Page 206 - The Power to Change Anything
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Design Rewards and Demand Accountability 195


               spouse have. You notice that she’s starting to pick up the habit
               on her own, so you decide to reinforce it. To encourage her,
               you create an incentive program. Every time she picks out a
               book on her own and reads it, you give her five dollars. She
               loves the plan, starts reading more, and after a while spends her
               earnings on a new video game for her latest game system. In
               fact, it’s not long until she’s able to buy several games, for which
               she thanks you profusely.
                   After a while you think that you’ve rewarded reading enough
               and that the pure pleasure of soaking in the words of some of
               the world’s best authors has become its own reward. So you pull
               away the incentive. Surely your encouragement has helped your
               daughter learn to love reading good books even more. Most cer-
               tainly she’ll now snuggle up with her favorite author’s latest work
               without any encouragement from you.
                   But your plan backfires. The minute you stop paying your
               daughter for reading, she turns to her video game system and
               reads less than she did before you started the incentive program.
               Apparently she has learned to earn money to purchase video
               games, and the incentive you tried didn’t leave the impression
               you wanted. She’s just like those nursery school kids. Where
               did you and Dr. Lepper go wrong?
                   The explanation for this phenomenon, known as “the over-
               justification hypothesis,” suggests that if people receive rewards
               for doing something they initially enjoy, they conclude the
               same thing an outsider watching them in action might con-
               clude. When thinking about what’s happening, humans recog-
               nize that they’re doing something and getting paid a special
               bonus for doing it. They conclude that since they’re being
               rewarded for the task, it must not be all that satisfying (why else
               would someone offer a reward?), and therefore they’re doing it
               for the bonus. And now for the dangerous part. Once the
               reward is removed, the person believes that the activity isn’t as
               much fun as he or she judged earlier, so he or she does it less
               often.
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