The Idea in Brief
Executives, like most other people, have long believed that human beings are interested only in advancing their material interests.
However, recent research in evolutionary biology, psychology, sociology, political science, and experimental economics suggests that people behave far less selfishly than most assume. Evolutionary biologists and psychologists have even found neural and, possibly, genetic evidence of a human predisposition to cooperate.
These findings suggest that instead of using controls or carrots and sticks to motivate people, companies should use systems that rely on engagement and a sense of common purpose.
Several levers can help executives build cooperative systems: encouraging communication, ensuring authentic framing, fostering empathy and solidarity, guaranteeing fairness and morality, using rewards and punishments that appeal to intrinsic motivations, relying on reputation and reciprocity, and ensuring flexibility.
In 1976, evolutionary biologist Richard Dawkins wrote in The Selfish Gene, “If you wish, as I do, to build a society in which individuals cooperate generously and unselfishly towards a common good, you can expect little help from biological nature. Let us try to teach generosity and altruism, because we are born selfish.” By 2006, the tide had started to turn. Harvard University mathematical biologist Martin Nowak could declare, in an overview of the evolution of cooperation in Science magazine, “Perhaps the most remarkable aspect of evolution is its ability to generate cooperation in a competitive world. Thus, we might add ‘natural cooperation’ as a third fundamental principle of evolution beside mutation and natural selection.”