Drive: The Surprising Truth About What Motivates Us

Drive is Daniel Pink's fourth non-fiction book. This book was published by Riverhead Hardcover on 29th December 2009. In this article, he thinks that human motives are mainly intrinsic, and that motivation aspect can be divided into autonomy, proficiency and purpose. [1] He supports an old motivational model driven by rewards and fear punishment governed by external factors such as gold. [twenty three]

In his book, Daniel Pink summarized the contents of the book with 140 letters in Twitter style:

"Carrots and sticks were in the last century and drives are said to be the work of the 21st century, we need to upgrade to autonomy, proficiency, purpose." [4] [5]

According to studies conducted at MIT and other universities, higher wages and bonuses will lead to better performance if the work involves basic mechanical skills. It applies to a series of defined steps and a single answer. Higher wages can lead to lower performance if tasks include cognitive skills, decision making, creativity or high level thinking. As a boss, you need to pay sufficient salary to your employees so that you can pay fairness without concentrating on meeting the basic needs. If you do not give enough rewards, they will not get motivated. Pink suggests that you should pay enough money to "earn money from the desktop".

In order to motivate employees beyond basic tasks, they give three factors to improve performance and satisfaction.

Purpose - a desire to do meaningful and important things. Focus on profit only, companies that do not focus on goals will become bad customer service and dissatisfied employees. [7]

RSAnimate created a 10-minute animation video summary that applied Daniel Pink 's RSA presentation. [8]

Roberts, Russ (August 30, 2010) "About Daniel Pink's driving, motivation and motivation" EconTalk Economic Free Library

Among the books "Driver - A Stimulating Our Exciting Truth", the author Daniel Pink shares a study showing that external motives such as competition and cash compensation are not sustainable . Internal motivation - motivation to do well, only the impulse "do it well" can truly improve performance. A recent survey by Dan Ariely and colleagues has shown that remuneration of small competitors, such as excellent performer pizzas, will actually affect long-term performance. According to this survey, the bonus scramble may slightly improve performance in the first week, but it may decline or worsen in a week. In this case, the game will fail in a relatively short period of time.

Between the two of us, I listened to the drive using a detour. This is the intersection of punishment and business agility. Sometimes the metaphor is stretched slightly (from OS 0 to 0, which strongly appeals to the heart), but it is concise, absolutely eye-catching and secure. The central argument is that motivation depends on three core components: control, autonomy, and purpose. In addition to the essential motivation (like to work for the job), how important is my work compared to external motives (since I have rewards if I work). It recites numerous levels of research in non-mathematics and motivation, and traditional management of carrots and bars. Very recommended, this is a short reading / hearing