Way do we like doing some things, but not when we are paid to do them? We live in two diferent worlds simultaneously. One in wich social norms prevail and the other where mercantile norms provide the guidelines.

Social essence is in our social norms, our need to communicate with each other. They do not require instant reward. In the wolrd of mercantile norms trade-offs are perfectly defined: salaries, prices, rents, interest… Comparable benefits and punctual payments are involved. What is paid for is received.

Several experiments tell us taht when we move over to consider mercantile norms the social norms disappear. The following are some examples: a lawyer voluntarily helping a senior citizen in a residential home (free of charge is satisfactory for the lawyer but not if he is offered 30€ for his time). A fine is implemented when parents drop their children off late at kindergarden or meetings participants arrive late. To resolve the problem of conscience we are willing to work for free or for a reasonable fee, for a meager pay no. When we are in the field of mercantile norms we are more autonomous, selfish, individualistic. When a social norm collides with a mercantile social disappears and is not easy to restore. Delay in day care, when the fines were eliminated, it began to be late and the social norm did not work again.

In our companies we want the social, emotional experience of our teams, our people. We are looking to generate intrinsic motivation. We want passion, flexibility and loyalty. Social norms create these virtues, mercantile norms do not. Money motivates us immediately, but social norms are the ones that do it in the long term. (DAN ARIELY, Predictably Irrational, 2008. Payoff, 2015).
DAN ARIELY, Predeciblemente irracional, en castellano Las trampas del deseo, 2008. Payoff, 2015

In principle, paying people for their participation in innovation or internal training activities could be counterproductive. Innovation is a creative process that has its own rewards and generates intrinsic motivation.

These are my proposals

  • Internal trainers: They form , they take time, they commit to actions. What is their reward? It is probably recognition, future promotion, personal satisfaction … There is also emotional reward and if it were promotion ?, it would be uncertain and deferred.
    Source: Nothing for money, Andersen, Murphy, and Börsch. 2016. Deloitte survey on innovation: you see recognition by publishing the idea, in the company, intellectual challenge (Maslow returns! with self-realization) …
Encuesta Deloitte sobre innovación

Source: Nothing for money, Andersen, Murphy, and Börsch. 2016. Encuesta Deloitte sobre innovación

From the same article Nothing for money … Drivers to innovate: competition, recognition, develop the behavior of organizational citizenship (as commitment generates participation ).

innovación interna

Source: Nothing for money, Andersen, Murphy, and Börsch. 2016. Drivers para innovar