Candle problem: Difference between revisions

But {{author|Daniel Pink}} is proving the wrong point here. The puzzle isn’t understanding how “autonomy, mastery, and purpose” motivates people more than a bit of cash — who didn’t, instinctively, know that? — but why our corporate overlords who, in their reflective moments, surely must know that as well, ignore this plain, ''[[a priori]]'' fact.

As ever, the [[JC]] has a theory: it is all about ''personal incentives''. In the same way that the average [[Survivor|wage-slave’s]] major motivator during her career is [[fear]] — and her primal instinct is the covering of her own behind, what propels the captains of our industry is ''personal enrichment''. Solving the organisation’s, and its clients’, problems and achieving general commercial goals of the collective in a way that empowers and energises the rank and file is, you know, ''good'', inasmuch as it generates a healthy pay packet, but it is still a second-order derivative of ''generating that healthy pay packet''. If, by some unfortunate turn of events, the two should conflict, it should not take a clairvoyant to work out which imperative will prevail: it won’t be “the collective betterment of the whole”.