By Dean
(2009-08-26 12:39:01)
Last night, Youtube raised its cocky little head and said, "Hey, Dean! I have a new TED talk for you to watch!" TED talks, being my only subscription on Youtube, have shown me hours of insightful ideas. If you haven't heard about them, you should check a few of them out. They're definitely the best thing on Youtube.
But most importantly is Daniel Pink's talk regarding the nature of motivation and how performance incentives affect performance. If you don't have the 20 minutes or so to watch the video, allow me to paraphrase:
When people are given tasks that can be accomplished largely by rote, performance incentives will increase productivity. In other words, if I have a task I need done, and that task doesn't require anything other than an uncreative, mechanical approach, I can get people to do it faster by offering to pay more to the people who get done first.
So far, that's just basic economics: people are motivated by payoffs.
But when the tasks require creativity, such as solving a puzzle whose solution isn't immediately obvious, performance incentives actually decrease productivity. The idea is that incentives help to narrow focus onto the task, preventing people from seeing creative solutions as quickly as they would without the incentives.
Daniel gives many examples of studies from different cultures that all show this effect. Incentives statistically stifle creativity and slow productivity. This is in contrast to how most businesses operate, a point Daniel makes many times in his talk.
He relates it to software, as software companies are among those who break away from traditional, incentive-based models to increase productivity. Remember, software is an application of creativity; for the hard problems, obvious solutions don't exist. Programmers have to be creative to see non-obvious solutions to software problems, and that creativity is limited by incentive-based models.
So notwithstanding the obvious fact that people will take advantage of incentive models (causing people to focus their efforts on gaming the model rather than doing the real task at hand), incentive-based models reduce overall productivity in software development!
Daniel mentions in passing that some programming can be done by rote and can be outsourced to incentive-based companies. That seems to be the typical opinion of people who have never had to deal with the result of outsourced code. Indeed, I would argue that all software development is largely creative and none of it is a mechanical process that can be improved by incentives. That's the only point on which I disagree with Daniel. But I digress.
Near the end of his talk, Daniel mentions companies in which there are no schedules, no strong resource management. Just directions and paces set by the individual employees who are motivated by their own desires to learn, to apply themselves and to do good in the world. I can't think of a more appealing way of working. It sounds too good to be true, but he presents the evidence to show how and why it actually works in the real world.
I can't help but wonder how much of this that vampire knew, either consciously or unconsciously, when he designed Stack Overflow. There are a lot of features of Stack Overflow that reflect a deep understanding of motivation, and some that seem to go against Daniel's evidence. At this point it seems to me that Jeff Vampwood's team came to their model by accident, without knowing about motivation's true facts.
For example, Jeff has stated very clearly that software is a craft, and therefore an exercise in creativity. But at the same time he implements a model in Stack Overflow that incentivizes answering programming questions. This has lead to a related problem where people answer questions very quickly in order to get the most reputation with the least effort.
While it's true that almost all questions on Stack Overflow are not answerable by just anyone, the people who do know the answers will agree that most questions are simple and easily Googled. So while answering them requires creativity, the experts don't need to apply very much creativity to solve them. In other words, the problems are so simple relative to the hard problems programmers face on a daily basis that they might as well be mechanical problems, and so incentives help the productivity of the site's users.
Additionally, Stack Overflow has a concept of "community wiki" questions, wherein no reputation is awarded to participants. Questions that probably won't have single answers are encouraged to be community wiki in order to remove the creativity-stifling incentives created by reputation.
I think that if the Stack Overflow team had understood better the nature of motivation as Daniel describes it, they would have had a much different approach to reputation and the concept of community wiki. Rather than seeing community wiki as a way to gather many good ideas, it should have been seen as a way to gauge the creativity required to solve a problem. Dead simple problems would be normal, incentive-based questions and problems that are hard to solve should be community wiki, even if there probably is only one answer.
This is, of course, assuming that people really see reputation as an incentive. I personally don't. It's just an arbitrary number associated with my account. This number can't buy video cards, it can't make me happy, it doesn't welcome me home from work every day. But the way Jeff writes and speaks about reputation it's obvious that he intends it to be an incentive, which means he's accidentally harming the productivity of his community.
It's a very interesting idea that you can't really force productivity increases. If you still haven't watched the video, I suggest you do. It's worth every minute. Now if you'll excuse me, I've been neglecting my sandwich.
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