In no society examined under controlled conditions have the majority of people consistently behaved selfishly. That’s perhaps why using controls or carrots and sticks to motivate people isn’t effective. We need systems that rely on engagement, communication, and a sense of common purpose and identity. Most organizations would be better off helping us to engage and embrace our collaborative, generous sentiments than assuming that we are driven purely by self-interest. In fact, systems based on self-interest, such as material rewards and punishment, often lead to less productivity than an approach oriented toward our social motivations.
Yochai Benkler in the July issue of the Harvard Business Review*:
Through the work of many scientists, we have begun to see evidence across several disciplines that people are in fact more cooperative and selfless—or behave far less selfishly—than we have assumed. Perhaps humankind is not so inherently selfish after all.
This is a fascinating article. And it serves as a strong counter-argument to the claims made by Richard Dawkins in his book ‘The Selfish Gene’.
*The full article is locked behind HBR’s registration system but if you do register (it’s free), you’ll be able to access three articles a month - including this one.