- Paperback: 320 pages
- Publisher: Canongate Books Ltd (2010)
- Language: English
- ISBN-10: 1847677681
- ISBN-13: 978-1847677686
- Product Dimensions: 5.4 x 0.8 x 8.5 inches
- Shipping Weight: 10.6 ounces
- Average Customer Review: 4.4 out of 5 stars See all reviews (918 customer reviews)
- Amazon Best Sellers Rank: #2,990,045 in Books (See Top 100 in Books)
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Drive: The Surprising Truth About What Motivates Us Paperback – 2010
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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
fantastic read, daniel pink is a great writer and gets how the modern work culture works.Published 10 days ago by Jody J
Good book a turn around on motivation a must read for managersPublished 11 days ago by Jean Ntayomba
A classic. Confused about how to get a group to join you in accomplish a task? Perhaps you don't understand what motivates people. Read morePublished 18 days ago by white cloud blue sky
This book is absolutely wonderful. This book will help you understand intrinsic motivation and how to infuse it into what you do. Read morePublished 18 days ago by Oliver Schinkten
Super motivational. I think this is great for teachers, administrators, stay at home moms, etc. Worth the read for sure!Published 28 days ago by FloridaShopper
I finally read "Drive," after reading several later books that it helped inspire. Being familiar with Pink's conclusions from other books dulled the impact a little, and... Read morePublished 1 month ago by Darin L Ramsey
Great info and insight in the book but it's hard to read. Very slow beginning, but excellent suggestions at the end.Published 1 month ago by Todd Watson