Колония имени Горького | کولونی گورکی – Telegram
Колония имени Горького | کولونی گورکی
357 subscribers
2.41K photos
833 videos
93 files
736 links
زن زندگی آزادی

گورستان کولونی گورکی:
@Gorky_Colony_Graveyard

منابع کولونی گورکی:
@GorkyColonySources


http://t.me/RedChtBot?start=823056890
Download Telegram
it is clear that rewards often have negative, though unintended, consequences that the advocates are usually not willing to acknowledge. Rewards might ensure certain behaviors—like more regular practice sessions—but the behaviors they ensure may not really be what we are after.

📚 why do we do what we do
Edward L. Deci and Richard Flaste
5. Othello and Desdemona - Love (pas de deux)
TJEKNAVORIAN - Othello Ballet Suite
Loris Tjeknavorian
"Othello" Ballet . Scene 5
London Symphony Orchestra
Conductor: L. Tjeknavorian
لوریس چکناوریان
باله "اتللو" . صحنه ۵
ارکستر سمفونیک لندن
به رهبری لوریس چکناوریان
3. Desdemona in love
TJEKNAVORIAN - Othello Ballet Suite
Loris Tjeknavorian
"Othello" Ballet . Scene 3
London Symphony Orchestra
Conductor: L. Tjeknavorian
لوریس چکناوریان
باله "اتللو" . صحنه ۳
ارکستر سمفونیک لندن
به رهبری لوریس چکناوریان
Forwarded from غریبه.
باورم نمیشه دو ساعت سرکلاس یه احمق نشستم
Forwarded from دوزخ امّا سرد
This media is not supported in your browser
VIEW IN TELEGRAM
تهوع‌آور، منزجرکننده، احمقانه.
چه‌طور تولید چنین چیزی ممکن است؟
🤯2
Forwarded from دوزخ امّا سرد
دوزخ امّا سرد
تهوع‌آور، منزجرکننده، احمقانه. چه‌طور تولید چنین چیزی ممکن است؟
این مثلاً قسمتی از بازجویی ساواک است! حالا ساواک هم نه، یک دستگاه امنیتی در گینه بیسائو را فرض کنید. نویسنده موقع نوشتن چنین صحنه‌ای چه‌طور خنده‌اش نگرفته؟ این اداهای صورت بازیگران چیست؟
🤯3👍2
The results of the studies cast further doubt on the efficacy of these pay-for-performance practices, however. Of course, these practices can motivate people, but in the process, they will likely encourage shortcuts and undermine intrinsic motivation. They will draw people’s attention away from the job itself, toward the rewards it can yield, and that without doubt will result in less effective, less creative problem solving. In a time of major problems facing the business world, in a time when thoughtful, visionary problem solving is what’s needed, too many companies have taken the easy road by falling into a pattern of relying on glamorous incentives rather than promoting involvement with the job and commitment to the company.

📚 why do we do what we do
Edward L. Deci and Richard Flaste
1
For extrinsic motivation to work as a motivator, there must be clarity about what behaviors are expected, and what outcomes will result from those instrumental behaviors.

📚 why do we do what we do
Edward L. Deci and Richard Flaste
In most totalitarian systems, and for some people in our system, the same is true; there are not clear linkages between understandable behaviors and desired outcomes, so there is a profound lack of motivation to be a productive member of society.

📚 why do we do what we do
Edward L. Deci and Richard Flaste