Blog Title : Drive : The Surprising Truth About What Motivates Us By Daniel H. Pink
Author : Daniel H. Pink
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Author says As humans formed more complex societies, bumping up against strangers and needing to cooperate in order to get things done, an operating system based purely on the biological drive was inadequate.
In fact, sometimes we needed ways to restrain this drive to prevent me from swiping your dinner and you from stealing my spouse.
Author Says Humans are more than the sum of our biological urges. That first drive still mattered no doubt about that but it didn’t fully account for who we are. We also had a second drive to seek reward and avoid punishment more broadly.
Author says harnessing this second drive has been essential to economic progress around the world, especially during the last two centuries. Consider the Industrial Revolution. Technological developments steam engines, railroads, widespread electricity played a crucial role in fostering the growth of industry.
We tend to think that coal and oil have powered economic development. But in some sense, the engine of commerce has been fueled equally by carrots and sticks.
Author says the glitches fall into three broad categories. Our current operating system has become far less compatible with, and at times downright antagonistic to: how we organize what we do; how we think about what we do; and how we do what we do.
What’s more, open source is only one way people are restructuring what they do along new organizational lines and atop different motivational ground.
Chapter : 2
Motivation 2.0 is similar. At its heart are two elegant and simple ideas: Rewarding an activity will get you more of it. Punishing an activity will get you less of it.
Author says People have to earn a living. Salary, contract payments, some benefits, a few perks are what I call baseline rewards. If someone’s baseline rewards aren’t adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of her circumstance.
Try to encourage a kid to learn math by paying her for each work-book page she completes and she’ll almost certainly become more diligent in the short term and lose interest in math in the long term.
Author says Take an industrial designer who loves his work and try to get him to do better by making his pay contingent on a hit product and he’ll almost certainly work like a maniac in the short term, but become less interested in his job in the long term.
What could be more valuable than having a goal? From our earliest days, teachers, coaches, and parents advise us to set goals and to work mightily to achieve them and with good reason.
The academic literature shows that by helping us tune out distractions, goals can get us to try harder, work longer, and achieve more.
In environments where extrinsic rewards are most salient, many people work only to the point that triggers the reward and no further.
Author says the starting point, of course, is to ensure that the baseline rewards wages, salaries, benefits, and so on are adequate and fair. Without a healthy baseline, motivation of any sort is difficult and often impossible.
Author says Allow people to complete the task their own way . Think autonomy, not control. State the outcome you need. But instead of specifying precisely the way to reach it how each poster must be rolled and how each mailing label must be affixed give them freedom over how they do the job.
The best way to avoid the seven deadly flaws of extrinsic motivators is to avoid them altogether or to downplay them significantly and instead emphasize the elements of deeper motivation autonomy, mastery, and purpose.
The science shows that it is possible though tricky to incorporate rewards into nonroutine, more creative settings without causing a cascade of damage.
Holding out a prize at the beginning of a project and offering it as a contingency will inevitably focus people’s attention on obtaining the reward rather than on attacking the problem.
Most leaders believed that the people in their organizations fundamentally disliked work and would avoid it if it they could. These faceless minions feared taking responsibility, craved security, and badly needed direction.
Author says Think about yourself. Does what energizes you what gets you up in the morning and propels you through the day come from the inside or from the outside?
Author says the ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive and autonomy can be the antidote.
Author says A sense of autonomy has a powerful effect on individual performance and attitude. According to a cluster of recent behavioral science studies, autonomous motivation promotes greater conceptual understanding, better grades, enhanced persistence at school.
Author says The best-known company to embrace it is Google, which has long encouraged engineers to spend one day a week working on a side project. Some Googlers use their 20 percent time to fix an existing product, but most use it to develop something entirely new.
Chapter : 5
Think for a moment about the great artists of the last hundred years and how they worked people like Pablo Picasso, Georgia O’Keeffe, and Jackson Pollock. Unlike for the rest of us, Motivation 2.0 was never their operating system.
You must begin painting precisely at eight-thirty A.M . You must paint with the people we select to work with you. And you must paint this way. The very idea is ludicrous.
The course of human history has always moved in the direction of greater freedom. And there’s a reason for that because it’s in our nature to push for it.
Author says The desire to do something because you find it deeply satisfying and personally challenging inspires the highest levels of creativity, whether it’s in the arts, sciences, or business.
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