Comments on: The problem of incentives in knowledge work http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/ Fri, 28 Oct 2011 01:28:22 -0500 http://wordpress.org/?v=2.8.4 hourly 1 By: Jim McGee http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-2/#comment-285157 Jim McGee Thu, 01 Apr 2010 14:05:27 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-285157 Chris, Thanks for the pointer. it is an excellent video on Pink's ideas Chris,

Thanks for the pointer. it is an excellent video on Pink’s ideas

]]> By: Chris Fox http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-2/#comment-285094 Chris Fox Thu, 01 Apr 2010 07:25:24 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-285094 Great post, Jim. You may enjoy this video from Daniel Pink if you have not already seen it: http://strategiccoffee.chriscfox.com/2010/01/incentivisation-may-harm-performance.html Great post, Jim. You may enjoy this video from Daniel Pink if you have not already seen it: http://strategiccoffee.chriscfox.com/2010/01/incentivisation-may-harm-performance.html

]]> By: Jim McGee http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-2/#comment-283574 Jim McGee Mon, 22 Mar 2010 13:17:08 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283574 Joe The sales force automation experiences are an excellent example of short-sighted thinking and design as you suggest. So little effort and attention to understanding the sales reps work and how to make it better and so much attention to command and control over a process that was poorly understood. So, how do we get to smarter efforts in the future? Joe

The sales force automation experiences are an excellent example of short-sighted thinking and design as you suggest. So little effort and attention to understanding the sales reps work and how to make it better and so much attention to command and control over a process that was poorly understood. So, how do we get to smarter efforts in the future?

]]> By: Joe McKendrick http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-2/#comment-283372 Joe McKendrick Sat, 20 Mar 2010 21:23:22 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283372 Great post, Jim. It brings back memories of early attempts at "sales force automation." SFA was often imposed from above, and did more to disrupt employees' workflows than enhance productivity. Plus, many salespeople both fiercely and tacitly resisted attempts to automate or capture what they saw as their competitive advantage. The experience with SFA provides lessons that you point to -- work closely withe the knowledge workers to identify where collaboration and knowledge management systems can bring value to their jobs -- and let them drive that process themselves. Great post, Jim. It brings back memories of early attempts at “sales force automation.” SFA was often imposed from above, and did more to disrupt employees’ workflows than enhance productivity. Plus, many salespeople both fiercely and tacitly resisted attempts to automate or capture what they saw as their competitive advantage. The experience with SFA provides lessons that you point to — work closely withe the knowledge workers to identify where collaboration and knowledge management systems can bring value to their jobs — and let them drive that process themselves.

]]> By: Jim McGee http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-1/#comment-283194 Jim McGee Fri, 19 Mar 2010 13:53:06 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283194 Thanks for the pointer Steve. Very helpful. How do you integrate the emotional element into your model? The more I dig into this area, the more convinced I am that we have to consciously integrate the rational and the emotional to have any real chance of success. Thanks for the pointer Steve. Very helpful. How do you integrate the emotional element into your model? The more I dig into this area, the more convinced I am that we have to consciously integrate the rational and the emotional to have any real chance of success.

]]> By: Steve Ardire http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-1/#comment-283190 Steve Ardire Fri, 19 Mar 2010 13:01:54 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283190 Terrific post Jim ! You nailed issue here i.e. "there is a complicated and often mysterious relationship between what people do and what happens sometime later…How do you map that into a performance measurement system? " Managing knowledge work in today’s environment is indeed a complex issue so my proposed solution would be add more proactive critical thinking http://bit.ly/5iLSTA to knowledge sharing + better feedback systems that perhaps could foster a better incentives system. Terrific post Jim !

You nailed issue here i.e. “there is a complicated and often mysterious relationship between what people do and what happens sometime later…How do you map that into a performance measurement system? ”

Managing knowledge work in today’s environment is indeed a complex issue so my proposed solution would be add more proactive critical thinking http://bit.ly/5iLSTA to knowledge sharing + better feedback systems that perhaps could foster a better incentives system.

]]> By: Jim McGee http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-1/#comment-283188 Jim McGee Fri, 19 Mar 2010 12:15:29 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283188 Nick - I like the notion of tracking questions as part of the feedback system. You're absolutely right that it's one of the drivers of effective knowledge sharing. Nick – I like the notion of tracking questions as part of the feedback system. You’re absolutely right that it’s one of the drivers of effective knowledge sharing.

]]> By: Jon Husband http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-1/#comment-283143 Jon Husband Fri, 19 Mar 2010 01:41:46 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283143 Very well laid out. I think that the concept of rewarding people is very tenacious, and all too often serves as a proxy for 'managing'. The questions and examples you have set in front of us are a good signpost to a way forward. Very well laid out. I think that the concept of rewarding people is very tenacious, and all too often serves as a proxy for ‘managing’. The questions and examples you have set in front of us are a good signpost to a way forward.

]]> By: Nick Booth http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-1/#comment-283124 Nick Booth Thu, 18 Mar 2010 23:06:54 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283124 Measure input to - count questions, because they drive knowledge sharing. Measure input to – count questions, because they drive knowledge sharing.

]]> By: Jim McGee http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/comment-page-1/#comment-283090 Jim McGee Thu, 18 Mar 2010 19:08:40 +0000 http://www.fastforwardblog.com/2010/03/18/the-problem-of-incentives-in-knowledge-work/#comment-283090 I'm a big fan of AARs as a central feedback mechanism in complex knowledge work settings.. It's rich enough to capture the nuances and the opportunities for change that follow on completing a project or other initiative. I’m a big fan of AARs as a central feedback mechanism in complex knowledge work settings.. It’s rich enough to capture the nuances and the opportunities for change that follow on completing a project or other initiative.

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