P a ge 20 t opside V olume 114, I s s u e 1
A Critical Look at Incentives By Norman Fehr, DVC-VI
The USCG Auxiliary offers many insignia, devices, ribbons, medals, certificates and other awards that are intended to offer incentives to engage in significant levels of worthwhile achievement- to increase desirable behaviors. What makes some incentives more effective than others? Why do some incentives encourage teamwork and cooperation and other incentives pit individuals or units against one another? These questions pertain to incentives at all levels. However, for the purposes of providing examples. we will concentrate on VE incentives offered to Flotillas by Divisions.
Essentials of an effective incentive
To be effective, the incentive should alter behavior of the candidates. To achieve this goal, the criteria to receive the incentive should be simple, easy to understand and well known to all. An effective incentive must motivate the competitors to alter their behavior in ways that are consistent with the organizations goals. Likewise, potential recipients must know that the incentive will be awarded based on merit and not popularity or affiliation. When this happens, the incentive fails to be motivational because the deck is stacked. This may also create resentment and even hostility in an organization that depends on fellowship.
Non-competitive incentives defined
Some incentives are awarded to any individual / unit that meets or exceeds a fixed, well known standard. Any individual or unit that meets or exceeds the standard receives the acknowledgement. There is no competition and everyone is on the same team. If a Flotilla assists another Flotilla in meeting the standard, neither Flotilla ' s chances of receiving the incentive are sacrificed, therefore teamwork and cooperation are not penalized. One Flotilla ' s success does not have a negative effect on other competing Flotillas. Care should be taken when establishing the standard because the acknowledgement will fail to be an incentive to individuals / units that perceive the standard to be unrealistic or unattainable and this may create resentment and even hostility.
Competitive incentives defined
Other incentives are competitive and are awarded to a single individual / unit that wins the competition. The competitors are not on the same team and cooperation between competitors may actually be penalized. Some competitive incentives are awarded based on subjective criteria and other competitive incentives are awarded based on quantitative criteria. Let ' s look at each one.
In an incentive with subjective criteria, an individual or small group selects the winner based on general guidelines that require value judgments to select the winner. If people believe that the winner is selected based on popularity or Flotilla / Division affiliation, merit takes a back seat, the incentive loses its effectiveness and resentment and hostility may be created.
The winner in an incentive with quantitative criteria is easily selected because it is solely based on the numbers. However, if one individual / unit continues to win the award over an extended period of time, resentment may be created. This may also occur if the criteria to receive a competitive award is intentionally created to exclude an individual / unit.
Unintended consequences of competitive incentives
One of the goals of any competition is to encourage competitors to innovate in such a way as to gain and maintain a competitive advantage( s). If the innovation is shared with competing Flotillas, the competitive advantage ceases to exist and the innovator ' s chances of receiving the competitive award are reduced. This may not be unhealthy if the competitors are not in close proximity. However, if the competitors are in close proximity, teamwork and cooperation may be penalized and the incentive may be detrimental to the Auxiliary ' s mission.
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