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tsuomela : rewards   24

» The big data brain drain The Sociological Imagination
"This provocative post by Jake VanderPlas argues that “the skills required to be a successful scientific researcher are increasingly indistinguishable from the skills required to be successful in industry” and that important implications follow from this for the future of higher education. There is a “new breed of scientist” that the academic world increasingly struggles to retain:"
big-data  science  business  rewards  incentives 
august 2014 by tsuomela
How to Earn Your Skeptic “Badge”
"As someone who helped to build up the current field of Digital Media and Learning, I am concerned that, if badges start to feel too much like a “party line,” many are going to feel excluded from the field. This has the potential to be the first major divide in a field which many of us see as our intellectual and spiritual home. We remain silent because we do not want to disrupt the party and because we respect the leadership of the DML initiative so much, but there is much that is at risk in that silence."
badges  gamification  learning  gaming  informal  rewards  awards 
april 2013 by tsuomela
The Most Common Leadership Model - And Why It's Broken - Forbes
"When organizations’ hire, develop, and promote leaders using a competency-based model, they’re unwittingly incubating failure. Nothing fractures corporate culture faster, and eviscerates talent development efforts more rapidly, than rewarding the wrong people for the wrong reasons. Don’t reward technical competency – reward aggregate contribution."
business  management  skills  competency  contribution  rewards  measurement  leadership 
april 2013 by tsuomela
Stumbling and Mumbling: The "scarce talent" con
"Bank bosses have played a trick which countless ordinary workers do. The IT support guy who introduces lots of “security features” to his firm’s IT systems, or the secretary who has an incomprehensible filing system, make themselves indispensable by inconveniencing others."
banking  business  management  managerial  complexity  income  economics  rewards  incentives  talent 
february 2012 by tsuomela
Comforting the Comfortable Part Two, or Sullivan’s Follies Redux « The Inverse Square Blog
This has gone on long enough.  You can go on down the list and look for other examples yourself: the medicine-based fortunes, entangled at every turn in a system of government support from direct health care payments to enormous taxpayer investments in drug discovery and basic research; the sports wealthy, whose wallets have been fattened on many occasions by a wide variety of taxpayer-delivered goodies, from roads built around stadia to bonds sold, with taxpayers on the hook, to subsidize “private” business.  Media?  See internet, taxpayer funded, above.  You get the picture.
It is to say that they have already been very richly rewarded for their accomplishments, that even the most original of them have reached their happy state within a framework of public goods, owned in common, and paid-for-by-others  – and to note that a substantial proportion of them have less reason than others to claim particular personal credit for their fortunate situation.
class-war  wealth  taxes  ideology  rich  rewards 
november 2010 by tsuomela
Stumbling and Mumbling: Christine Bleakley & labour market imperfection
Here are some other examples of how "talent" (or lack thereof) exists in organizations rather than peopl
talent  economics  success  labor  work  rewards  incentives 
october 2010 by tsuomela
The Matthew Effect in Science: The reward and communication systems of science are considered -- Merton 159 (3810): 56 -- Science
As originally identified, the Matthew effect was construed in terms of enhancement of the position of already eminent scientists who are given disproportionate credit in cases of collaboration or of independent multiple discoveries. Its significance was thus confined to its implications for the reward system of science. By shifting the angle of vision, we note other possible kinds of consequences, this time for the communication system of science. The Matthew effect may serve to heighten the visibility of contributions to science by scientists of acknowledged standing and to reduce the visibility of contributions by authors who are less well known. We examine the psychosocial conditions and mechanisms underlying this effect and find a correlation between the redundancy function of multiple discoveries and the focalizing function of eminent men of science—a function which is reinforced by the great value these men place upon finding basic problems and by their self-assurance.
science  sociology  history  rewards  incentives  communication  publishing  winner-take-all 
september 2010 by tsuomela
The Chemistry of Information Addiction: Scientific American
So why do dopamine neurons treat information as a reward? It’s easy to see how treating information this way might be a useful evolutionary adaptation. For many animals, each day consists of numerous decisions that pertain to eating, reproducing and socializing. Obviously, having access to more relevant information – such as knowing where the food is located - allows animals to make better decisions. Furthermore, having access to such information might give us better control over our environment, thus increasing our chances of survival.
information  neurology  rewards  evolutionary-psychology 
october 2009 by tsuomela
Stumbling and Mumbling: Finance & human capital
What I’m saying here is that there’s a problem for those who want to defend the financial sector. You can do one of two things:
1. You can defend bankers’ pay on the grounds that it’s a reward for high skills, in which case you shouldn’t worry much about the financial sector shrinking, as these skills would be useful elsewhere.
2. You can argue that shrinking finance would be expensive. But this requires you to ditch the Econ101 just-so stories about people being paid a return to human capital, and to recognize that salaries are a reward to power, not (just) to “skill.“
Is there really a plausible third possibility?
financial-engineering  finance  financial-services  money  power  economics  pay  rewards  incentives  talent 
september 2009 by tsuomela
A Path with Heart (MPR discussion ... continued) | No Map. No Guide. No Limits.
life is short. If you’re pretty happy where you are, and the risks of changing seem high, it’s probably not worth it. But if your heart leaps at the idea of the new venture, and you feel an energy you haven’t felt in years … or if you know, without a doubt, that where you are is draining your heart and soul … then making the leap, hard and challenging as it might prove to be, might be the best thing you ever did.
risk  rewards  personal 
august 2009 by tsuomela / Comment / Opinion - How bank bonuses let us all down
Here you can see that this mismatch between the bonus payment frequency (typically, one year) and the time to blow up (about five to 20 years) is the cause of the accumulation of positions that hide risk by betting massively against small odds. As traders say, they have the “free option” on their performance: they get the profits, not the losses. I hold that this vicious asymmetry is the driving factor behind investment banking.
economics  crisis  bailout  finance  financial-services  incentives  talent  rewards  ceo  income 
february 2009 by tsuomela
Stumbling and Mumbling: What nationalization misses
the clampdown (pdf) on bank executives’ pay mistakes the symptom for the disease. The disease is that owners have given bosses too much autonomy, in the belief - now proven to be false - that a single individual, or small group, has the know-how to control a complex organization. Big payouts for bosses are just the effect of giving them excessive power.
Everyone knows centrally planned economies are a stinkingly bad idea. The lesson of the collapse of many banks is that centrally planned companies are also a bad idea. And they’re a bad idea for the same reason - that, in complex organisms such as economies or big companies, fragmented and tacit knowledge cannot be centralized, and “leadership“ often degenerates into mere rent-seeking.
economics  regulation  money  rewards  incentives  rent  business  salary 
october 2008 by tsuomela
COMPENSATION & BENEFITS REVIEW Challenging Behaviorist Dogma:
clip: "Challenging Behaviorist Dogma: Myths About Money and Motivation"
business  motivation  money  rewards 
july 2005 by tsuomela

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