What are the determinants of altruism? While economists assume that altruism is mainly driven by fairness norms, social psychologists consider empathy to be a key motivator for altruistic behavior.
To unite these two theories, we conducted an experiment in which we compared behavior in a standard economic game that assesses altruism (the so-called Dictator Game) with a Dictator Game in which participants’ behavioral choices were preceded either by an empathy induction or by a control condition without empathy induction. The results of this within-subject manipulation show that the empathy induction substantially increased altruistic behavior.
Moreover, the increase in experienced empathy predicted over 40% of the increase in sharing behavior. These data extend standard economic theories that altruism is based on fairness considerations, by showing that empathic feelings can be a key motivator for altruistic behavior in economic interactions.
When Steve Jobs was trying to lure John Sculley to be Apple’s CEO in the early 1980’s, he asked him, “Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?” Sculley would achieve little at Apple, but Jobs would later make it the most valuable company on the planet.
To succeed today you must be in a constant state of adaptation – continually unlearning old ‘rules’ and relearning new ones. That requires continually questioning assumptions about how things work, challenging old paradigms, and ‘relearning’ what is now relevant in your job, your industry, your career and your life.
here are my five pieces of advice for would-be tinkerers on how to get your first prototype, or any project or goal you have in life, started and how to get it done. And consider checking out my YouTube channel to get more practical advice for would-be student inventors.
Depuis que l’entreprise libérée est devenue en France un des mouvements les plus inspirants pour transformer les entreprises, j’observe qu’il règne encore une certaine confusion sur ses tenants et ses aboutissants.
The future of work is already here. Not only in the minds of some outstanding thinkers, high-minded idealists, quirky innovators and lofty utopians – or people like you who are reading this blog! No, the future of work and organizational leadership is tangible. It is out there in the real world: You can find it in the practice of a few dozen extraordinary, pioneering organizations that have cracked the code, solved the puzzle, removed all doubt. I’m talking about “the Toyotas” of this world. The W.L.Gores, the Southwest Airlines, the Googles, the Handelsbankens, the Semcos. Companies like these have been doing things differently for 20, 30, 40 or even 50 years, in the case of Toyota. Yeah, we heard all that before! you say? Then I ask you: And what have we really learned from these incredibly great companies?
How many people do you know who seem to have an amazing job and workplace…but are still miserable every day? Their office is brand new—beautiful, tall-ceilinged, spick-and-span. They’ve got coffee and juices and gym memberships at their fingertips (at no cost, of course), and an on-site masseuse or childcare specialist. They may even have unlimited vacation time or work-from-home days. Yet, something is off. Even though the office is saturated with top-of-the-line perks, something is missing—a spark that could inspire them to truly love what they do.
That missing spark, as you probably know, comes down to culture. Organizations with great cultures provide certain benefits that perks-saturated workplaces can’t deliver. These are the things that build the kind of workplaces that inspire loyalty, happiness, health, and greatness. And they’re not usually things that break the bank, either. Keep reading to discover the top traits, we’ve found, that make a great culture—along with examples from businesses that embody each one. Has your organization embraced them yet?
I’m spending a lot of time lately thinking and writing about servant leadership. Although much has been said and written about the topic, I still run into people who don’t quite understand the concept. They tend to think it is about the inmates running the prison, or a leader who tries to please everyone, or…
Ils veulent changer le monde sans changer de boîte. De plus en plus de salariés se lancent dans l’intrapreneuriat social. Il s'agit de créer une autre activité à but social ou environnemental au sein même de son entreprise. En France, le mouvement connait un succès croissant. C'est un pari gagnant-gagnant, pour les salariés et pour l’entreprise. C’est en tous cas ce que soutiennent ces intrapreneurs que nous avons rencontrés.
Alors que le projet de réforme du code du travail veut précariser davantage les salariés, Reporterre a discuté avec Jean-François Zobrist, ancien directeur de Favi, une usine de fonderie où les employés travaillent sans contrôle et en autonomie. Organisés en petites unités autogérées, les ouvriers sont plus heureux et l’entreprise prospère.
Favi est une entreprise de 400 « collaborateurs » spécialisée dans la fonderie et située à Hallencourt (Somme). Ses principaux clients sont les grands groupes industriels (...)
Business model design sets out to define how an enterprise creates, delivers and captures market value. The interrelationship between those three facets is key to understanding how a business model can be invented to define a new venture. Intrapreneurs exercise the ideation component to produce novel products or services to potentially create a new market with a compelling value proposition for target customer segments.
Employee engagement seems to be top of mind these days, and with such an important topic affecting the bottom line of almost every organization, it’s crucial to understand the facts and myths surrounding employee engagement.
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