Tell me that story.Uri Gneezy:So, in Israel, being a fighter pilot was the highest social status you can have, and everyone wanted to be one, including me. When you were 11 or 12 years old, you heard a story about these fighter pilots that made quite an impression on you. Great to be here.Shankar Vedantam:Uri, when you were a child growing up in Tel Aviv, in Israel, the heroes of Israeli society were the fighter pilots who served in Israel's Air Force. Uri Gneezy, welcome to Hidden Brain.Uri Gneezy:Thank you. He studies how we craft incentives and smart ways to do it better. Uri Gneezy is an economist at the University of California San Diego. But often these inducements are ineffective. We come up with carrots and sticks to persuade children to do their homework, prompt partners to pick up their socks, and motivate coworkers to do their best. How to expect the unexpected when we plan for the future, this week on Hidden Brain.Much of life is about getting others to behave in the way we want. This week we continue our series, Success 2.0, with a look at one of the principal sources of failure in our lives, unintended consequences. From nations and governments to companies and families, humans regularly fail to foresee how initiatives can backfire. Official figures put the death toll at 15 million people, unofficial numbers were two to five times higher.While the scale of the disaster was unimaginable, China is hardly alone when it comes to wrong-headed policies. Locusts swept across China's fields, decimating crops and contributing to a great famine. Insect population soared because one of their natural predators had been eliminated. People shot sparrows or banged on pots and pans until the birds fell to the ground in exhaustion.But the eradication of the sparrows produced an unintended consequence. During the Great Sparrow campaign, as the effort was called, millions of birds were killed. Chairman Mao had recently collectivized agriculture and he wanted to kill off the birds consuming his country's food. A few years after the Communist Revolution brought Mao Zedong to power, China's leader ordered his people to exterminate four pests, rats, flies, mosquitoes and sparrows. Our transcripts are provided by various partners and may contain errors or deviate slightly from the audio. The transcript below may be for an earlier version of this episode. Pay Enough or Don’t Pay at All, by Uri Gneezy and Aldo Rustichini, The Quarterly Journal of Economics, 2000. The Inefficiency of Splitting the Bill, by Uri Gneezy, Ernan Haruvy, and Hadas Yafe, The Economic Journal, 2004.Ī Fine is a Price, by Uri Gneezy and Aldo Rustichini, The Journal of Legal Studies, 2000. Large Stakes and Big Mistakes, by Dan Ariely, Uri Gneezy, George Lowenstein, and Nina Mazar, The Review of Economic Studies, 2009. Incentives to Exercise, by Gary Charness and Uri Gneezy, Econometrica, 2009. Newman and Jeremy Shen, Journal of Economic Psychology, 2012. The Counterintuitive Effects of Thank-You Gifts on Charitable Giving, by George E. List, 2013.Įxercise Improves Academic Performance, by Alexander W. The Why Axis: Hidden Motives and the Undiscovered Economics of Everyday Life, by Uri Gneezy and John A. Mixed Signals: How Incentives Really Work, by Uri Gneezy, 2023. In the second episode in our “Success 2.0” series, economist Uri Gneezy shares how incentives can help us to achieve our goals, if we know how to avoid their pitfalls.įor more Hidden Brain on incentives, listen to our episode on awards. Companies offer bonuses to their high-performing employees. Parents reward kids for doing their homework. We all rely on incentives to get people to do things they might otherwise avoid.
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