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Drive: The Surprising Truth About What Motivates Us Paperback – April 5, 2011
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"Pink makes a convincing case that organizations ignore intrinsic motivation at their peril."
"Persuasive . . .Harnessing the power of intrinsic motivation rather than extrinsic remuneration can be thoroughly satisfying and infinitely more rewarding."
"These lessons are worth repeating, and if more companies feel emboldened to follow Mr. Pink's advice, then so much the better."
-Wall Street Journal
"Pink is rapidly acquiring international guru status . . . He is an engaging writer, who challenges and provokes."
"Pink's ideas deserve a wide hearing. Corporate boards, in fact, could do well by kicking out their pay consultants for an hour and reading Pink's conclusions instead."
"Pink's deft traversal of research at the intersection of psychology and economics make this a worthwhile read-no sticks necessary."
"[Pink] continues his engaging exploration of how we work."
"Pink's a gifted writer who turns even the heaviest scientific study into something digestible-and often amusing-without losing his intellectual punch."
-New York Post
"A worthwhile read. It reminds us that those of us on the right side of the brain are driven furthest and fastest in pursuit of what we love."
-Minneapolis Star Tribune
"Pink's analysis--and new model--of motivation offers tremendous insight into our deepest nature."
"Important reading...an integral addition to a growing body of literature that argues for a radical shift in how businesses operate."
"Drive is the rare book that will get you to think and inspire you to act. Pink makes a strong, science-based case for rethinking motivation--and then provides the tools you need to transform your life."
-Dr. Mehmet Oz, co-author of YOU: The Owners Manual
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Though I fail to see how you can simply live the hedonistic way, and only do, what you currently feel like doing, I do agree that providing workers with autonomy on how and when things are done - as long as they are done - greatly helps these in their work, and often leads to a better end result than what a slave would do. Those who do the work probably know better than the God-perspective architect the best layout of their workplace.
If having the option of mastering something you like to do or just leaving at 'good enough' I think most people would chose the former.
The book is well written, and drives the point home that most workers - especially those trying to be creative - are far better off at a looser level and less restrictions. As Fred Brooks mentioned: Some things you can't force, e.g. adding more women to a group of pregnant women will not speed up the birth.
About carrot and stick systems Pink wrote, "It suggested that, in the end, human beings aren't much different from horses--that the way to get us moving in the right direction is by dandling a crunchier carrot or wielding a sharper stick." Pink feels that humans are naturally curious and want to work but the carrot and stick systems strangles people's creativity, motivation, and is bad for businesses in the long term. Pinks argument is backed with scientific research and many psychologists' analysis.
Pinks writing is filled with wit, humor, and great examples that makes reading this book enjoyable. If you are a part of a school, business, or organization please read this book. It well get the conversation started about how you can make your workers or students happier and more engaged with their work.
A summary does not do justice. Suffice it to say that if you want any of the following this is the book to read:
A) Explore your passions that may be a hobby or dream
B) Love the work you do because it's interesting and challenging
C) Desire time to develop and implement ideas that would make exceptional your workplace or meeting needs of clients
D) Feel satisfaction in accomplishments and hungry to break out of the box (professionally and personally)
Chapter one is important background. Then read chapter Two. At that point, I defy you to put the book down. Won't happen, and you'll thank yourself for continuing.