PAY THEM POORLY.
There is a long-standing debate about the relationship bet ween i ntrinsic and extrinsic motivation. Over the past two decades, psychologists have provided compelling evidence for the so-called over-justificat ion effect – namely, t he process by which higher external rewards impair performance by depressing a person’s genuine or intrinsic interest. Most notably, t wo l a r ge- sca l e meta- analyses reported that when tasks are inherently meaningful (and creative tasks certainly fall into this category), external rewards diminish engagement. This is true in both adults and children, especially when people are rewarded merely for performing a task. However, providing positive feedback does not harm intrinsic motivation, so long as the feedback is perceived as genuine.
Simply put, the more you pay people to do what they love, the less they’ll love it. In t he words of t he psychologist Mi haly Czikszentmihalyi: “The most important quality, the one that is most consistently present in all creative individuals, is the ability to enjoy the process of creation for its own sake.” More importantly, people with a talent for innovation are not driven by money. Data f r om our r esea r c h a r c hive, which includes over 50 000 managers from 20 different countries, indicates clearly that the more imaginative and inquisitive people are, the more they’re driven by recognition and sheer scientific curiosity rather than commercial needs.
Few things are as aggravating to creative employees as boredom. Indeed, creative people are prewired to seek constant change, even when it’s counterproductive. They take a different route to work every day, even if it gets them lost, and they never repeat an order at a restaurant, even if they really l iked it. Creativity is l inked to higher tolerance of ambiguity. Creative types love complexity and enjoy making