Gaia Soykok

Larry of Google would just listen. This is powerful.

doing 'three things well:1.Discover the asymmetries (…) and discern the potential between them.2.Turn asymmetries into capabilities by strategically embedding them within an organizational design configuration that exploits them and sustains their development.3.Match asymmetry-derived capabilities to market opportunities’ (Miller 2003), p. 965

Retroactive funding proposalsThis is a form of compensation which rewards contributors after they’ve made their contributions

you can design think the best collaborator experience for a group of people at a point in time, and there will still be people who will be left behind. Whenever one more person joins everything changes, and your design might not be relevant anymore.

60 % custom happiness 30% big new initiatives10% stability and infrastucture

Do this, and you’ll get that” is not really very different from “Do this or here’s what will happen to you.”

the starting point - the baseline rewards should be enough and fair - the salary , wages, benefits. Without a healthy baseline, motivation of any sort is difficult and often impossible. (FAIR keyword is important here)

author Carla O’Dell reports in People, Performance, and Pay that a survey of 1,600 organizations by the American Productivity Center discovered little in the way of active employee involvement in organizations that used small-group incentive plans.

Robert W. Baird and Co., Inc., wrote in their 1985 book, Intrinsic Motivation and Self-Determination in Human Behavior, “the research has consistently shown that any contingent payment system tends to undermine intrinsic motivation.”