Category: Human Nature

Edward Deci: On the Relationship Between Need Fulfillment and Motivation

Edward Deci’s work on motivation is so often quoted (Dan Pink’s Drive comes to mind) that we decided to go back to the primary text by Deci himself, a book called Why We Do What We Do: Understanding Self-Motivation.

The author is probably best known for his thoughts on the role of autonomy in intrinsic and extrinsic motivation. Deci co-developed the Self-Determination Theory with Richard Ryan.

Intrinsic Motivation

Deci and Ryan believed that people naturally develop through a process of engagement and interaction with the world and that said interaction tends to be driven by a “movement toward greater consistency and harmony within.”

The urge to develop an integrated sense of self is thus a central feature of who we are as individuals, and the activity — both physical and mental — that is necessary for this natural developmental trajectory is intrinsically motivated.

This intrinsic motivation is both driven by three innate psychological needs:

  1. The need for autonomy
  2. The need to feel competent
  3. The need for relatedness

In Deci’s view, when the needs are being fulfilled, we will have plenty of motivation. When there are obstacles between us and these needs, it will be demotivating.

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In our day to day lives, we will interact with the environment and we will integrate what we feel and learn from these interactions into our sense of self. Think of this like a continuous feedback loop. This environment is littered with societal influences, which can be motivating or demotivating, depending on how they interact with our innate needs and sense of self.

Deci uses an example of a young “artistic athlete.” This individual, who has talent both in an athletic arena and with artistic expression, will ultimately be tugged at times towards being an artist or athlete. To feel authentic to themselves, they will need to find a way to express themselves in both of these realms. If they don’t then they won’t be able to feel that sense of harmony; the self they are reflecting to the world won’t be consistent with the self they feel within.

Ideally, both aspects of this individual need to be nurtured, which Deci calls “autonomy support” — supporting the development of a whole, integrated person.

To characterize our perspective more formally, we view human behavior and experience in terms of the dialectic between the person and the environment – the interaction (and potential opposition) between the active organism striving for unity and autonomy and the social context that can be either nurturing of or antagonistic toward the person’s organismic tendencies. Synthesis occurs when there is enough support in the social context so that the natural, proactive tendencies are able to flourish. But in the absence of adequate supports, not only will intrinsic motivation be undermined, but so too will the development of a more integrated or coherent sense of self.

Deci and Ryan discovered that there are specific social contexts that can undermine this integration.

First, those social contexts that are excessively inconsistent and chaotic. These situations make it next to impossible for people to know what is expected of them: They can’t understand how to behave as there is no consistent feedback, which tends to leave people with little to no motivation (they can’t tell if they are being effective and will feel less a part of the group/situation – no competence, no relatedness).

Second, those social contexts which are extremely controlling. These environments pressure people into certain types of behavior and removes autonomy. The people who comply with the demands tend to become almost robotic at times. Whether the individual is complying with or actively defying the controls, they are not acting autonomously.

Autonomy is the key; without it, Deci believes people will lose their motivation and worse, it will hinder their development.

To develop in a natural and healthy way people need to perceive that they are in a “psychological state of feeling free.” People tend to know when they are being controlled, even if they can’t name it, they feel it. We can’t even trick ourselves, sometimes we think we truly want something but we are actually doing it out of a sense of obligation or fear.

Some people believe that our need for autonomy and our need for others is inherently contradictory. Not so, says Deci:

People have often portrayed the needs for autonomy and relatedness as being implicitly contradictory. You have to give up your autonomy, they say, to be related to others. But that is simply a misportrayal of the human being. Part of the confusion stems from equating autonomy and independence, which are in fact very different concepts.

Independence means to do for yourself, to not rely on others for personal nourishment and emotional support. Autonomy, in contrast, means to act freely, with a sense of volition and choice.

Internalizing & Autonomy

So how do we nurture those around us to help them become the best, authentic version of themselves? Deci and Ryan talk about this in terms of helping people to internalize values/regulations.

They believe there are two distinct types of internalization: Introjection and Integration. Introjection is akin to swallowing a rule whole without thought, whereas integration is more like chewing and digesting a rule. This the optimal form of internalization.

The behavioral output of introjection—swallowing a rule whole—are things like rigid compliance, halfhearted adherence and sometimes even defiance.

Introjected values and regulations can thus result in a variety of outcomes, but none of these is optimal. Clearly the half-heartedness and the rebellion are good for neither party. And while the rigid compliance may please the socializing agents who prompted it, there are serious costs to be borne by the people who comply.

This introjection manifests mostly in a lack of vitality and enthusiasm. It’s hard to be motivated when you are focused on pleasing others instead of being authentic to yourself.

So how can we focus on helping people integrate the regulations and values that will help them to develop to their full potential?

If you put a rooted avocado pit in a pot of earth it will probably grow into a tree, because it is in the nature of avocados to do that. It happens naturally. But not all pits become trees; some shrivel and decompose. They fail to thrive because the climate is inadequate, or the necessary nutrients are lacking. They need sun; they need water; and they need the right temperatures. Those elements do not make trees grow, but they are the nutriments that the developing avocados need, that are necessary in order for the avocados to do what they do naturally.

The metaphor is simple but poignant. Too often we ask the avocado pit to grow into an apple tree. You can try to nudge that avocado into becoming something else but it will never happen, and you will both be miserable.

It all comes down to autonomy support, according to Deci:

It is particularly interesting that autonomy support, which was a crucial contextual nutriment for individuals’ maintaining intrinsic motivation and as a result being more creative, processing information more deeply, and enjoying their activities more, also turns out to be essential for promoting internalization and integration of the motivation for uninteresting, though important, activities.

At one level of analysis, autonomy support means to relate to others – our children, students, and employees – as human beings, as active agents who are worthy of support, rather than as objects to be manipulated for our own gratification. That means taking their perspective and seeing the world from their point of view as we relate to them. Of course, autonomy support may require more work, but then, as socializing agents, that is our responsibility. For us to expect responsibility from others, we must accept our own responsibility as the agents of their socialization.

Autonomy support is not the same as being overly permissive. Having no limits or regulations will create inconsistent and chaotic environments that are no better to generating feelings of autonomy and full development.

Permissiveness is easy, but autonomy support is hard work. It requires being clear, being consistent, setting limits in an understanding, empathic way.

People will continue to make mistakes; that’s human nature (and it’s often a byproduct of trying hard things). Reacting with either heavy-handedness or permissive indifference does not help. Setting the environment for growth and trying to understand the situation from the other person’s point of view is the best course of action.

We all have the need for autonomy, to feel competent, and to relate to others. If you want to learn more about motivation in yourself and others pick up Why We Do What We Do, it’s well worth the read. The other influential book on motivation in recent years is Daniel Pink’s Drive.

Under One Roof: What Can we Learn from the Mayo Clinic?

The biologist Lewis Thomas, who we’ve written about before, has a wonderful thought on creating great organizations.

For Thomas, creating great science was not about command-and-control. It was about Getting the Air Right.

It cannot be prearranged in any precise way; the minds cannot be lined up in tidy rows and given directions from printed sheets. You cannot get it done by instructing each mind to make this or that piece, for central committees to fit with the pieces made by the other instructed minds. It does not work this way.

What it needs is for the air to be made right. If you want a bee to make honey, you do not issue protocols on solar navigation or carbohydrate chemistry, you put him together with other bees (and you’d better do this quickly, for solitary bees do not stay alive) and you do what you can to arrange the general environment around the hive. If the air is right, the science will come in its own season, like pure honey.

One organization which clearly “gets the air right” is the much lauded Mayo Clinic in Rochester, Minnesota.

The organization has 4,500 physicians and over $10 billion in revenue from three main campuses, and it is regularly rated among the top hospital systems in the United States in a wide variety of specialities, and yet was founded back in the late 20th century by William Worrall Mayo. Its main campus is in Rochester, Minnesota; not exactly a hub of bustling activity, yet its patients are willing to fly or drive hundreds of miles to receive care. (So-called “destination medicine.”)

How does an organization sustain that kind of momentum for more than 150 years, in an industry that’s changed as much as medicine? What can the rest of us learn from that?

It’s a prime example of where culture eats strategy. Even Warren Buffett admires the system:

A medical partnership led by your area’s premier brain surgeon may enjoy outsized and growing earnings, but that tells little about its future. The partnership’s moat will go when the surgeon goes. You can count, though, on the moat of the Mayo Clinic to endure, even though you can’t name its CEO.

Pulling the Same Oar

The Mayo Clinic is an integrated, multi-specialty organization — they’re known for doing almost every type of medicine at a world class level. And the point of having lots of specialities integrated under one roof is teamwork: Everyone is pulling the same oar. Integrating all specialities under one umbrella and giving them a common set of incentives focuses Mayo’s work on the needs of the patient, not the hospital or the doctor.

This extreme focus on patient needs and teamwork creates a unique environment that is not present in most healthcare systems, where one’s various care-takers often don’t know each other, fail to communicate, and even have trouble accessing past medical records. (Mayo is able to have one united electronic patient record system because of its deep integration.)

Importantly, they don’t just say they focus on integrated care, they do it. Everything is aligned in that direction. For example, as with Apple Retail stores (also known for extreme customer focus), there are no bonuses or incentive payments for physicians — only salaries.

An interesting book called Management Lessons from the Mayo Clinic (recommended by the great Sanjay Bakshi) details some of Mayo’s interesting culture:

The clinic ardently searches for team players in its hiring and then facilitates their collaboration through substantial investment in communications technology and facilities design. Further encouraging collaboration is an all-salary compensation system with no incentive payments based on the number of patients seen or procedures performed. A Mayo physician has no economic reason to hold onto patients rather than referring them to colleagues better suited to meet their needs. Nor does taking the time to assist a colleague result in lost personal income.

[…]

The most amazing thing of all about the Mayo clinic is the fact that hundreds of members of the most highly individualistic profession in the world could be induced to live and work together in a small town on the edge of nowhere and like it.

The Clinic was carefully constructed by self-selection over time: It’s a culture that attracts teamwork focused physicians and then executes on that promise.

One of the internists in the book is quoting as saying working at Mayo is like “working in an organism; you are not a single cell when you are out there practicing. As a generalists, I have access to the best minds on any topic, any disease or problem I come up with and they’re one phone call away.”

In that sense, part of the Mayo’s moat is simply a feedback loop of momentum: Give a group of high performers an amazing atmosphere in which to do their work, and eventually they will simply be attracted by each other. This can go on a long time.

Under One Roof

The other part of Mayo’s success — besides correct incentives, a correct system, and a feedback loop — is simply scale and critical mass. Mayo is like a Ford in its early days: They can do everything under one roof, with all of the specialities and sub-specialities covered. That allows them to deliver a very different experience, accelerating the patient care cycle due to extreme efficiency relative to a “fractured” system.

Craig Smoldt, chair of the department of facilities and support services in Rochester, makes the point that Mayo clinic can offer efficient care–the cornerstone of destination medicine–because it functions as one integrated organization. He notes the fact that everyone works under one roof, so to speak, and is on the payroll of the same organization, makes a huge difference. The critical mass of what we have here is another factor. Few healthcare organizations in the country have as many specialities and sub-specialities working together in one organization.” So Mayo Clinic patients come to one of three locations, and virtually all of their diagnoses and treatment can be delivered by that single organization in a short time.

Contrast that to the way care is delivered elsewhere, the fractured system that represents Mayo’s competitors. This is another factor in Mayo’s success — they’re up against a pretty uncompetitive lot:

Most U.S. healthcare is not delivered in organizations with a comparable degree of integrated operations. Rather than receiving care under one roof, a single patient’s doctors commonly work in offices scattered around a city. Clinical laboratories and imaging facilities may be either in the local hospital or at different locations. As a report by the Institute of Medicine and the National Academy of Engineering notes, “The increase in specialization in medicine has reinforced the cottage-industry structure of U.S. healthcare, helping to create a delivery system characterized by disconnected silos of function and specialization.

How does this normally work out in practice, at places that don’t work like Mayo? We’re probably all familiar with the process. The Institute of Medicine report referenced above continues:

“Suppose the patient has four medical problems. That means she would likely have at least five different doctors.” For instance, this patient could have (1) a primary care doctor providing regular examinations and treatments for general health, (2) an orthopedist who treats a severely arthritic knee, (3) a cardiologist who is monitoring the aortic valve in her heart that may need replacement soon, (4) a psychiatrist who is helping her manage depression, and (5) and endocrinologist who is helping her adjust her diabetes medications. Dr. Cortese then notes,”With the possible exception of the primary care physician, most of these doctors probably do not know that the patient is seeing the others. And even if they do know, it is highly unlikely they know the impressions and recommendations the other doctors have recorded in the medical record, or exactly what medications and dosages are prescribed.” If the patient is hospitalized, it is probably that only the admitting physician and the primary care physician will have that knowledge.

Coordinating all of these doctors takes time and energy on the part of the patient. Repeat, follow-up visits are done days later; often test results, MRI results, or x-ray results are not determined quickly or communicated effectively to the other parts of the chain.

Mayo solves that by doing everything efficiently and under one roof. The patient or his/her family doesn’t have to push to get efficient service. Take the case of a woman with fibrocystic breast disease who had recently found a lump. Her experience at Mayo took a few hours; the same experience in the past had taken multiple days elsewhere, and initiative on her end to speed things up.

As a patient in the breast clinic, she began with an internist/breast specialists who took the medical history and performed an exam. The mammogram followed in the nearby breast imaging center. The breast ultrasound, ordered to evaluate a specific area on the breast, was done immediately after the mammogram.

The breast radiologist who performed the ultrasound had all the medical history and impressions of the other doctors available in the electronic medical record (EMR). The ultrasound confirmed that the lump was a simple cyst, not a cancer. The radiologist shared this information with the patient and offered her an aspiration of the cyst that would draw off fluid if the cyst was painful. But comforted with the diagnosis of the simple cyst and with the fact that it was not painful, the veteran patient declined the aspiration. Within an hour of completing the breast imaging, the radiologist communicated to the breast specialist a “verbal report” of the imaging findings. The patient returned to the internist/breast specialist who then had a wrap-up visit with the patient and recommended follow-up care. This patient’s care at Mayo was completed in three and one-half hours–before lunch.

So what are some lessons we can pull together from studying Mayo?

The book offers a bunch, but one in particular seemed broadly useful, from a chapter describing Mayo’s “systems” approach to consistently improving the speed and level of care. (Industrial engineers are put to work fixing broken systems inside Mayo.)

Mayo wins by solving the totality of the customer’s problem, not part of it. This is the essence of an integrated system. While this wouldn’t work for all types of businesses; it’s probably a useful way for most “service” companies to think.

Why is this lesson particularly important? Because it leads to all the others. Innovation in patient care, efficiency in service delivery, continuous adoption of new technology, “Getting the Air Right” to attract and retain the best possible physicians, and creating a feedback loop are products of the “high level” thought process below: Solve the whole problem.

Lesson 1: Solve the customer’s total problem. Mayo Clinic is a “systems seller” competing with a connected, coordinated service. systems sellers market coordinated solutions to the totality of their customers’ problems; they offer whole solutions instead of partial solutions. In system selling, the marketer puts together all the services needed by customers to do it themselves. The Clinic uses systems thinking to execute systems selling that pleasantly surprises patients (and families) and exceeds their expectations.

The scheduling and service production systems at Mayo Clinic have created a differentiated product–destination medicine–that few competitors can approach. So even if patients feel that the doctors and hospitals at home are fine, they still place a high value on a service system that can deliver a product in days rather than weeks or months.

[…]

Patients not only require competent care but also coordinated and efficient care. Mayo excels in both areas. In a small Midwestern town, it created a medical city offering “systems solutions” that encourage favorable word of mouth and sustained brand strength, and then it exported the model to new campuses in Arizona and Florida.

If you liked this post, you might like these as well:

Creating Effective Incentive Systems: Ken Iverson on the Principles that Unleash Human Potential — Done poorly, compensation systems foster a culture of individualism and gaming. Done properly, however, they unleash the potential of all employees.

Can Health Care Learn From Restaurant Chains? — Atul Gawande pens a fascinating piece in the New Yorker about what health care can learn from the Cheesecake Factory.

The Chessboard Fallacy

“In the great chess-board of human society,
every single piece has a principle of motion of its own.”
— Adam Smith

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One of our favorite dictums, much referenced here, is an idea by Joseph Tussman, about getting the world to do the work for you:

“What the pupil must learn, if he learns anything at all, is that the world will do most of the work for you, provided you cooperate with it by identifying how it really works and aligning with those realities. If we do not let the world teach us, it teaches us a lesson.”

By aligning with the world, as it really is and not as we wish it to be, we get it to do the work for us.

Tussman’s idea has at least one predecessor: Adam Smith.

In The Theory of Moral Sentiments, Smith excoriates the “Men of System” who have decided on an inflexible ideology of how the world should work, and try to fit the societies they lead into a Procrustean Bed of their choosing — the Mao Zedong-type leaders who would allow millions to die rather than sacrifice an inch of ideology (although Smith’s book predates Maoism by almost 200 years).

In his great wisdom, Smith perfectly explains the futility of swimming “against the tide” of how the world really works and the benefit of going “with the tide” whenever possible. He recognizes that people are not chess pieces, to be moved around as desired.

Instead, he encourages us to remember that everyone we deal with has their own goals, feelings, aspirations, and motivations, many of them not always immediately obvious. We must construct human systems with human nature in full view, fully harnessed, fully acknowledged.

Any system of human relations that doesn’t accept this truth will always be fighting the world, rather than getting it to work for them.

The man of system, on the contrary, is apt to be very wise in his own conceit; and is often so enamored with the supposed beauty of his own ideal plan of government, that he cannot suffer the smallest deviation from any part of it. He goes on to establish it completely and in all its parts, without any regard either to the great interests, or to the strong prejudices which may oppose it.

He seems to imagine that he can arrange the different members of a great society with as much ease as the hand arranges the different pieces upon a chess-board. He does not consider that the pieces upon the chess-board have no other principle of motion besides that which the hand impresses upon them; but that, in the great chess-board of human society, every single piece has a principle of motion of its own, altogether different from that which the legislature might choose to impress upon it.

If those two principles coincide and act in the same direction, the game of human society will go on easily and harmoniously, and is very likely to be happy and successful. If they are opposite or different, the game will go on miserably, and the society must be at all times in the highest degree of disorder.

Think of how many policies, procedures and systems of organization which forget this basic truth; systems of political control, price control, social control and behavioral control — from bad workplaces to bad governments – which have failed so miserably because they refused to account for the underlying motivations of the people in the system, and failed to do a second-order analysis of the consequences of their policies.

It’s just as true in personal relations: How often do we fail to treat others correctly because we haven’t taken their point of view, motivations, aspirations, and desires properly into account? How often is our own “system of relations” built on faulty assumptions that don’t actually work for us? (The old marriage advice “You can either be right, or be happy” is pure gold wisdom in this sense.)

Smith’s counsel offers us a nice out, though. If our own system for dealing with people and their own “principles of motion” are the same, then we are likely to get a harmonious result! If not? We get misery.

The choice is ours.

Daniel Kahneman on Human Gullibility

“The premise of this book is that it is easier to recognize other people’s mistakes than our own.”

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A simple article connecting two ideas from Daniel Kahneman’s Thinking Fast and Slow on human gullibility and availability bias.

A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth. Authoritarian institutions and marketers have always known this fact. But it was psychologists who discovered that you do not have to repeat the entire statement of a fact or idea to make it appear true. People who were repeatedly exposed to the phrase “the body temperature of a chicken” were more likely to accept as true the statement that “the body temperature of a chicken is 144°” (or any other arbitrary number). The familiarity of one phrase in the statement sufficed to make the whole statement feel familiar, and therefore true. If you cannot remember the source of a statement, and have no way to relate it to other things you know, you have no option but to go with the sense of cognitive ease.

This is due, in part, to the fact that repetition causes familiarity and familiarity distorts our thinking.

People tend to assess the relative importance of issues by the ease with which they are retrieved from memory—and this is largely determined by the extent of coverage in the media. Frequently mentioned topics populate the mind even as others slip away from awareness. In turn, what the media choose to report corresponds to their view of what is currently on the public’s mind. It is no accident that authoritarian regimes exert substantial pressure on independent media. Because public interest is most easily aroused by dramatic events and by celebrities, media feeding frenzies are common. For several weeks after Michael Jackson’s death, for example, it was virtually impossible to find a television channel reporting on another topic. In contrast, there is little coverage of critical but unexciting issues that provide less drama, such as declining educational standards or overinvestment of medical resources in the last year of life. (As I write this, I notice that my choice of “little-covered” examples was guided by availability. The topics I chose as examples are mentioned often; equally important issues that are less available did not come to my mind.)

The Many Ways our Memory Fails Us (Part 3)

(Purchase a copy of the entire 3-part series in one sexy PDF for $3.99)

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In the first two parts of our series on memory, we covered four major “sins” committed by our memories: Absent-Mindedness, Transience, Misattribution, and Blocking, using Daniel Schacter’s The Seven Sins of Memory as our guide.

We’re going to finish it off today with three other sins: Suggestibility, Bias, and Persistence, hopefully leaving us with a full understanding of our memory and where it fails us from time to time.

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Suggestibility

As its name suggests, the sin of suggestibility refers to our brain’s tendency to misremember the source of memories:

Suggestibility in memory refers to an individual’s tendency to incorporate misleading information from external sources — other people, written materials or pictures, even the media — into personal recollections. Suggestibility is closely related to misattribution in the sense that the conversion of suggestions into inaccurate memories must involve misattribution. However, misattribution often occurs in the absence of overt suggestion, making suggestibility a distinct sin of memory.

Suggestibility is such a difficult phenomenon because the memories we’ve pulled from outside sources seem as truly real as our own. Take the case of a “false veteran” which Schacter describes in the book:

On May 31, 2000, a front-page story in the New York Times described the baffling case of Edward Daly, a Korean War veteran who made up elaborate — but imaginary — stories about his battle exploits, including his involvement in a terrible massacre in which he had not actually participated. While weaving his delusional tale, Daly talked to veterans who had participated in the massacre and “reminded” them of his heroic deeds. His suggestions infiltrated their memories. “I know that Daly was there,” pleaded one veteran. “I know that. I know that.”

The key word here is infiltrated. This brings to mind the wonderful Christopher Nolan movie Inception, about a group of experts who seek to infiltrate the minds of sleeping targets in order to change their memories. The movie is fictional but there is a subtle reality to the idea: With enough work, an idea that is merely suggested to us in one context can seem like our own idea or our own memory.

Take suggestive questioning, a problem with criminal investigations. The investigator talks to an eyewitness and, hoping to jog their memory, asks a series of leading questions, arriving at the answer he was hoping for. But is it genuine? Not always.

Schacter describes a psychology experiment wherein participants see a video of a robbery and then are fed misleading suggestions about the robbery soon after, such as the idea that the victim of the robbery was wearing a white apron. Amazingly, even when people could recognize that the apron idea was merely suggested to them, many people still regurgitated the suggested idea!

Previous experiments had shown that suggestive questions produce memory distortion by creating source memory problems like those in the previous chapter: participants misattribute information presented only in suggestive questions about the original videotape. [The psychologist Philip] Higham’s results provide an additional twist. He found that when people took a memory test just minutes after receiving the misleading question, and thus still correctly recalled that the “white apron” was suggested by the experimenter, they sometimes insisted nevertheless that the attendant wore a white apron in the video itself. In fact, they made this mistake just as often as people who took the memory test two days after receiving misleading suggestions, and who had more time to forget that the white apron was merely suggested. The findings testify to the power of misleading suggestions: they can create false memories of an event even when people recall that the misinformation was suggested.

The problem of overconfidence also plays a role in suggestion and memory errors. Take an experiment where subjects are shown a man entering a department store and then told he murdered a security guard. After being shown a photo lineup (which did not contain the gunman), some were told they chose correctly and some were told they chose incorrectly. Guess which group was more confident and trustful of their memories afterwards?

It was, of course, the group that received reinforcement. Not only were they more confident, but they felt they had better command of the details of the gunman’s appearance, even though they were as wrong as the group that received no positive feedback. This has vast practical applications. (Consider a jury taking into account the testimony of a very confident eyewitness, reinforced by police with an agenda.)

***

One more interesting idea in reference to suggestibility: Like the DiCaprio-led clan in the movie Inception, psychologists have been able to successfully “implant” false memories of childhood in many subjects based merely on suggestion alone. This should make you think carefully about what you think you remember about the distant past:

[The psychologist Ira] Hyman asked college students about various childhood experiences that, according to their parents, had actually happened, and also asked about a false event that, their parents confirmed, had never happened. For instance, students were asked: “When you were five you were at the wedding reception of some friends of the family and you were running around with some other kids, when you bumped into the table and spilled the punch bowl on the parents of the bride.” Participants accurately remembered almost all of the true events, but initially reported no memory of the false events.

However, approximately 20 to 40 percent of participants in different experimental conditions eventually came to describe some memory of the false event in later interviews. In one experiment, more than half of the participants who produced false memories describe them as “clear” recollections that included specific details of the central even, such as remembering exactly where or how one spilled the punch. Just under half reported “partial” false memories, which included some details but no specific memory of the central event.

Thus is the “power of the suggestion.”

The Sin of Bias

The problem of bias will be familiar to regular readers. In some form or another, we’re subject to mental biases every single day, most of which are benign, some of which are harmful, and most of which are not hard to understand. Biases specific to memory are so good to study because they’re so easy and natural to fall into. Because we trust our memory so deeply, they often go unquestioned. But we might want to be careful:

The sin of bias refers to distorting influences of our present knowledge, beliefs, feelings on new experiences, or our later memories of them. In the stifling psychological climate of 1984, the Ministry of Truth used memory as a pawn in the service of party rule. Much in the same manner, biases in remembering past experiences reveal how memory can serve as a pawn for the ruling masters of our cognitive systems.

There are four biases we’re subject to in this realm: Consistency and change bias, hindsight bias, egocentric bias, and stereotyping bias.

Consistency and Change Bias

The first is a consistency bias: We re-write our memories of the past based on how we feel in the present. In one experiment after another, this has undoubtedly been proven true. It’s probably something of a coping mechanism: If we saw the past with complete accuracy, we might not be such happy individuals.

We often re-write the past so that it seems we’ve always felt like we feel now, that we always believed what we believe now:

This consistency bias has turned up in several different contexts. Recalling past experiences of pain, for instance, is powerfully influenced by current pain level. When patients afflicted by chronic pain are experiencing high levels of pain in the present, they are biased to recall similarly high levels of pain in the past; when present pain isn’t so bad, past pain experiences seem more benign, too. Attitudes towards political and social issues also reflect consistency bias. People whose views on political issues have changed over time often recall incorrectly past attitudes as highly similar to present ones. In fact, memories of past political views are sometimes more closely related to present views than what they actually believed in the past.

Think about your stance five or ten years ago on some major issue like sentencing for drug-related crime. Can your recall specifically what you believed? For most people, they believe they have stayed consistent on the issue. But easily performed experiments show that a large percentage of people who think “all is the same” have actually changed their tune significantly over time. Such is the bias towards consistency.

This affects relationships fairly significantly: Schacter shows that our current feelings about our partner color our memories of our past feelings.

Consider a study that followed nearly four hundred Michigan couples through the first years of their marriage. In those couples who expressed growing unhappiness over the four years of the study, men mistakenly recalled the beginnings of their marriages as negative even though they said they were happy at the time. “Such biases can lead to a dangerous “downward spiral,” noted the researchers who conducted the study. “The worse your current view of your partner is, the worse your memories are, which only further confirms your negative attitudes.”

In other contexts, we sometimes lean in the other direction: We think things have changed more than they really have. We think the past was much better than it is today, or much worse than it is today.

Schacter discusses a twenty-year study done with a group of women between 1969 and 1989, assessing how they felt about their marriages throughout. Turns out, their recollections of the past were constantly on the move, but the false recollection did seem to serve a purpose: Keeping the marriage alive.

When reflecting back on the first ten years of their marriages, wives showed a change bias: They remembered their initial assessments as worse than they actually were. The bias made their present feelings seem an improvement by comparison, even though the wives actually felt more negatively ten years into the marriage than they had at the beginning. When they had been married for twenty years and reflected back on their second ten years of marriage, the women now showed a consistency bias: they mistakenly recalled that feelings from ten years earlier were similar to their present ones. In reality, however, they felt more negatively after twenty years of marriage than after ten. Both types of bias helped women cope with their marriages. 

The purpose of all this is to reduce our cognitive dissonance: That mental discomfort we get when we have conflicting ideas. (“I need to stay married” / “My marriage isn’t working” for example.)

Hindsight Bias

We won’t go into hindsight bias too extensively, because we have covered it before and the idea is familiar to most. Simply put, once we know the outcome of an event, our memory of the past is forever altered. As with consistency bias, we use the lens of the present to see the past. It’s the idea that we “knew it all along” — when we really didn’t.

A large part of hindsight bias has to do with the narrative fallacy and our own natural wiring in favor of causality. We really like to know why things happen, and when given a clear causal link in the present (Say, we hear our neighbor shot his wife because she cheated on him), the lens of hindsight does the rest (I always knew he was a bad guy!). In the process, we forget that we must not have thought he was such a bad guy, since we let him babysit our kids every weekend. That is hindsight bias. We’re all subject to it unless we start examining our past with more detail or keeping a written record.

Egocentric bias

The egocentric bias is our tendency to see the past in such a way that we, the rememberer, look better than we really are or really should. We are not neutral observers of our own past, we are instead highly biased and motivated to see ourselves in a certain light.

The self’s preeminent role in encoding and retrieval, combined with a powerful tendency for people to view themselves positively, creates fertile ground of memory biases that allow people to remember past experiences in a self-enhancing light. Consider, for example, college students who were led to believe that introversion is a desirable personality trait that predicts academic success, and then searched their memories for incidents in which they behaved in an introverted or extroverted manner. Compared with students who were led to believe that extroversion is a desirable trait, the introvert-success students more quickly generated memories in which they behaved like introverts than like extroverts. The memory search was biased by a desire to see the self positively, which led students to select past incidents containing the desired trait.

The egocentric bias occurs constantly and in almost any situation where it possibly can: It’s similar to what’s been called overconfidence in other arenas. We want to see ourselves in a positive light, and so we do. We mine our brain for evidence of our excellent qualities. We have positive maintaining illusions that keep our spirits up.

This is generally a good thing for our self-esteem, but as any divorced couple knows, it can also cause us to have a very skewed version of the past.

Bias from Stereotyping

In our series on the development of human personality, we discussed the idea of stereotyping as something human beings do constantly and automatically; the much-maligned concept is central to how we comprehend the world.

Stereotyping exists because it saves energy and space — it allows us to consolidate much of what we learn into categories with broadly accurate descriptions. As we learn new things, we either slot them into existing categories, create new categories, or slightly modify old categories (the one we like the least, because it requires the most work). This is no great insight.

But what is interesting is the degree to which stereotyping colors our memories themselves:

If I tell you that Julian, an artist, is creative, temperamental, generous, and fearless, you are more likely to recall the first two attributes, which fit the stereotype of an artist, than the latter two attributes, which do not. If I tell you that he is a skinhead, and list some of his characteristics, you’re more likely to remember that he is rebellious and aggressive than that he is lucky and modest. This congruity bias is especially likely to occur when people hold strong stereotypes about a particular group. A person with strong racial prejudices, for example, would be more likely to remember stereotypical features of an African American’s behavior than a less prejudiced person, and less likely to remember behaviors that don’t fit the stereotype.

Not only that, but when things happen which contradict our expectations, we are capable of distorting the past in such a way to make it come in line. When we try to remember a tale after we know how it ends, we’re more likely to distort the details of the story in such a way that the whole thing makes sense and fits our understanding of the world. This is related to the narrative fallacy and hindsight bias discussed above.

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The final sin which Schacter discusses in his book is Persistence, the often difficult reality that some memories, especially negative ones, persist a lot longer than we wish. We’re not going to cover it here, but suggest you check out the book in its entirety to get the scoop.

And with that, we’re going to wrap up our series on the human memory. Take what you’ve learned, digest it, and then keep pushing deeper in your quest to understand human nature and the world around you.

Daniel Pink on Incentives and the Two Types of Motivation

Motivation is a tricky multifaceted thing. How do we motivate people to become the best they can be? How do we motivate ourselves? Sometimes when we are running towards a goal we suddenly lose steam and peter out before we cross the finish line. Why do we lose our motivation part way to achieving our goal?

Dan Pink wrote an excellent book on motivation called Drive: The Surprising Truth About What Motivates Us. We’ve talked about the book before but it’s worth going into a bit more detail.

When Pink discusses motivation he breaks it into two specific types: extrinsic and intrinsic.

Extrinsic motivation is driven by external forces such as money or praise. Intrinsic motivation is something that comes from within and can be as simple as the joy one feels after accomplishing a challenging task. Pink also describes two distinctly different types of tasks: algorithmic and heuristic. An algorithmic task is when you follow a set of instructions down a defined path that leads to a single conclusion. A heuristic task has no instructions or defined path, one must be creative and experiment with possibilities to complete the task.

As you can see the two types of motivations and tasks are quite different.

Let’s look at how they play against each other depending on what type of reward is offered.

Baseline Rewards

Money was once thought to be the best way to motivate an employee. If you wanted someone to stay with your company or to perform better you simply had to offer financial incentives. However, the issue of money as a motivator has become moot in many sectors. If you are a skilled worker you will quite easily be able to find a job in your desired salary range. Pink puts it succinctly:

Of course the starting point for any discussion of motivation in the workplace is a simple fact of life: People have to earn a living. Salary, contract payments, some benefits, a few perks are what I call “baseline rewards.” If someone’s baseline rewards aren’t adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of her circumstance. You’ll get neither the predictability of extrinsic motivation nor the weirdness of intrinsic motivation. You’ll get very little motivation at all. The best use of money as a motivator is to pay people enough to take the issue of money off the table.

Once the baseline rewards have been sorted we are often offered other ‘carrots and sticks’ to nudge our behavior. Many of these rewards will actually achieve the opposite effect to what was intended.

‘If, then’ Rewards

‘If, then’ rewards are when we promise to deliver something to an individual once they complete a specific task. If you hit your sales goals this month then I will give you a bonus. There are inherent dangers with ‘if, then’ rewards. They tend to prompt a short term surge in motivation but actually dampen it over the long term. Just the fact of offering a reward for some form of effort sends the message that the work is, well, work. This can have a large negative impact on intrinsic motivation. Additionally, rewards by their very nature narrow our focus, we tend to ignore everything but the finish line. This is fine for algorithmic tasks but hurts us with heuristic based tasks.

Amabile and others have found that extrinsic rewards can be effective for algorithmic tasks – those that depend on following an existing formula to its logical conclusion. But for more right-brain undertakings – those that demand flexible problem-solving, inventiveness, or conceptual understanding – contingent rewards can be dangerous. Rewarded subjects often have a harder time seeing the periphery and crafting original solutions.

Goals

When we use goals to motivate us how does that affect how we think and behave?

Like all extrinsic motivators, goals narrow our focus. That’s one reason they can be effective; they concentrate the mind. But as we’ve seen, a narrowed focus exacts a cost. For complex or conceptual tasks, offering a reward can blinker the wide-ranging thinking necessary to come up with an innovative solution. Likewise, when an extrinsic goal is paramount – particularly a short-term, measurable one whose achievement delivers a big payoff – its presence can restrict our view of the broader dimensions of our behavior. As the cadre of business school professors write, ‘Substantial evidence demonstrates that in addition to motivating constructive effort, goal setting can induce unethical behavior.

The examples are legion, the researchers note. Sears imposes a sales quota on its auto repair staff – and workers respond by overcharging customers and completing unnecessary repairs. Enron sets lofty revenue goals – and the race to meet them by any means possible catalyzes the company’s collapse. Ford is so intent on producing a certain car at a certain weight at a certain price by a certain date that it omits safety checks and unleashes the dangerous Ford Pinto.

The problem with making extrinsic reward the only destination that matters is that some people will choose the quickest route there, even if it means taking the low road.

Indeed, most of the scandals and misbehavior that have seemed endemic to modern life involve shortcuts. Executives game their quarterly earnings so they can snag a performance bonus. Secondary school counselors doctor student transcripts so their seniors can get into college. Athletes inject themselves with steroids to post better numbers and trigger lucrative performance bonuses.

Contrast that approach with behavior sparked by intrinsic motivation. When the reward is the activity itself – deepening learning, delighting customers, doing one’s best – there are no shortcuts. The only route to the destination is the high road. In some sense, it’s impossible to act unethically because the person who’s disadvantaged isn’t a competitor but yourself.

These same pressures that may nudge you towards unethical actions can also push you to make more risky decisions. The drive towards the goal can convince you to make decisions that in any other situation you would likely never consider. (See more about the dangers of goals.)

It’s not only the person who is being motivated with the reward that is hurt here. The person who is trying to encourage a certain type of behaviour also falls into a trap and is forced to try and course correct which, often, leaves them worse off than if they had never offered the reward in the first place.

The Russian economist Anton Suvorov has constructed an elaborate econometric model to demonstrate this effect, configured around what’s called ‘principal-agent theory.’ Think of the principal as the motivator – the employer, the teacher, the parent. Think of the agent as the motivatee – the employee, the student, the child. A principal essentially tries to get the agent to do what the principal wants, while the agent balances his own interests with whatever the principal is offering. Using a blizzard of complicated equations that test a variety of scenarios between principal and agent, Suvorov has reached conclusions that make intuitive sense to any parent who’s tried to get her kids to empty the garbage.

By offering a reward, a principal signals to the agent that the task is undesirable. (If the task were desirable, the agent wouldn’t need a prod.) But that initial signal, and the reward that goes with it, forces the principal onto a path that’s difficult to leave. Offer too small a reward and the agent won’t comply. But offer a reward that’s enticing enough to get the agent to act the first time, and the principal ‘is doomed to give it again in the second.’ There’s no going back. Pay your son to take out the trash – and you’ve pretty much guaranteed the kid will never do it again for free. What’s more, once the initial money buzz tapers off, you’ll likely have to increase the payment to continue compliance.

Even if you are able to trigger the better behaviour it will often disappear once incentives are removed.

In environments where extrinsic rewards are most salient, many people work only to the point that triggers the reward – and no further. So if students get a prize for reading three books, many won’t pick up a fourth, let alone embark on a lifetime of reading – just as executives who hit their quarterly numbers often won’t boost earnings a penny more, let alone contemplate that long-term health of their company. Likewise, several studies show that paying people to exercise, stop smoking, or take their medicines produces terrific results at first – but the healthy behavior disappears once the incentives are removed.

When Do Rewards Work?

Rewards can work for routine (algorithmic) tasks that require little creativity.

For routine tasks, which aren’t very interesting and don’t demand much creative thinking, rewards can provide a small motivational booster shot without the harmful side effects. In some ways, that’s just common sense. As Edward Deci, Richard Ryan, and Richard Koestner explain, ‘Rewards do not undermine people’s intrinsic motivation for dull tasks because there is little or no intrinsic motivation to be undermined.’

You will increase your chances for success when rewarding routine tasks using these three practices:

  1. Offer a rationale for why the task is necessary.
  2. Acknowledge that the task is boring.
  3. Allow people to complete the task their own way (think autonomy not control).

Any extrinsic reward should be unexpected and offered only once the task is complete. In many ways this is common sense as it is the opposite of the ‘if, then’ rewards allowing you to avoid its many failings (focus isn’t solely on the prize, motivation won’t wane if reward isn’t present during task, etc…). However, one word of caution – be careful if these rewards become expected, because at that point they are no different than the ‘if, then’ rewards.