Trailer ☆ Drive: The Surprising Truth About What Motivates Us PDF by Ó Daniel H. Pink Forget Everything You Thought You Knew About How To Motivate People At Work, At School, At Home It S Wrong As Daniel H Pink Author OfTo Sell Is Human The Surprising Truth About Motivating Others Explains In His Paradigm Shattering Book Drive, The Secret To High Performance And Satisfaction In Today S World Is The Deeply Human Need To Direct Our Own Lives, To Learn And Create New Things, And To Do Better By Ourselves And Our WorldDrawing On Four Decades Of Scientific Research On Human Motivation, Pink Exposes The Mismatch Between What Science Knows And What Business Does And How That Affects Every Aspect Of Our Lives He Demonstrates That While The Old Fashioned Carrot And Stick Approach Worked Successfully In The Th Century, It S Precisely The Wrong Way To Motivate People For Today S Challenges In Drive, He Reveals The Three Elements Of True Motivation Autonomy The Desire To Direct Our Own Lives Mastery The Urge To Get Better And Better At Something That Matters Purpose The Yearning To Do What We Do In The Service Of Something Larger Than OurselvesAlong The Way, He Takes Us To Companies That Are Enlisting New Approaches To Motivation And Introduces Us To The Scientists And Entrepreneurs Who Are Pointing A Bold Way Forward Drive Is Bursting With Big Ideas The Rare Book That Will Change How You Think And Transform How You Live What frustrates me is the main premise has a contradiction that is never addressed He begins the book with some research on monkeys that demonstrated an innate interest in solving puzzles He then goes on to describe his big premise which is that we are are in the midst of a major motivational shift First our motivation was our biological drives Then came a period of motivation from structure and oversight And now we want autonomy to determine our own motivation But Pink s presentation on the monkeys demonstrates that even they are intrinsically motivated to solve puzzles His premise that since we ve shifted tocreative tasks a new age has arrived We need to beaware of intrinsic motivation and create the climate for it to flourish I think it artificially makes usdifferent than past generations And he does acknowledge that past generations were successful in the old model I don t think we ve changed that much Sometimes we like to be rewarded for accomplishing simple tasks efficiently and other times we like to be challenged by something creative And therefore the basic analysis seems incomplete I do agree that motivation and goal setting is a tricky business that is often misunderstood And negative results occur from seemingly good intentions rewarding people to do something they want to do for an intrinsic reason It s difficult for me to let go of this flaw By overstating the shift, the book plays into the sense of oh no the world is gettingcomplex so we have to getcreative So while the book covers some good ideas about motivation, I am cautious about the presentation.
From the Fictive Desk of D.
J Ian The End is Much More Exciting than It Was Once Upon a TimeThe story of GoodBetterBestReads has really only just begun, but we have already become the world s largest community of potential readers, book buyers and Kindle users who have star rated a book at least once in the last 12 months The problem is you can t buy a condo or a beer off the back of potential alone We need people to buy books, and to do that we need people who can sell books.
That s where you come in.
If you were ever interested in reading, writing, reviewing, we want to speak to you We want you on our team We could harness your skills and change your mind set for ever We could help you exchange old passions for new Ever wanted to turn your passion into a career Easy We could help you transition from your love of books to a love of sales The Importance of SalesLook at it this way There are so many books available now, it would be a crime not to try to sell them.
There s nothing we ve got that we can t sell Without a little help from you.
We love books, but let s face it, we love them evenwhen they re at your place.
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The Next ChapterDo you know what the biggest problem about a community is The 80 20 rule Heard of that It s worse in cyberspace Let us tell you You won t believe this 99% of reviews on GoodBetterBestReads are written by less than one percent of the members Did you hear that 99% Let s repeat it 99% Let s repeat it 99%.
Now, the thing is, we thought that by getting one percent to do all the writing, we could sell to the 100%.
We placed a lot of trust in the one percent Can you see our dilemma A lot of people s welfare depended on the one percent.
What would happen to our cocktails and our cars and our condos, if the one percent staged a strike Exactly, you know what we mean You probably feel the same about your job VULNERABLE Let s repeat it VULNERABLE And You Thought You Knew What a Staff Review Was Let s be totally honest with you Our original business model was flawed It was too highly dependent on community There is only so long that the one percent will carry the 99% And it s not long It s unsustainable Especially if your exit strategy is a sale to an online bookseller.
We suppose we could have encouraged the 99% to doselling But honest, what we really want them to do isbuying.
So, guess what, we decided to approach the problem a different way.
What if we could reduce our dependence on the one percent What if less people, not , could write all of the reviews So now we re going to get our staff to write the reviews It s so brilliant, it s a wonder we didn t think of it earlier.
This is our opportunity to talk about you.
If you re brightIf you re talentedIf you love booksIf you love writingIf you love reviewingdon t worry, it doesn t matter.
We just need you to punch out reviews.
Our mission is to help people find and buy books they love If that s your kind of story, let s do business.
Our goal Two million staff reviews in three years Just think, you could write 30,000 of them This book comes with its own summary a very handy thing COCKTAIL PARTY SUMMARYWhen it comes to motivation, there s a gap between what science knows and what business does Our current business operating system which is built around external, carrot and stick motivators doesn t work and often does harm We need an upgrade And the science shows the way This new approach has three essential elements 1 Autonomy the desire to direct our own lives 2 Mastery the urge to get better and better at something that matters and 3 Purpose the yearning to do what we do in the service of something larger than ourselves Actually, it comes with a series of summaries, which I think is a really great idea There is also a twitter summary and a chapter by chapter summary Then there is a glossary and an index this guy has taken to heart the tell them you re going to tell them, tell them and tell them you ve told them advice And although some reviewers have found all this annoying, I found it really useful In fact, this is a very useful little book all around and one that nicely brings together lots of threads in the whole motivation behavioural economics social theory nexus that I ve taken an interest in lately To tell you the truth, it is like this guy has been reading his way through my library In fact, he has readof my library than I have Eventually I will get to Flow, for example but he has beaten me to it, and I will also eventually read Talent is Over rated it is there beside the bed, but The best of this book is that it confirms my prejudices and, honestly, what is the point of having prejudices if not to have them confirmed One of my main prejudices is that money is a crap motivator This is an idea that is discussed in part in The Upside of Irrationality, however, not nearly as well as it is discussed here To explain this I am going to tell you a story about an organisational improvement process I was involved in once when I was the resident union rat bag at the City of Melbourne.
Actually, the idea was a remarkably good one I have a preference for processes that ask the people who do the work what their opinions are on how to make the work they do better In fact, I m not all that interested in performance per se I tend to think that performance is a function of other things and trying to fix performance is really tackling the problem from the wrong end This improvement process was known as Qualitas yes, I know, close to the worst word ever neologism atized The point was really good, though It was for a team of us four, in fact, two senior management and two union representatives to go around the organisation and ask people what they do and if they thought there were better ways to do it Staff were to come up with ways to make things better according to a series of criteria and then to work towards implementing the improvements they came up with All good so far.
Then the organisation made what was a fatal and in hindsight and after having read lots of books on behavioural economics completely predictable mistake They linked the achievement of the improvements to a performance bonus Now, you may be wondering how that could really be a fatal mistake Surely, if people are going to be paid to do something they are going to want to do it well Surely, they will also see how important a priority the organisation is making this and put in the extra yards to really make things happen Oh, if only humans were so simple.
The problem is two fold Firstly, staff had to put in many hours of work to achieve the things they set out to achieve in these improvements Some of these things involved literally hundreds of hours work But by linking this to pay people started adding up the additional time and effort and saying quite rightly that it simply didn t add up I can t remember what people where going to get for achieving their aims but I think it might have been a 1% pay bonus or less than 10 per week on 50,000 about average pay before tax People started to think they could do without the 6 a week after tax.
Secondly, do you really think the organisation could afford to say staff hadn t met their improvement objectives And thirdly, as soon as it was linked to money people started to aim low The point was to make the target rather than the point of the process in the first place to find ways to improve.
In this book this problem would be discussed as a mismatch of motivators Taking what ought to have been an intrinsic motivator and instead using an external motivator And all this comes back to the fundamental assumption underlying most of these problems, the idea that staff in organisations simply do not want to work and will only be motivated to work if they are either punished or rewarded I ve worked with people who have won the lottery quite literally and still kept coming to work as they loved their jobs so I ve never really believed that work is just about money.
And if that is the only thing you learn from this book, it is a worthwhile investment of your time I really liked this book the ideas are clearly set out and it has to be a good thing if people are saying that people need to be trusted to prefer to achieve things rather than to do nothing My experience has always been that if you create the right environment people will produce remarkable work The idea in this book of 20% time where staff are allowed to spend 20% of their time on projects of their own choosing is very interesting I would like to try this out in schools if I ever get the chance.
This is a very worthwhile book if you see it in a bookshop just flick to the back and read the chapter summaries that should be enough to encourage you to buy the damn thing.
Only the first chapter is necessary The rest is repetitious and filled with soon to be obsolete computer metaphors.
However, I ve been thinking a lot about this book since I read it a few weeks ago , so two stars was perhaps a stingy rating Everywhere I go lately, I see examples of poorly designed systems, destined to kill people s intrinsic motivation I recently read Unconditional Parenting by Alfie Kohn Kohn s premise is basically that rewarding and punishing children for acting in certain ways only gives them extrinsic motivations to behave how you want and will therefore interfere with their moral development It makes perfect sense to me that, if the reason a kid shares his toy is because he s after a sticker, he hasn t really learned about generosity.
So, I listened to this entire book about motivation, and I can t figure out why I don t feel motivated to write a review No carrot, no stick, no review.
Some good ideas, but for once I d like to see a book where the case studies about flexible scheduling and autonomy don t involve software companies or consultants I d like to see an example where they motivate DMV employees to work harder to do the same menial work, but if giving DMV employees 20% flex time for their own projects means a corresponding 20% increase in the 2 hour wait time, I m not on board with it I don t know why, but it bugs me when authors use software version numbers, the book extensively compares old antiquated motivation 2.
0 and new upgraded motivation 3.
0 and I get it, 3 is better than 2.
As a consultant, I am particularly sensitive to unhelpful jargon and the creation of distinctions without a difference Enter Drive This could have been so much better As Pink presents correctly, much of the research re human motivation IS counter intuitive to what most of us tend to think is the best way to reward, incentivize or bribe people to act in beneficial ways Unfortunately, Pink insists on creating such a tower of babble motivation 3.
0, type I, ROE, if then contingent rewards, vs now that rewards that we see the cracks and not the solid surface.
Further, why do consultants need to frame everything as either or implicit explicit when it is in acknowledging the shadings and spectrum that broader engagement comes This is a book for the choir and not the congregation So far this year, I ve reviewed two other books which have done a mucheffective job of covering very similar terrain Seth Godin s Lynchpin and Jeff Jarvis What would Google do I can think of a few alternate titles for this book The Art of Beating a Dead Horse Your Guide to Regurgitating the Same Point in Every Chapter How to Filter Years of Other People s Research into Broad Talking Points You Too Can Write a Book With At Least 25% Filler Material The Fair and Balanced Guide to Selling Your Point By Avoiding Contradictory Evidence I jest, yet I do think the main topic of this book is important and true I will save you the pain of reading it by stating it here people with non routine jobs areeffectively motivated by intrinsic rewards rather than extrinsic rewards People work better when they can have autonomy over their work and pursue mastery of their skills Appealing to an employee s desire for intrinsic satisfaction makes for a better long term outcome for both company and employee The problem with Pink s book is that he says almost the exact same thing in every chapter Instead of a progression of ideas, we instead get a boring rehash of the main point, with slightly altered words Most of this is done by recounting specific studies that prove his main point about intrinsic motivation However, rarely does he ever mention when intrinsic motivation doesn t work, except when he mentions routine, non creative jobs I d say that a lot of jobs out there are rather routine and non creative, and I think it s a mistake to assume that intrinsic motivation has no application for these jobs at all Additionally, I m skeptical of anyone that doesn t at least mention studies that seem to contradict their main idea, which Pink never does He builds his case by selecting slices of numerous studies, then interpreting the results to fit his narrative Pink also talks at length about Mihaly Csikszentmihalyi s concept of flow I have never read Flow , yet I hope the concept is better explained in his book, because in Pink s book it makes no sense Flow is supposed to describe the mindset of a person when they are deeply involved in something i.
e a star baseball player swinging at a pitch, an author writing a book, etc , and Pink tries to say that our whole day should be filled with flow moments Sounds okay, but sometimes I think it s good to have non flow moments At any rate, this whole concept is under explained and over utilized in this book The best part of this book was the concept of intrinsic motivation and how it should be applied in business Also, it is important to note that extrinsic motivators like if then rewards e.
g.
, if we meet the sales quota, then you ll receive 300 can actually be detrimental to motivation I wish Pink would have examined the concept of intrinsic motivation in different aspects of life rather than just business I believe, if exploredthoroughly, it could be very revealing of many different aspects of human behavior In fact, it would behelpful to see which motivators are best suited to specific behavioral areas All in all, this was a poorly written book with a very interesting idea at its core.
Reading Pink s book, I endlessly thought about teachers and what motivates us it s NOT merit pay and students and what motivates them to read it s not pizza coupons or AR points Funny, insightful, and supported by research, Drive has far reaching implications for our society and how we view work and the people we try to motivate.