 'Atlassian' ? 00:13:47.975 --> 00:13:53.146 Okay, looks like less that half. (laughter) 00:13:53.146 --> 00:13:56.330 Atlassian is an Austrailian 00:13:56.330 --> 00:13:59.626 software company. and they do something incredibly cool. A few... 00:13:59.626 --> 00:14:02.176 times a year they tell their engineers, "Go for the next... 00:14:02.176 --> 00:14:06.394 24 hours and work on anything you want. As long as it's... 00:14:06.394 --> 00:14:11.297 not part of your regular job." So the engineers use this time ... 00:14:11.297 --> 00:14:14.404 to come up with a cool patch of code, to come up with an elegant hack... 00:14:14.404 --> 00:14:17.799 then they present all of the stuff that they develop to their... 00:14:17.799 --> 00:14:21.666 teammates, to the rest of the company, in this wild and willy all-hands meeting... 00:14:21.666 --> 00:14:25.557 at the end of the day. And then, being Austrailians everybody... 00:14:25.557 --> 00:14:30.229 has a beer. They call them FEDEX DAYS. 00:14:30.229 --> 00:14:32.753 Why? Because you have... 00:14:32.753 --> 00:14:35.769 to deliver something over night. (laughter) it's not bad. 00:14:35.769 --> 00:14:38.463 It's a huge trademark violation, but it's pretty clever. 00:14:38.463 --> 00:14:43.611 That one day of intense autonomy has produced a whole array of software ... 00:14:43.611 --> 00:14:47.472 fixes that might never had existed. and it's worked so well the Atlassian... 00:14:47.472 --> 00:14:51.582 has taken it to the next level with 20%time, done famously at ... 00:14:51.582 --> 00:14:56.125 Google. Where engineers can spend 20% of their time working on anything they want. 00:14:56.125 --> 00:14:59.224 They have autonomy over their time, their task, their team... 00:14:59.224 --> 00:15:03.078 their technique. Radical amounts of autonomy. and at Google ... 00:15:03.078 --> 00:15:07.115 as many of you know, about half of the new... 00:15:07.115 --> 00:15:11.192 products in a typical year are birthed during that 20% time ... 00:15:11.192 --> 00:15:15.338 Things like G-Mail, Orchid, Google news. Let me give you and even more... 00:15:15.338 --> 00:15:20.562 radical example of it. Something called the RESULTS ONLY WORK ENVIRONMENT 00:15:20.562 --> 00:15:23.562 The ROWE. Created by two American consultants in place at... 00:15:23.562 --> 00:15:25.400 about a dozen companies around North America. 00:15:25.400 --> 00:15:28.535 In a ROWE people don't have schedules. 00:15:28.535 --> 00:15:32.458 They show up when they want. They don't have to be in the office... 00:15:32.458 --> 00:15:36.314 at a certain time or any time. They just have to get... 00:15:36.314 --> 00:15:40.728 their work done. How they do it, Where they do it, When they do it... 00:15:40.728 --> 00:15:44.346 is totally up to them. Meetings in these kinds of environments are... 00:15:44.346 --> 00:15:48.301 optional. What happens? 00:15:48.301 --> 00:15:51.290 Almost across the board. Productivity goes up. Worker ... 00:15:51.290 --> 00:15:55.953 engagement goes up. Worker statisfaction goes up. Turnover goes ... 00:15:55.953 --> 00:16:01.199 down. AUTONOMY, MASTERY AND PURPOSE these are the building blocks... 00:16:01.199 --> 00:16:05.122 of a new way of doing things. Now, some of you might look at this and say... 00:16:05.122 --> 00:16:08.693 "Hmm, That sounds nice but, it's utopian." and I say... 00:16:08.693 --> 00:16:12.112 "Nope. I have proof." 00:16:12.112 --> 00:16:16.801 In the mid 1990's, Microsoft started an encyclopedia called 'Encarta'. 00:16:16.801 --> 00:16:18.470 They had deployed all the right incentives. 00:16:18.470 --> 00:16:23.173 They paid professionals to write and edit thousands of articles. 00:16:23.173 --> 00:16:27.718 Well compensated managers oversaw the whole thing to make sure it came in on budget, and on time. 00:16:27.718 --> 00:16:32.267 A few years later another encyclopedia... 00:16:32.267 --> 00:16:33.979 got started. Different model. 00:16:33.979 --> 00:16:39.622 Do it for fun. No one gets paid a cent, or a Euro, or a Yen. 00:16:39.622 --> 00:16:42.526 Do it because you like to do it. 00:16:42.526 --> 00:16:47.743 Now if you had, just 10 years ago, gone to an economist, anywhere, and said... 00:16:47.743 --> 00:16:51.184 "Hey, I've got these two different models for creating an encyclopedia" If they... 00:16:51.184 --> 00:16:55.256 went head to head, who would win? 10 years ago you could not have found... 00:16:55.256 --> 00:16:58.063 a single, sober economist anywhere... 00:16:58.063 --> 00:17:03.266 on planet earth (laughter) that would have predicted the Wikipedia Model 00:17:03.266 --> 00:17:05.832 This is the Titanic battle between these two approaches. This is the... 00:17:05.832 --> 00:17:10.087 Ali v. Fraiser of motivation. This is the Thrilla in Manilla. 00:17:10.087 --> 00:17:12.890 Intrinsic Motivators vs. Extrinsic Motivators 00:17:12.890 --> 00:17:17.221 AUTONOMY, MASTERY and PURPOSE vs. Carrots and Sticks. Who wins? 00:17:17.221 --> 00:17:21.488 Intrinsic Motivation. AUTONOMY, MASTERY and PURPOSE in a knockout. 00:17:21.488 --> 00:17:25.614 Okay, let me wrap up. There is a mismatch between ... 00:17:25.614 --> 00:17:28.666 what science knows and what business does. and here's what science knows. ONE. 00:17:28.666 --> 00:17:33.843 Those 20th century rewards, those motivatiors we think are the natural part of... 00:17:33.843 --> 00:17:37.430 business, do work. But only in a surprisingly narrow band of circumstances. 00:17:37.430 --> 00:17:40.574 TWO. Those IF, THEN rewards often 00:17:40.574 --> 00:17:45.486 destroy creativity. THREE. The secret to high performance isn't ... 00:17:45.486 --> 00:17:48.196 rewards and punishments but, those unseen intrinsic... 00:17:48.196 --> 00:17:51.583 drives. The drive to do things for their own sake. The drive to do things... 00:17:51.583 --> 00:17:56.113 because they matter. And here's the best part. We already know this. 00:17:56.113 --> 00:17:59.930 The science confirms what we know in our hearts. So, if... 00:17:59.930 --> 00:18:03.781 we repair this mismatch between what science knows and what business does. If we... 00:18:03.781 --> 00:18:08.673 bring our notions of motivation into the 21st century. 00:18:08.673 --> 00:18:10.812 If we get past this lazy, dangerous... 00:18:10.812 --> 00:18:13.902 ideology of carrots and sticks 00:18:13.902 --> 00:18:18.983 we can strengthen our businesses. We can solve a lot of those Candle Problems. 00:18:18.983 --> 00:18:22.753 and maybe, maybe, maybe 00:18:22.753 --> 00:18:28.297 we can change the world. I rest my case.