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Includes bibliographical references and index. This has two benefits: 1) it avoids the flaws of contingent rewards and 2) it carries a different meaning coming from colleagues instead of from managers. That's why every book is summarized in three lengths: 1) Paragraph to get the gist 2) 1-page summary, to get the main takeaways 3) Full comprehensive summary and analysis, containing every useful point and example. . One common way to implement this is by giving 20% time to employees to work on any project they want. You can make this work in your favor by promising rewards for work that is dull. Instead, we have our intrinsic motivation beaten out of us through rigid, paternalistic environments: home, school, and work. Title. Counter-intuitively, people who are given more freedom may be even more accountable for their work, not less (maybe because when given more trust and freedom, they don’t want to let their employer down). On a higher level, we also seek reward and avoid punishment. Instead. Other summaries give you just a highlight of some of the ideas in a book. Drive Summary. Finally, one of the central premises of the book is that financial incentives don’t do a great job of getting the behavior you want. Are you finding your current goals unsatisfying to keep working toward? Counter-intuitively, people who are given more freedom may be even more accountable for their work, not less (maybe because when given more trust and freedom, they don’t want to let their employer down). Gaurav C. Follow. The suprising truth about what motivates us. It just needs to be high enough so that people stop obsessing about how little they’re getting paid. Management guidance: People are naturally wired to be self-driven. If you’re an employee, you might feel powerless to change the entire scope of your company. Download PDF summary of "Drive" by Daniel H. Pink. Daniel Pink is the #1 bestselling author of Drive and To Sell is Human. Group B got no reward. Donate some company profits to charity, since spending money on others seems to increase our well-being. You’re seated at a table and given a candle, tacks, and a book of matches. In many jobs, creativity is important to find unobvious solutions to difficult problems. Today’s information work is basing more on critical thinking and creativity. Why do people do what they do? This animated Drive summary will show you Daniel Pink's best tactics on motivation, success and living a happy and fulfilled life! ), Another way to give autonomy over tasks is by holding a FedEx day, where workers are given freedom to work with a team on a project of their choice. The book ends with a number of tips on achieving Type I intrinsically motivated behavior. Don’t worry about changing the whole company to be like Google overnight. You have to take incremental steps up, over and over again, consistently, day in and day out. They use short-term incentives despite evidence that they usually don't work can often do harm. Researchers have found that financial incentives can decrease overall performance. Instead, set aside the day for when employees can choose what to work on, with the only rule being that they must deliver. Get fast feedback on how you’re doing and what you can improve. Autonomy does not imply doing it alone and refusing the help of others. Autonomous motivation has been associated with good things: greater conceptual understanding, better grades, job satisfaction, higher productivity, less burnout, faster company growth, and better psychological health. Checking in late or leaving early are signs of negligence. Most organizations -- businesses, governments, nonprofits, schools -- follow outdated and incorrect views on motivation. p. cm. Set a stretch goal. Taking a year off might give you valuable time for personal exploration and unstick you from the rat race. How is the pursuit of mastery beneficial? Are you finding your current goals unsatisfying to keep working toward? Remember Tom Sawyer’s fence painting experience, when he’s punished with whitewashing a fence. Do you consider yourself more motivated by extrinsic rewards, or by intrinsic rewards? How much autonomy do you get in this today? This leash crowds out personal time, reduces satisfaction, and increases turnover. (Shortform note: critics of unlimited vacation time argue it gives less guidance on what is acceptable and creates social pressure to take even less vacation than when the limits are clearly spelled out.). External rewards seemed to disrupt performance, contrary to standard reward models. Furthermore, since its publication, several policies touted by the Drive book have received backlash or even been repealed. A particularly common and especially motivating purpose is helping other people. Growth mindset people interpret failures as feedback to use to get better. It fails to satisfyingly explain certain phenomena like: Note that extrinsic rewards are not totally absent from the examples above. Start small. This secret observation period allowed the researchers to measure motivation – the longer someone played when unsupervised, the more motivated the person was. A congresswoman once told President JFK, “a great man is a sentence. Once again, Group B got no reward, just more puzzles. Ever feel a book rambles on, giving anecdotes that aren't useful? Next, extrinsic rewards work when the task at hand is routine and doesn’t involve creative thinking. Recognizing Motivation 2.0’s limits are important because the nature of our work is changing from the rote to the creative. Many work environments require facetime at the office during specific hours. Get paid to do it, and suddenly it’s not as fun any longer. Fixed mindset people see effort as a negative sign that you’re not good at something – that’s why you need to struggle. Set company values around deeper ideals like “honor” and “helping the community” rather than steril words like “efficiency” and “value.”. Punishing an activity will get you less of it. Drive: The Surprising Truth About What Motivates Us, by Daniel Pink 1781 Words | 8 Pages. Wikipedia successfully thrives as a massive crowd volunteering effort – no contributors are paid for editing and adding material. Motivation 2.0 enabled great efficiency of manual labor and assembly-line performance, which spurred much of the growth in the past 200 years. So design policies to assume trust by default. Therefore, workers must be monitored and micromanaged.”. What purpose does the work serve? Be subversive. But more recently, Motivation 2.0 has run into limitations itself. Data suggests that today’s workforce is feeling an increasing need for purpose: Studies also show that acknowledging purpose makes people work harder and perform efficiently. What is the value of what I’m doing? Satisfying primal urges would have encouraged theft, murder, and adultery. Summary of Drive: The surprising truth about what motivates us. Thus we seek food, water, and shelter. money) tends to kill intrinsic motivation, leading to reduced levels of motivation. Drive says for 21st century work, we need to upgrade to autonomy, mastery & purpose. Instead, set aside the day for when employees can choose what to work on, with the only rule being that they must deliver. Historically, employers have motivated employees through financial rewards and kept workers on a tight leash. Chapter 1: The Rise and Fall of Motivation 2.0. Understand your weaknesses, and direct your effort there. PART ONE: A New Operating System Chapter 1. Cutting out the fluff: you don't spend your time wondering what the author's point is. Daniel Pink’s book, Drive: The Surprising Truth About What Motivates Us, throws cold water in the face of standard management thinking. What drives behavior? The new economy requires thinking skills - creativity, collaboration, long-term thinking. Pink lives with his family in Washington, D.C. Different funding styles lead to different rewards. Here the donation rate remained unchanged, at 53%. On Day 2, Deci treated them differently – he told Group A that they’d be paid $1 for every puzzle they solved. Surprisingly, the 40-rupee group performed no better than the 4-rupee group, and the 400-rupee group actually performed worse. Make a change without asking for permission. Donate some company profits to charity, since spending money on others seems to increase... How to increase your own personal motivation, How to increase motivation in your organization, How to increase motivation with your children. It’d be crazy to imagine an athlete like Lebron James getting feedback or coaching just once a year, in a 1-hour session. . This worked especially well during industrialization in the 19th and 20th centuries. The author gives a few ways to give rewards without dampening motivation: In the book we’ll discuss two types of behavior: People tend to be driven primarily by either Type X or Type I. Research suggests that rewards decrease creativity, possibly because rewards narrow our focus – they speed us up when there’s a clear path (like doing a routine job on an assembly line), but they blind our peripheral vision. Picture a strict, commission-based salesforce running on Type X, while a free-working company like Google leans more Type I. eISBN : 978-1-101-15214-0 1. About The Author Daniel Pink. Many companies set policies to minimize downside – to prevent slackers from taking too much vacation or getting distracted when working at home. Drive believes your work structure is to blame. The antidote is a Results-Only Work Environment (ROWE), where the focus is on the work itself rather than when they do it. COCKTAIL PARTY SUMMARY When it comes to motivation, there’s a gap between what science knows and what business does. Imagine a child playing with a toy. If a worker is constantly anxious about how she’s going to put food on the table, she’ll find it hard to concentrate, no matter how enjoyable the task is. In-depth, chapter-by-chapter summary of Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink. On Day 2, Deci treated them differently – he told Group A that they’d be paid $1 for every puzzle they solved. Try to seek more management feedback for yourself. The "Tom Sawyer effect" says rewards can … Rewarding an activity will get you more of it. This idea was borne out in numerous animal studies and also became the model for human management in the workplace. This is a relatively simple model to understand, monitor, and enforce. In the 1940s, operant conditioning was the standard model of behavior. Understand your weaknesses, and direct your effort there. Many off-sites fee like awkward forced-fun days. Free download or read online Drive: The Surprising Truth About What Motivates Us pdf (ePUB) book. Human beings have an innate inner drive to be autonomous, self-determined and connected to one another. Imagine a child playing with a toy. The problem is, people often naturally react to restrictions by pushing the limits of rules, looking for ways to game the system. Mark Twain wrote, “Work consists of whatever a body is obliged to do, and Play consists of whatever a body is not obliged to do.”. Some work structures, like the legal billable hour, are so centered around time that ROWE seems hard to implement. Design for the Majority of People who are Good, Not the Minority who are Bad. DRIVEby Daniel Pink
Chapter 1
The Rise and Fall of Motivation 2.0
2. If 20% time is too extreme of a transition, just start with 10% time, limited to a receptive small group of people. In one experiment, economists paid workers in rural India to play several games requiring motor skills (like throwing tennis balls at a target), creativity (unscrambling anagrams), or concentration (recalling a large number). But once she starts doing it for money, someone else is pulling her lever, and she no longer feels fully in control of their lives. Management guidance: People are naturally wired to be self-driven. Once again, Group B got no reward, just more puzzles. In contrast, Microsoft Encarta, an encyclopedia from the 1990s, failed to keep up with the Internet despite massive financial investment. Try to avoid the “if-then” reward, where you announce beforehand that the reward is conditional on completion of the creative task. But in 1949, Harry Harlow, a professor of psychology, discovered a deviation from this standard reward model. Use the pronoun test to gauge your work environment – do people describe the company in terms of “we,” or in terms of “they?”. People who were extrinsically motivated worked just as hard, but they accomplished less, as defined by number of patents filed. And a survey of employees found that the greatest motivator is “making progress in one’s work.”. (Shortform note: the book doesn’t explain why getting paid more decreases performance, but it’s possible that higher pay reduces intrinsic motivation, which then reduces the desire to perform well.). This is an in-depth, chapter-by-chapter summary of "Drive" by Daniel Pink. Summary by Douglas W. Green, EdD dgreen@stny.rr.com 1 … Cognitive dissonance works like this - when volunteering, a person subconsciously reasons, “well I’m not getting paid for this work, so if I’m working hard, I must enjoy it.” Once a person starts getting paid, she instead reasons, “well, I don’t really enjoy the work, but it’s fine since I’m getting paid.”. Read the full comprehensive summary at Shortform. Read this Drive Summary to get Daniel Pink's advice on motivation 3.0, why more money leads to worse performance & how to find flow at work. New corporate structures that de-emphasize profit are emerging, like the “low-profit limited liability company” or the “B corporation,” both of which emphasize social good rather than profit maximization. People will reciprocate the respect and trust they receive. On Day 1, he treated both groups the same. Summary Pink uses a variety of psychological research and case studies to show that pure monetary incentives are no longer the best way to motivate people. Pink, Daniel H. Drive : the surprising truth about what motivates us / Daniel H. Pink. But when humans created more complex societies, Motivation 1.0 was inadequate. Extrinsic rewards also quash the cognitive dissonance that comes with unrewarded work. In the book we’ll discuss two types of behavior: Type X behavior is … Without any explicit rewards like fruit juice, the monkeys learned to solve the puzzle of their own volition. The conclusion: rewards enhance performance in the short term, at the expense of intrinsic motivation. Set the direction, trust people to do a good job, and then be hands-off. It doesn’t explain why unpaid volunteers contribute tirelessly to Wikipedia. With autonomy, you have the ability to influence the work that you do and how you do it. Riverhead Books: New York, NY, 2009. People often leave lucrative jobs to take lower-paying ones that provide a clearer purpose or are more inherently enjoyable. I learned all the main points in just 20 minutes. The one called “Cocktail Party Summary” is as follows: HHMI, on the other hand, awards investigators guaranteed support for 5 years, encouraging early failure and long-term success. In addition, give yourself performance reviews. In addition to autonomy and mastery, the how and the what of work, the third pillar of Motivation 3.0 is the why of work. Lincoln’s was: ‘he preserved the union and freed the slaves.’ FDR’s was: ‘he lifted us out of the Great Depression and helped us win a world war.’ What is your sentence?”. Often centered around helping other people. This breakthrough finding prompted Harlow to offer another model of motivation: “intrinsic reward.” The joy of the task was its own reward - no extrinsic rewards needed to be given. Workers still need to meet goals and deadlines, but as long as they achieve their goals, they can work whenever and wherever they want. Instead, people should enjoy some autonomy in choosing what they work on. You sit down with an economist. Repeat, with discipline. This system worked well in the era of industrialization. (Tasks, Time, Technique, or Team). In one experiment, participants were given a puzzle requiring creativity to solve. Use the pronoun test to gauge your work environment – do people describe the company in terms of “we,” or in terms of “they?”. He is not a psychologist himself, but he does good research and I can say I really liked all his books, which include “When” and “To Sell Is Human“. This growing movement suggests that. This research was controversial and lay fallow until 1969, when a graduate student named Edward Deci discovered Harlow’s research and tried a new experiment with humans. Are you feeling unmotivated in your job and life? The book makes a few points about Type I behavior: Think about different scenarios where you’re more Type X or Type I. This is what Daniel Pink's book Drive is all about - the new, updated model of motivation, and how much of what most people have believed about external rewards being our main driver is incomplete or wrong. Conduct Anonymous Surveys of Autonomy and Purpose. Cutting out the fluff: you don't spend your time wondering what the author's point is. “I’ve just never been any good at math and I never will be.” This is the fixed mindset you should avoid. Are you feeling unmotivated in your job and life? Make public statements about interim and long-term goals. If it works out, tell others. Understanding this is important for guiding your own behavior to achieve your goals, and driving other people’s behavior to meet the organization’s goals. Shortform summaries help you learn 10x faster by: Here's a preview of the rest of Shortform's Drive summary: Drive has interesting ideas that seem true on introspection, but the book is very light in cited research, and heavy in anecdotes. But research suggests extrinsic rewards harm all of these qualities: The model of extrinsic rewards also doesn’t explain some trends, like people leaving well-paying jobs for lower-paying jobs they enjoy more. Historically, employers have motivated employees through financial rewards and kept workers on a tight leash. Employees found it difficult to truly spend 20% time on personal projects - those who worked more on company projects seemed to have higher performance reviews; managers put pressure on employees to work on official projects instead. After the 2008 recession, a set of MBAs decided to institute an MBA Oath, centered around “serving the greater good by bringing people and resources together.”. Thus, the management approach in this period viewed workers as simple cogs in a machine – lubricate them appropriately with external rewards or punishments, and they will run smoothly to keep the overall machine humming. Netflix offers unlimited vacation days, but workers sometimes complain that it sets unclear expectations that cause people to take less vacation. Book Summaries. Look at infants and children – how many are not naturally curious, internally driven to explore the world without dangling rewards? We also re-organize books for clarity, putting the most important principles first, so you can learn faster. And if people blindly profit goals, at the expense of building meaningful relationships and achieving purpose, they may regret their emptiness when it’s far too late to change course. There are four major dimensions of autonomy: Over tasks: people can choose what they work on, Over time: people can choose when they work, Over technique: people can choose how they accomplish the goal, Over team: people can choose who they work with. As an adult, intrinsic motivation increases job performance in the long term. They placed the puzzles in the monkey cages to habituate them to the puzzle in preparation for the real studies that would happen two weeks later. If it were so easy, we’d all be masters of our craft. Note that extrinsic rewards are not totally absent from the examples above. Surprisingly, the reward group took 3.5 minutes longer to solve the puzzle. Do challenging tasks that are at the limit of your ability, but not so hard that you will certainly fail. Workers were given different levels of rewards – 4 rupees (one day’s pay), 40 rupees, or 400 rupees (5 months’ pay). People naturally want to get better at skills and get recognized for their competency. Mastery is the sum of thousands of small events, done day in and day out. For best results, people need to have autonomy over four major dimensions of their work: the task, the time, the technique, and the team. This will point out how to improve. Extrinsic vs Intrinsic Motivation. The Rise and Fall of Motivation 2.0 Imagine it’s 1995. These are also known as “hack days.”. Daniel H. Pink is the author of five books, including To Sell Is Human and the long-running New York Times bestsellers A Whole New Mind and Drive. Interestingly, a third group was given the option of donating the $7 to charity. Intrinsic motivation is made up of three components: Unlock the full book summary of Drive by signing up for Shortform. Select anecdotes suffer heavily from bias and are relatively unconvincing. When discussing goals of management, think beyond sterile words like “value” and “differentiation.” Reach for deeper ideals like honor, truth, justice, and beauty. For more go to DrDougGreen.Com If you like this summary, buy the book. For much of its early history, Google gave 20% time to employees, leading to famous projects like Gmail, Orkut, and Google Translate. This book, When , “unlocks the scientific secrets to good timing to help you flourish at work, at … But Drive argues that humans are naturally wired to be self-driven. When discussing goals of management, think beyond sterile words like “value” and “differentiation.” Reach for deeper ideals like honor, truth, justice, and beauty. Emphasize results. Painting the fence isn’t a punishment – it’s a privilege, something to be mastered only by artisans. This is mastery. When challenged at the right level, people enter a state of flow – where the challenge is just right, the goal is just out of reach, and the task is so engaging that doing it is its own reward. Imagine you were asked in that time to bet on which product would succeed: 1) a product made by the world’s largest software company, with an army of well-paid authors, or 2) an online community full of uncredentialed, unpaid volunteers. Do you have a skill that you wish to master? And in this new economy, using tools that worked in the old economy can be harmful. There’s no way around it. Mastery drives people to be more productive and more satisfied with their work. The other group received no reward. Tom finally relents when the boy gives him an apple, and soon the neighborhood boys are all whitewashing. A study of Swedish blood donors found that paying people about $7 for each donation reduced the percentage of women who were willing to give blood to 30%, down from 52% in the control unpaid group. Organizations also tend to be driven primarily by either Type X or Type I motivation. This secret observation period allowed the researchers to measure motivation – the longer someone played when unsupervised, the more motivated the person was. 2. For instance, Google’s famous 20% time has been repealed (we’ll explain why later). The book argues that rewards require people to forfeit some autonomy – if a person is doing something by herself, she’s fully in control of her behavior. What is it, and what level of mastery do you want to achieve? For example, open-source contributors gain experience and resume line items that enhance earning potential later. This will give them ownership over goals and make them feel more driven toward accomplishing them. 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