Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink

 

Who is this book for?

This book is for anyone who is interested in motivation and goal setting, both in business and in their personal life. Drive is an unconventional look at business environments, management styles, mindset, parenting, and productivity. Pink offers strategies to empower employees and restructure management by capitalizing on an individual’s intrinsic motivation rather than extrinsic. Intrinsic motivation, Pink argues, will change business innovation as we know it. It moves beyond the carrot and stick approach of old into in a new motivation wave he calls Motivation 3.0.

 

Introduction: The Puzzling Puzzles Harry Harlow Edward Deci            p.1

-        An incentive changes how some views a task. They are likely to see the task as “work” and “not fun”, killing creativity.

-        An incentive, such as cash, technology, or coupons for good grades does more harm than good.

 

Part 1 A New Operating System

 

Chapter 1 The Rise and Fall of Motivation 2.0            p.15

-        Reward the good and punish the bad doesn’t work anymore

-        There is a higher drive than the drive to get rich

-        Open source projects (Wikipedia, Apache, Firefox, Linux, and many more) are more successful than their for-profit counterparts.

-        “Social businesses”

-        “Purpose maximizes”

-        People tend to make poor decisions because of an emotional rationalization, such as fair play. Or an emotional attachment, such as hanging on to a bad investment longer than we should.

-        Harlow’s three drives

 

Chapter 2 Seven Reasons Carrots and Sticks (Often) Don't Work…     p. 34

-        Carrots and sticks achieve precisely the opposite of their intended aims.

-        There is a difference between what science knows and what business does

-        Encourage free play, but don’t reward it (Undermining children's intrinsic interest with extrinsic reward: A test of the "overjustification" hypothesis by Mark Lepper, David Greene, and Robert Nisbett http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=1974-10497-001)

-        Competition, incentives, deadlines dampen creativity

-        Goals can promote unethical behavior. "Goals may cause systemic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization." And “Substantial evidence demonstrates that addition to motivating constructive effort, goal setting can induce unethical behavior”.

-        Rewards can cause “addiction” by setting a baseline expectation in competition for a certain amount of output.

 

Chapter 2A …and the Special Circumstances When They Do p. 60

-        When to use rewards so it does not affect mindset, performance, and creativity

-        Feedback

-        When to Use Rewards: A Simple Flowchart (one page flowchart)

 

Chapter 3 Type I and Type X   p. 70

-        Compliance, autonomy, and relatedness

-        Type A people and Type B people

-        Type I people and Type X people

 

Part 2 The Three Elements

 

Chapter 4 Autonomy    p. 85

-        The Results Only Work Environment (ROWE)

-        Experimental Doodling – time at work to work on what you want (free time)

-        Getting rid of the billable hour

-        Homeshoring

-        People want to be accountable

 

Chapter 5 Mastery        p. 109

-        Mastery is in your mindset. Carol S. Dweck’s book Mindset

-        Make your goal to learn, not to be smart

-        “Grit” is the best predictor of success. It is defined as “perseverance and passion for long-term goals.”

 

Chapter 6 Purpose       p. 131

-        Having a bigger purpose for your company (such as a charity) will motivate you more than profits

-        Large piles of cash doesn’t bring a higher level of satisfaction

-        “The Good Life”

 

Part 3 The Type I Toolkit

 

Type I for Individuals: Nine Strategies for Awakening Your Motivation            p. 153

1.     Give Yourself a “Flow Test”

2.     First, Ask a Big Question

3.     …Then Keep Asking a Small Question

4.     Take a Sagmeister

5.     Give Yourself A Performance Review

6.     Get Unstuck By Going Oblique

7.     Move Five Steps Closer To Mastery

8.     Take A Page From Webber And A Card From Your Pocket

9.     Create Your Own Motivational Poster

 

Type I for Organizations: Nine Ways to Improve Your Company, Office, or Group                     p. 162

-        Try “20 Percent Time” with Training Wheels

-        Encourage Peer-To-Peer “Now That” Rewards

-        Conduct An Autonomy Audit

-        Take Three Steps Towards Giving Up Control

-        Play “Whose Purpose Is It Anyway”

-        Use Reich’s Pronoun Test

-        Design For Intrinsic Motivation

-        Promote Goldilocks For Groups

-        Turn Your Next Off-Site Into A FedEx Day

 

The Zen of Compensation: Paying People the Type I Way      p. 170

1.     Ensure Internal And External Fairness

2.     Pay More Than Average

3.     If You Use Performance Metrics, Make Them Wide-Ranging, Relevant, And Hard To Game

 

Type I for Parents and Educators: Nine Ideas for Helping Our Kids     p. 174

-        Apply The Three-Part Type I Test For Homework

-        Have A FedEx day

-        Try DIT Report Cards

-        Give Your Kids An Allowance And Some Chores – But Don’t Combine Them

-        Offer Praise…The Right Way

-        Help Kids See The Big Picture

-        Check Out These Five Type I Schools

-        Take a Class From The Unschoolers

-        Turn Students Into Teachers

 

The Type I Reading List: Fifteen Essential Books       p. 185

Listen to the Gurus: Six Business Thinkers Who Get It            p. 195

The Type I Fitness Plan: Four Tips for Getting (and Staying) Motivated to Exercise    p. 201

Drive: The Recap         p. 203

Drive: The Glossary     p. 209

The Drive Discussion Guide: Twenty Conversation Starters to Keep You Thinking and Talking         p. 212

Find Out More-About Yourself and This Topic             p. 217

Acknowledgments        p. 219

Notes   p. 221

Index    p. 231