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Drive: The Surprising Truth About What Motivates Us Audio CD – Audiobook, CD, Unabridged
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About the Author
Daniel H. Pink is the New York Times bestselling author of A Whole New Mind and Free Agent Nation. He lectures to corporations, associations, and universities in the U.S. and abroad on economic transformation and the changing world of work. In 2007, he won a Japan Society Media Fellowship that took him to Tokyo to study the manga industry.
More About the Author
Pink's latest book, To Sell is Human, is a #1 New York Times business bestseller, a #1 Wall Street Journal Business bestseller, and a #1 Washington Post nonfiction bestseller.
In 2013, Thinkers 50 named him one of the top 15 business thinkers in the world. He serves on the board of directors and advisory boards of several non-profits and startup companies.
A graduate of Northwestern University and Yale Law School, Pink lives in Washington, DC, with his wife and their three children.
Top Customer Reviews
The book has about 250 pages. One hundred fifty or so of those are for the basic content. It includes the Introduction and Parts I and II (chapters one through six).
The other hundred pages are a "Toolkit." This includes some material that didn't seem to fit anywhere else, a glossary, a recap of Drive, twenty conversation starters (useful at cocktail parties), a reading list, and a fitness plan. That's forty percent of the book. And none of it helps you put what you've read to work.
The core points of the book are covered in the TED talk. You can listen to it in about fifteen minutes or read it in about ten. You won't get the fitness plan or the conversation starters. You will get the essence of Pink's message.
If you're a boss or concerned about leadership, you need to become familiar with that message. The ideas are important. Pink's rendering of them, for good or ill, will define and influence the discussion of motivation in business for quite a while.
He does get the big picture right. He says that people would prefer activities where they can pursue three things.
Autonomy: People want to have control over their work.
Mastery: People want to get better at what they do.
Purpose: People want to be part of something that is bigger than they are.
This matches research that I've done with class members for over twenty-five years. They discuss a time when "it was great to come to work" and then create a description of what those times are like.Read more ›
Pink shows that there has always been monetary motivation, but that has lost its attractiveness as we've moved from the "top-down" management system to the more heuristic style (workers being free to decide how to do their jobs). He points out that repetitive jobs lend themselves more to traditional rewards, whereas money doesn't seem to motivate innovation.
I used to work for a major corporation (which we'll call "EMC," because that is their name). Pretty much everyone I met had responsibility for something, to the degree that supervisors were enablers - you went to them and told them what to do. Supervisors could (and sometimes did) give you reasons why not, but they weren't about to come into your cubicle and micromanage you. And the wider your responsibility, the harder you worked.
This system was totally unlike anything I'd come across before. Most businesses would act as though their employees couldn't be trusted. And although I was looking behind me nervously, I shone in this environment, and now I realized that's what they wanted from me.
Pink mentions Maslow's Hierarchy of Needs (if that's new to you, look it up on Wikipedia), and I think he is right that now that there's a relatively well-paid group of workers, they can ask for something more than basic salary.Read more ›
He uses a very interesting analogy - comparing motivation to different generations of operating software. Motivation 1.0 the basic operating system for the first few thousand years was based on the primary needs of the human - food, shelter, clothing and reproduction. Eventually we moved to Motivation 2.0 - basically the carrot and the stick - reward and punishment worked fairly well for a time.
But according to Pink and other scientists, reward and punishment no longer work in most situations. We need to move to Motivation 3.0.
Pink goes into great detain about why the carrot and stick motivation does not work. "The traditional `If then' rewards can give us less of what we want. They extinguish intrinsic motivation, diminish performance, crush creativity and crowd out good behavior. The can encourage unethical behavior, create addictions and foster short-term thinking. These are the bugs in our current operating system."
The "if then" reward/punishment system does work under very limited conditions. Pink explores these.
He then introduces the I Type and X Type behavior - named for intrinsic and extrinsic motivation. Type I behavior concerns itself less with external rewards and more with doing things for the joy of doing them.
There are three elements to the I Type behavior: Autonomy - we all long to be autonomous - to have control over our lives and destiny. To the extent that we don't have autonomy we feel something missing. The second element is Mastery. We need to learn to master the tasks we are undertaking. The third element is Purpose. We need to "buy in" to why we are doing things.Read more ›
Most Recent Customer Reviews
The whole book can be summarized in 50 written pages. The author repeats himself again and again, sometime it looks ridiculous as if the goal is just filling up pages... Read morePublished 8 days ago by Mr. B
I like to read this book. It has fresh ideas and new approaches to old problems. Pink writes very well, with simplicity and style. I recommend it to those who lead teamsPublished 8 days ago by Alejandro
Really breaks down what motivates us and challenges long held notions on motivating those in your organizations. Highly recommended to all leaders.Published 8 days ago by Kindle Customer
A decent read and interesting thoughts on a subject that fascinates and intrigues me, motivation. The idea that motivation is intrinsic in all of us is food for thought, but I... Read morePublished 8 days ago by Amazon Customer
This is a wonderfully accessible book for leaders who want to establish creative, innovative 21st century organizations and a workforce that can drive it.Published 10 days ago by Karl W. Reid
Prior to reading this book I was already trying to lead my life in a Type I manner when it came to my children. Read morePublished 15 days ago by Amazon Customer
Great for managers and organization leaders to consider how we move beyond typical extrinsic motivation. If you like books like Outliers and Blink, Drive is a great next read.Published 20 days ago by Ben Schwartz
Not as much of a "self-help"-book as I first thaught, which is a good thing.
Very much worth reading.