Scientific Definition
We treat money differently depending on which bucket it's in.
Plain-English Definition
We treat money differently depending on which bucket it's in.
Feynman Explanation
The 'innovation budget' is real money everywhere except where it gets spent.
Core Principle
We treat money differently depending on which bucket it's in.
Mechanisms
We treat money differently depending on which bucket it's in.
Pending editorial review.
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Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
The 'innovation budget' is real money everywhere except where it gets spent.
Examples
- Departments hoard budgets in silos while company-wide returns suffer.
- Capital allocation distorted by bucket, not by best use.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Zero-base across buckets. Capital is fungible — make budgets behave that way.
Measurement Approaches
Pending editorial review.
Evidence
Pending editorial review.
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The Perverse Incentive Lens™
How this behavior is exploited — and how to redesign around it.
- Zero-base across buckets. Capital is fungible — make budgets behave that way.
Pending editorial review.
Pending editorial review.
Interactive Mini Network
Click any neighbor to re-center the graph and follow the threads of connection.
Knowledge Graph Neighbors
Auto-linked to the rest of the Human Behavior Taxonomy by family, domain, dimension, and shared keywords.
Doing something feels safer than doing nothing — even when nothing wins.
Feelings act as shortcuts for facts.
Over-reliance on the first number that hits the table.
Adding a clearly worse option steers people toward the option you wanted.
Whatever is pre-selected wins more often than it should.
We value things more once they're ours.
The same information lands differently depending on how it's wrapped.
We disproportionately prefer rewards now over rewards later.
We overvalue things we built ourselves.
Believing more information leads to better decisions, regardless of relevance.
When trivial metrics become the target, the trivial becomes the strategy.
Losses hurt roughly twice as much as equivalent gains feel good.