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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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Top customer reviews
I will not get political, but some people in Washington might learn a few things about human behavior, and how some of our government programs effect the populace, if they would only read this book. Based on the completely viable facts in this book, much of what our government thinks is helping Americans is, actually, hurting them.
That aside, if you run a sales organization, take a look at how you manage your team. Are you managing the people or are you managing the work that needs to be done?
Big difference is what you do and the results you get.
My three main take-aways:
Point #1: Pink argues there is a disconnect between what science is learning and what business is doing when it comes to motivation. Business still believes in Motivation 2.0 - Carrots to reward behavior and Sticks to punish it. Science meanwhile is figuring out that what we really need is autonomy, mastery and purpose to to be motivated and fulfill our potential. Pink's examples of "FedEx Days" (autonomy), his 3 Laws of Mastery - mastery is a mindset, mastery is pain and mastery is the oxygen of the soul - combined with how and why "intrinsic aspirations" (purpose) lead to the good life; combine to paint a clear picture of why motivation can and should come from within us all and not from the outside.
Point #2: While readily admitting that his "Type I" and "Type X" classifications "sacrifice a certain amount of nuance," they are useful in giving the reader a simple system to not only remember the book as a whole, but also to add to their personal and professional change toolbox. Pink begins with Friedman and Rosenman's "Type A" and "Type B" behavioral patterns, which most people probably already know. Next he covers Douglas McGregor's "Theory X" and "Theory Y" classifications from the seminal work "The Human Side of Enterprise" Using these antecedents, Pink introduces us to "Type I" as people motivated by intrinsic desires, while as you would expect "Type X" are people motivated by extrinsic rewards. The construct is helpful to me because in it's simplicity is the powerful notion that taking the time to designate co-workers, bosses, family members or friends into one of the two categories allows me to better comprehend their motivations (or even my own) and use that knowledge to help leverage positive outcomes.
Point #3: The "Type I Toolkit" near the back of the book is chock full of advice for individuals looking for insight into motivation as well as organizations trying to find innovative ways to motivate their teams. It also includes a reading list that informs much of what Mr. Pink discussed earlier in the book and a quick bio on "Seven Business Thinkers Who Get It." This section of the book provides a unique service to the reader that other writers would be well served to copy. Like most books in this genre the insights and advice are only as good as the people willing to do something with them. And in this case Mr. Pink has made that first step that much easier by providing this useful and integrated toolkit.
This is a book well worth your time and with motivation being a huge component of our everyday personal and professional lives it should be on the shelf of anyone looking to find that motivation for positive change.
The reason for giving 4 stars is that in my opinion, the author should have spent some time explaining or giving some examples, on how the "autonomy" principle can work with the employees who do not have the type of education and knowledge to be able to work completely independently, and 'own' their ideas. For example, an engineer or a scientist may develop a creative idea on how to build a new product or a technology. He needs to pass this onto people who are his technical assistants, to help put the devised model into practice. I cannot imagine how you can give a technician a map or a scientific protocol, and then tell him "this is just an outline, but feel free to experiment and come up with idea on your own on how to do it". This can work only with highly trained and/or educated people, who you can fully trust will be able to deal with the task. But having someone less experienced and qualified, play around and learn by making mistakes, while you are waiting for the results (and have other people on board who can do it faster), is probably not the best option for the companies with a competitive business strategy. Maybe the answer is in matching task level and the autonomy level with the work experience, education and the right talent? Maybe this should be the material for the Pink's next book.
As an amateur portrait painter in my personal time I found that non-commissioned works are much more enjoyable and of higher quality. Being free to paint without conforming to specifications detailed by a customer allow me to experience a loss of time and as Pink refers to it ‘a state of flow’ that is not experienced so deeply on other works.
For someone looking to better understand motivation this is a good primer and as the author so willingly shares, there is a robust list of other experts that have published on the topic of motivation. If you are a leader, manager, team member or an entrepreneur, Drive is a good read and a great reference on which to build your knowledge base.
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