Innovations and Rewards Quiz

According to the research mentioned in the article, what is the effectiveness of high-powered rewards compared to low-powered incentives in producing radical innovations?

• High-powered rewards are significantly more effective.

• Low-powered incentives are significantly more effective.

• High-powered rewards and low-powered incentives are equally effective.

• Neither high-powered rewards nor low-powered incentives are effective.

What is one potential downside of high-powered incentives mentioned in the article?

• They are too expensive to implement.

• They produce too few ideas.

• They can overwhelm companies with too many ideas.

• They demotivate employees.

What is a more manageable alternative to high-powered rewards suggested in the article?

• No rewards at all

• Low-powered rewards

• High-powered rewards with restrictions

• Non-monetary rewards

What percentage of their time do Google employees spend on projects of their own choosing, according to the article?

• 5% to 10%

• 10% to 15%

• 15% to 20%

• 20% to 25%

What tool did the researchers use to study the effectiveness of rewards?

• Field experiments

• Surveys

• Simulation model

• Case studies

What was the primary goal of the innovation model described in the text?

• To mimic the innovation process at a specific firm

• To develop a model that was as simple as possible without oversimplifying

• To create a complex and detailed simulation of real companies

• To focus solely on high-powered rewards

What percentage of value did low-powered rewards typically share with the inventor in the model?

• 1% to 5%

• 5% to 10%

• 10% to 20%

• 30% or more

What effect did the "congested project pipeline" have on companies in the simulation?

• It increased the number of breakthrough ideas

• It allowed firms to act on most of the ideas generated

• It hampered the firms' ability to take action on most of the ideas generated

• It had no significant impact on the firms

What was one of the underlying assumptions of the model based on past empirical findings?

• Employees respond negatively to incentives

• Employees become discouraged by high odds of securing a reward

• Employees respond positively to incentives but become discouraged by low odds of securing a reward

• Employees are unaffected by being overlooked

What did the model find about low-powered rewards such as 10% of the idea's value?

• They produced a healthy number of ideas without clogging the pipeline

• They discouraged employees from generating ideas

• They led to a congested project pipeline

• They were less effective than high-powered rewards