Ideas from books, articles & podcasts.
It can be hard to disentangle whether effort is a cause or a consequence in a given situation. But we can look at effort through a feedback loop that looks like this:
Effort > performance > pleasure > motivation > effort.
In reality, one’s ability to put in an effort typically arises as a consequence of something, not as a major cause.
The trick is to refrain from seeing effort as a cause or as a consequence, but rather as both. By seeing it this way, we can organize performance over the long term and generate an "addictive loop"—meaning a drive to repeat behaviors that are pleasurable by themselves.
The role of leaders is to put in place a system of efforts-as-consequences, generating a spiral where outcomes get bigger and better as time goes on.
Individuals can consciously organize themselves into performance-effort loops.
Such extrinsic motivation schemes—where effort is forced by external rewards—have been shown to lead generally to undesirable outcomes.
While we can’t ignore them as short-term tactics, they only work in limited contexts, and only if properly inserted in a scheme balanced with intrinsic mo...
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