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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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On the downside, there is not much of scientific background. While books that synthesize existing research can be really good, this one is based on works of Deci and Csikszentmihalyi, both fairly old, and some anecdotal evidence, like 20%-rule at Google (reportedly discontinued as of 2014). There is a list of more recommended books at the end, but it mostly consists of popular titles, not original research. I expected more sources, and more recent ones.
Fair amount of content, such as splitting of intrinsic motivation into autonomy, mastery and purpose, as well as many recommendations, appear to be author's imagination, not necessary validated. It also takes stance similar to "Flow", presenting intrinsic motivation as something entirely separate, with no relation to delayed extrinsic motivation, and often sounding like it's a good thing.
For that reason, I would suggest that watching TED talk by the book author might be enough, followed by more in-depth books.
Motivation 3.0 does not use the carrot/stick method that is used in Motivation 2.0. Motivation 3.0 takes into account that people are driven by a set of predominantly intrinsic motivators. In Drive, Pink describes why Motivation 2.0 is failing. Pink states the flaw of the carrot/stick method is that it extinguishes intrinsic motivation. “If-then” rewards require people to forfeit a level of autonomy. You will work like a maniac in the short term, but will lose interest over time. Secondly, it diminishes performance. Financial incentives can have a negative impact on overall performance. Introducing and raising incentives does not always improve performance. Third, Motivation 2.0 stifles creativity. Rewards can narrow a person’s focus. The concern is that outside rewards can hinder success, when we prefer to strive to be successful when things are interesting and challenging. Fourth, Motivation 2.0 can promote bad behavior. Adding a monetary incentive does not lead to desired behaviors. This will lead to the encouragement of cheating and unethical behaviors. When extrinsic rewards are all that matter, people will do anything necessary, to achieve a reward. Motivation 2.0 also creates addictive behaviors. Using “If-then” motivators create an initial euphoric state at first, but that feeling will soon disappear. Eventually rewards will have to keep getting bigger and better to elicit the desired behaviors. Lastly, Motivation 2.0 produces short term thinking. People tend to focus on what is currently in front of them, and not on long term goals. Pink also points out that there are two types of people in the workplace. Type X employees are those who are motivated by external awards. Type I employee’s main motivation is freedom, and having a challenging purpose of the task itself.
The strengths of Drive are that Pink offers ways that organizations can use Motivation 3.0. Pink suggests that organizations carve out time for non-commissioned work, give up control, pay more than average, and when using performance metrics, make them wide ranging, relevant and hard to game. Pink states that the work place should be designed for the 85% of employees that don’t need rules, and regulations to perform job duties. Where Drive fails is how to apply Motivation 3.0 into organizations that must adhere to strict policies and regimes. Many of the organization’s Pink describes where Motivation 3.0 will work were in the Information Technology field.
Over the past few decades, profit has been the forefront of motivation. While Motivation 3.0 does not reject profits, it focuses on purpose maximization. With the entrants of Gen Y, and more diversity in the workplace, employees are requiring more autonomy and a sense of purpose. Motivation 3.0 is still years from being put into place, because management finds it difficult to move past a system they have been using for hundreds of years. It would be wise for all corporations to look into what motivates and keeps their talent.