"Shifting the burden" is one of the Systems thinking archetypes.
Quite good in this case, I think.
Graham
> From: "Kerr, Donald A" <Donald.A.Kerr@USAHQ.UnitedSpaceAlliance.com>
>
> >There is an obvious ideal quality to intrinsic motivation, it probably is
> >self-sustaining, yet it has been proven in real practice by probably
> >almost every member of this list, that effectiveness can be derived
> >through extrinsic rewards. I'm not saying it is the right thing to do and
> >I am not saying that extrinsic rewards always work (especially in the long
> >term), but if you fail to take advantage of extrinsic motivation IN THE
> >MEANTIME, you may not be around for the LONG TERM!
>
> When do you break the cycle of destruction? When do you stop shifting the
> burden to lead off on bribery? How do you stop the escalation? By feeding
> it? Not being around in the long term is different leadership weakness. A
> different way to duck responsibility. Eliminating resignation to
> extrinsic motivation alone is not enough. Everyone in the company can be
> intrinsically motivated and doing their best, but still go out of
> business. When do you stop shifting the burden of planning off on bribery?
R. Graham Oliver (h) 07-856-3566
Education Studies, University of Waikato
Hamilton, New Zealand (w) 07-856-2859
E-mail: g.oliver@waikato.ac.nz
--"Graham" <goeduc@mailserv.waikato.ac.nz>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>