Larsen mentions ways that a business could change its operations in order to fight the negative effects of social loafing. For one, research has shown that if each employee has his performance individually measured, he will put in more effort than if it were not measured. Another person interested in the idea of social loafing is Kenneth Price, from the University of Texas. Price conducted a social loafing experiment in order to examine whether two key factors that he suspected played a role in the way social loafing arose in work groups. These two factors were dispensability and fairness. The experiment that he conducted involved 514 people who were divided into 144 teams that were set to meet for fourteen weeks. The projects assigned to these people were complex and called for diverse skills from many different individuals in order to be fully completed. The experiments findings did in fact corroborate Price's suspicions in the two factors of dispensability and fairness.