Organisation - reward systems

Explicit reward or personal relations
Without explicit reward systems there is no explicit control,
If there is no explicit control there can be no control of the control
and then we all depends on personal relationships and physical closeness

Insertion of reward systems
This must be done top-down
It must start with the owners who require it from CEO
and then require that the CEO does the same all the way down in the organisation
The very first measure you use is to what extent the reward system is:

• explicit
• global
• consistent
• open
• appreciated as fair
• flexible and allows for creativity

Motivation and distraction

• You can only do what your hart tells you if you one day wants to move at a healthy high speed
• To follow your hart is easy when you are happy and inspired
• but when you are out of inspiration due to loss or depression or just any kind of fatigue:
  • then you can only meditate
  • or better still, scream out the emotions of the loss or boredome and get faster out of the pit
• or out of inpiration due to karmic foolishness which traps you into foolish activities
  • you must carry it through anyway
  • while observing yourself and your motives
  • and maybe you will find out how foolish you are
• Reason alone is to small to fly. If it tries it will create a very heavy load to carry
• You can only fly by hart

Benchmarking and open systems

The most practical way to evaluate complex systems is by benchmarking.
You need to know if you can trust them so you study them and see if htey in any way deviate from what you expect.
In the far future all organisations intranets will be entirely transparent
Then the level of learning in society will increase exponentially.