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I would like for us to reflect on
the key takeaways, key aha moments,

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I sometimes call them,
from this entire week.

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So first is, recall that in addition to
understanding absolute levels of rewards,

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and what rewards people value, our needs
and wants, we also need to manage equity.

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Which is, we need to attend to
relative ratios of inputs and outputs.

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We need to recognize and
address that we can fall prey to

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the folly of rewarding one thing while
expecting something entirely different.

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And this is where the Michigan Model
of Leadership can be helpful.

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So for example,
we can aspire to innovate and

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be in the green quadrant, but
in reality a reward conformity

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in compliance with the existing systems
and structures, which is your red segment.

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We need to emphasize
positive reinforcement.

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It's by far the most effective way.

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To help people maintain high levels
of motivation and performance.

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Sustainable motivation and
performance too.

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Recall that it's not just the absolute
level of reward and the relative level of

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reward that matters, but also when and
how that reward is distributed.

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The schedules of reinforcement.

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Variable schedules of reinforcement

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are very effective in terms of
helping us stay more motivated.

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And increase our performance.

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So, consider using a variable schedule
of reinforcement over a fixed

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schedule of reinforcement.

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Variable interval over fixed interval.

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Variable ratio over fixed ratio.

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Think of a lottery for your employees.

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Manage performance feedback.

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We talked about how challenging and

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difficult it is to conduct
performance appraisals.

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One of the challenges is
that performance appraisal

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couples evaluation with development.

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So one of the useful things you can
do is to separate evaluation and

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develop it into two separate meetings.

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Keep in mind also,

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that performance appraisals are fraught
with numerous cognitive biases, and

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we discusses several of these keys biases,
such as the fundamental attribution error.

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The illusion of transparency and
the self-fulfilling prophecy.

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And finally don't wait for
that next performance appraisal.

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Don't wait for
that performance feedback to come to you.

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Proactively seek feedback,
constructive, critical feedback.

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Thanks so much for staying with us.

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I'll see you in the next course.