Drive: The Surprising Truth About What Motivates Us

At work, at school, at home - forget everything you think about how to motivate people. This is incorrect. Daniel · H · Pink ("Selling is a human being: Astonishing truth about motivating others") is his paradigm book "Drive", in today's world, high performance and satisfaction The secret to explain is to lead and learn the human needs of our own living.

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

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.

The two wonderful books I recommend are about moving us and the motives of the external motives and essential motives to be moved by Daniel Pink: the amazing truth is motivating us and Alfie Kohn's penalty Relevant to the reward: A, praise, and other bribes. Both books cover carrot and stick practice dysfunction. We can build an environment and culture where employees can truly be interested in what they are doing. "How long have you to do now?" Is not a productive and sustainable way of thinking. It motivates people to focus on their output and one-sided indicators. Instead, our job is to create opportunities for our employees to learn new skills, experience and gain and demonstrate some of the changes they are doing. Our job is to confirm that our people have autonomy, control and goals.