Drive: The Surprising Truth About What Motivates Us [NOOK Book]


The New York Times bestseller that gives readers a paradigm—shattering new way to think about motivation.

Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, ...
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Drive: The Surprising Truth About What Motivates Us

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The New York Times bestseller that gives readers a paradigm—shattering new way to think about motivation.

Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.
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What People Are Saying

From the Publisher
"Pink makes a convincing case that organizations ignore intrinsic motivation at their peril."
-Scientific American

"Persuasive . . .Harnessing the power of intrinsic motivation rather than extrinsic remuneration can be thoroughly satisfying and infinitely more rewarding."
-Miami Herald

"These lessons are worth repeating, and if more companies feel emboldened to follow Mr. Pink's advice, then so much the better."
-Wall Street Journal

"Pink is rapidly acquiring international guru status . . . He is an engaging writer, who challenges and provokes."
-Financial Times

"Pink's ideas deserve a wide hearing. Corporate boards, in fact, could do well by kicking out their pay consultants for an hour and reading Pink's conclusions instead."

"Pink's deft traversal of research at the intersection of psychology and economics make this a worthwhile read-no sticks necessary."

"[Pink] continues his engaging exploration of how we work."
-Inc. Magazine

"Pink's a gifted writer who turns even the heaviest scientific study into something digestible-and often amusing-without losing his intellectual punch."
-New York Post

"A worthwhile read. It reminds us that those of us on the right side of the brain are driven furthest and fastest in pursuit of what we love."
-Minneapolis Star Tribune

"Pink's analysis—and new model—of motivation offers tremendous insight into our deepest nature."
-Publishers Weekly

"Important integral addition to a growing body of literature that argues for a radical shift in how businesses operate."

"Drive is the rare book that will get you to think and inspire you to act. Pink makes a strong, science-based case for rethinking motivation—and then provides the tools you need to transform your life."
-Dr. Mehmet Oz, co-author of YOU: The Owners Manual

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Product Details

  • ISBN-13: 9781101524381
  • Publisher: Penguin Group (USA)
  • Publication date: 4/5/2011
  • Sold by: Penguin Group
  • Format: eBook
  • Pages: 272
  • Sales rank: 27,581
  • File size: 638 KB

Meet the Author

Daniel H. Pink

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. His books have been translated into thirty-three languages and have sold more than a million copies in the United States alone. Pink lives with his family in Washington, D.C.
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Read an Excerpt

The Puzzling Puzzles of Harry Harlow and Edward Deci

In the middle of the last century, two young scientists conducted experiments that should have changed the world— but did not. Harry F. Harlow was a professor of psychology at the University of Wisconsin who, in the 1940s, established one of the world’s first laboratories for studying primate behavior. One day in 1949, Harlow and two colleagues gathered eight rhesus monkeys for a two- week experiment on learning. The researchers devised a simple mechanical puzzle like the one pictured on the next page. Solving it required three steps: pull out the vertical pin, undo the hook, and lift the hinged cover. Pretty easy for you and me, far more challenging for a thirteen- pound lab monkey.

Harlow’s puzzle in the starting (left) and solved (right) positions.

The experimenters placed the puzzles in the monkeys’ cages to observe how they reacted— and to prepare them for tests of their problem- solving prowess at the end of the two weeks. But almost immediately, something strange happened. Unbidden by any outside urging and unprompted by the experimenters, the monkeys began playing with the puzzles with focus, determination, and what looked like enjoyment. And in short order, they began figuring out how the contraptions worked. By the time Harlow tested the monkeys on days 13 and 14 of the experiment, the primates had become quite adept. They solved the puzzles frequently and quickly; two- thirds of the time they cracked the code in less than sixty seconds.

Now, this was a bit odd. Nobody had taught the monkeys how to remove the pin, slide the hook, and open the cover. Nobody had rewarded them with food, affection, or even quiet applause when they succeeded. And that ran counter to the accepted notions of how primates— including the bigger- brained, less hairy primates known as human beings— behaved.

Scientists then knew that two main drives powered behavior. The first was the biological drive. Humans and other animals ate to sate their hunger, drank to quench their thirst, and copulated to satisfy their carnal urges. But that wasn’t happening here. “Solution did not lead to food, water, or sex gratification,” Harlow reported.1 But the only other known drive also failed to explain the monkeys’ peculiar behavior. If biological motivations came from within, this second drive came from without— the rewards and punishments the environment delivered for behaving in certain ways. This was certainly true for humans, who responded exquisitely to such external forces. If you promised to raise our pay, we’d work harder. If you held out the prospect of getting an A on the test, we’d study longer. If you threatened to dock us for showing up late or for incorrectly completing a form, we’d arrive on time and tick every box. But that didn’t account for the monkeys’ actions either. As Harlow wrote, and you can almost hear him scratching his head, “The behavior obtained in this investigation poses some interesting questions for motivation theory, since significant learning was attained and efficient performance maintained without resort to special or extrinsic incentives.” What else could it be?

To answer the question, Harlow offered a novel theory— what amounted to a third drive: “The performance of the task,” he said, “provided intrinsic reward.” The monkeys solved the puzzles simply because they found it gratifying to solve puzzles. They enjoyed it. The joy of the task was its own reward.

If this notion was radical, what happened next only deepened the confusion and controversy. Perhaps this newly discovered drive— Harlow eventually called it “intrinsic motivation”— was real. But surely it was subordinate to the other two drives. If the monkeys were rewarded— with raisins!— for solving the puzzles, they’d no doubt perform even better. Yet when Harlow tested that approach, the monkeys actually made more errors and solved the puzzles less frequently. “Introduction of food in the present experiment,” Harlow wrote, “served to disrupt performance, a phenomenon not reported in the literature.”

Now, this was really odd. In scientific terms, it was akin to rolling a steel ball down an inclined plane to measure its velocity— only to watch the ball fl oat into the air instead. It suggested that our understanding of the gravitational pulls on our behavior was inadequate— that what we thought were fixed laws had plenty of loopholes. Harlow emphasized the “strength and persistence” of the monkeys’ drive to complete the puzzles. Then he noted: It would appear that this drive . . . may be as basic and strong as the [other] drives. Furthermore, there is some reason to believe that [it] can be as efficient in facilitating learning.2

At the time, however, the prevailing two drives held a tight grip on scientific thinking. So Harlow sounded the alarm. He urged scientists to “close down large sections of our theoretical junkyard” and offer fresher, more accurate accounts of human behavior.3 He warned that our explanation of why we did what we did was incomplete. He said that to truly understand the human condition, we had to take account of this third drive.

Then he pretty much dropped the whole idea. Rather than battle the establishment and begin offering a more complete view of motivation, Harlow abandoned this contentious line of research and later became famous for studies on the science of affection.4 His notion of this third drive bounced around the psychological literature, but it remained on the periphery— of behavioral science and of our understanding of ourselves. It would be two decades before another scientist picked up the thread that Harlow had so provocatively left on that Wisconsin laboratory table. In the summer of 1969, Edward Deci was a Carnegie Mellon University psychology graduate student in search of a dissertation topic. Deci, who had already earned an MBA from Wharton, was intrigued by motivation but suspected that scholars and businesspeople had misunderstood it. So, tearing a page from the Harlow playbook, he set out to study the topic with the help of a puzzle.

Deci chose the Soma puzzle cube, a then popular Parker Brothers offering that, thanks to YouTube, retains something of a cult following today. The puzzle, shown below, consists of seven plastic pieces— six comprising four one- inch cubes, one comprising three one- inch cubes. Players can assemble the seven pieces into a few million possible combinations— from abstract shapes to recognizable objects.

The seven pieces of the Soma puzzle unassembled (left) and then fashioned into one of several million possible configurations

For the study, Deci divided participants, male and female university students, into an experimental group (what I’ll call Group A) and a control group (what I’ll call Group B). Each participated in three one- hour sessions held on consecutive days.

Here’s how the sessions worked: Each participant entered a room and sat at a table on top of which were the seven Soma puzzle pieces, drawings of three puzzle configurations, and copies of Time, The New Yorker, and Playboy. (Hey, it was 1969.) Deci sat on the opposite end of the table to explain the instructions and to time performance with a stopwatch.

In the first session, members of both groups had to assemble the Soma pieces to replicate the configurations before them. In the second session, they did the same thing with different drawings— only this time Deci told Group A that they’d be paid $1 (the equivalent of nearly $6 today) for every configuration they successfully reproduced. Group B, meanwhile, got new drawings but no pay. Finally, in the third session, both groups received new drawings and had to reproduce them for no compensation, just as in session one. (See the table below.)

The twist came midway through each session. After a participant had assembled the Soma puzzle pieces to match two of the three drawings, Deci halted the proceedings. He said that he was going to give them a fourth drawing—but to choose the right one, he needed to feed their completion times into a computer. And— this being the late 1960s, when room- straddling mainframes were the norm and desktop PCs were still a decade away— that meant he had to leave for a little while.

On the way out, he said, “I shall be gone only a few minutes, you may do whatever you like while I’m gone.” But Deci wasn’t really plugging numbers into an ancient teletype. Instead, he walked to an adjoining room connected to the experiment room by a one- way window. Then, for exactly eight minutes, he watched what people did when left alone. Did they continue fiddling with the puzzle, perhaps attempting to reproduce the third drawing? Or did they do something else— page through the magazines, check out the centerfold, stare into space, catch a quick nap?

In the first session, not surprisingly, there wasn’t much difference between what the Group A and Group B participants did during that secretly watched eight- minute free- choice period. Both continued playing with the puzzle, on average, for between three and a half and four minutes, suggesting they found it at least somewhat interesting.

On the second day, during which Group A participants were paid for each successful configuration and Group B participants were not, the unpaid group behaved mostly as they had during the first free- choice period. But the paid group suddenly got really interested in Soma puzzles. On average, the people in Group A spent more than five minutes messing with the puzzle, perhaps getting a head start on that third challenge or gearing up for the chance to earn some beer money when Deci returned. This makes intuitive sense, right? It’s consistent with what we believe about motivation: Reward me and I’ll work harder. Yet what happened on the third day confirmed Deci’s own suspicions about the peculiar workings of motivation— and gently called into question a guiding premise of modern life. This time, Deci told the participants in Group A that there was only enough money to pay them for one day and that this third session would therefore be unpaid. Then things unfolded just as before— two puzzles, followed by Deci’s interruption.

During the ensuing eight- minute free- choice period, the subjects in the never- been- paid Group B actually played with the puzzle for a little longer than they had in previous sessions. Maybe they were becoming ever more engaged; maybe it was just a statistical quirk. But the subjects in Group A, who previously had been paid, responded differently. They now spent significantly less time playing with the puzzle— not only about two minutes less than during their paid session, but about a full minute less than in the first session when they initially encountered, and obviously enjoyed, the puzzles.

In an echo of what Harlow discovered two decades earlier, Deci revealed that human motivation seemed to operate by laws that ran counter to what most scientists and citizens believed. From the office to the playing field, we knew what got people going. Rewards— especially cold, hard cash— intensified interest and enhanced performance. What Deci found, and then confirmed in two additional studies he conducted shortly thereafter, was almost the opposite. “When money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity,” he wrote.5 Rewards can deliver a short- term boost— just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off— and, worse, can reduce a person’s longer- term motivation to continue the project.

Human beings, Deci said, have an “inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn.” But this third drive was more fragile than the other two; it needed the right environment to survive. “One who is interested in developing and enhancing intrinsic motivation in children, employees, students, etc., should not concentrate on external- control systems such as monetary rewards,” he wrote in a follow- up paper.6 Thus began what for Deci became a lifelong quest to rethink why we do what we do— a pursuit that sometimes put him at odds with fellow psychologists, got him fired from a business school, and challenged the operating assumptions of organizations everywhere.

“It was controversial,” Deci told me one spring morning forty years after the Soma experiments. “Nobody was expecting rewards would have a negative effect.”

This is a book about motivation. I will show that much of what we believe about the subject just isn’t so— and that the insights that Harlow and Deci began uncovering a few decades ago come much closer to the truth. The problem is that most businesses haven’t caught up to this new understanding of what motivates us. Too many organizations— not just companies, but governments and nonprofits as well— still operate from assumptions about human potential and individual performance that are outdated, unexamined, and rooted more in folklore than in science. They continue to pursue practices such as short- term incentive plans and pay- for- performance schemes in the face of mounting evidence that such measures usually don’t work and often do harm. Worse, these practices have infiltrated our schools, where we ply our future workforce with iPods, cash, and pizza coupons to “incentivize” them to learn. Something has gone wrong.

The good news is that the solution stands before us— in the work of a band of behavioral scientists who have carried on the pioneering efforts of Harlow and Deci and whose quiet work over the last half- century offers us a more dynamic view of human motivation. For too long, there’s been a mismatch between what science knows and what business does. The goal of this book is to repair that breach.

Drive has three parts. Part One will look at the fl aws in our reward- and- punishment system and propose a new way to think about motivation. Chapter 1 will examine how the prevailing view of motivation is becoming incompatible with many aspects of contemporary business and life. Chapter 2 will reveal the seven reasons why carrot- and- stick extrinsic motivators often produce the opposite of what they set out to achieve. (Following that is a short addendum, Chapter 2a, that shows the special circumstances when carrots and sticks actually can be effective.) Chapter 3 will introduce what I call “Type I” behavior, a way of thinking and an approach to business grounded in the real science of human motivation and powered by our third drive— our innate need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Part Two will examine the three elements of Type I behavior and show how individuals and organizations are using them to improve performance and deepen satisfaction. Chapter 4 will explore autonomy, our desire to be self- directed. Chapter 5 will look at mastery, our urge to get better and better at what we do. Chapter 6 will explore purpose, our yearning to be part of something larger than ourselves.

Part Three, the Type I Toolkit, is a comprehensive set of resources to help you create settings in which Type I behavior can fl ourish. Here you’ll find everything from dozens of exercises to awaken motivation in yourself and others, to discussion questions for your book club, to a supershort summary of Drive that will help you fake your way through a cocktail party. And while this book is mostly about business, in this section I’ll offer some thoughts about how to apply these concepts to education and to our lives outside of work.

But before we get down to all that, let’s begin with a thought experiment, one that requires going back in time— to the days when John Major was Britain’s prime minister, Barack Obama was a skinny young law professor, Internet connections were dial- up, and a blackberry was still just a fruit.

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Table of Contents

Introduction: The Puzzling Puzzles Harry Harlow Edward Deci 1

"In scientific terms, it was akin to rolling a steel ball down an inclined plane to measure its velocity-only to watch the ball float into the air instead. It suggested that our understanding of the gravitational pulls on our behavior was inadequate-that what we thought were fixed laws had plenty of loopholes."

Part 1 A New Operating System

Chapter 1 The Rise and Fall of Motivation 2.0 15

"But in the first ten years of this century-a period of truly staggering underachievement in business, technology, and social progress-we've discovered that this sturdy, old operating system doesn't work nearly as well. It crashes-often and unpredictably. It forces people to devise workarounds to bypass its flaws. Most of all, it is proving incompatible with many aspects of contemporary business."

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

"In other words, rewards can perform a weird sort of behavioral alchemy: They can transform an interesting task into a drudge. They can turn play into work."

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

"While an operating system centered around rewards and punishments has outlived its usefulness and badly needs an upgrade, that doesn't mean we should scrap its every piece."

Chapter 3 Type I and Type X 70

"A picture may be worth a thousand words-but sometimes neither is as potent as just two letters."

Part 2 The Three Elements

Chapter 4 Autonomy 85

Perhaps it's time to toss the very word 'management' into the linguistic ash heap alongside 'icebox' and 'horseless carriage.' This era doesn't call for better management. It calls for a renaissance of self-direction."

Chapter 5 Mastery 109

"In our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you through the day but only the latter will get you through the night."

Chapter 6 Purpose 131

"It's in our nature to seek purpose. But that nature is now being revealed and expressed on a scale that is demographically unprecedented and, until recently, scarcely imaginable. The consequences could rejuvenate our businesses and remake our world."

Part 3 The Type I Toolkit

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

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

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

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

The Type I Reading List: Fifteen Essential Books 185

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

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

Drive: The Recap 203

Drive: The Glossary 209

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

Find Out More-About Yourself and This Topic 217

Acknowledgments 219

Notes 221

Index 231

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Customer Reviews

Average Rating 3.5
( 251 )
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See All Sort by: Showing 1 – 20 of 253 Customer Reviews
  • Posted January 5, 2010

    DRiVE: A must read for parents/teachers/supervisors

    Excellent research backs up a great premise, that the work we do should be valuable to us on a level other than the dollar we earn. The internal values which feed our enjoyment and dedication to work are explored. In addition to showing methods for making the way we design and develop the workplace or classroom, Mr. Pink gives people at the start or ready to change their worklife the tools to evaluate where they want to go, what they personally value and how to seek more than a paycheck.

    I've recommended this book to several managers and execs I work for, and to friends who teach and coach young people.

    I appreciate the Add-Ins at the end of the book, and the bibliography which allows for further reading.

    20 out of 20 people found this review helpful.

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  • Posted May 15, 2010

    more from this reviewer

    Enter "Drive." This could have been so much better.

    As a consultant, I am particularly sensitive to unhelpful jargon and the creation of distinctions without a difference. Enter "Drive." This could have been so much better. As Pink presents correctly, much of the research re human motivation IS counter-intuitive to what most of us tend to think is the best way to reward, incentivize or bribe people to act in beneficial ways. Unfortunately, Pink insists on creating such a tower of babble -- "motivation 3.0," "type-I," "ROE," "if/then contingent rewards," vs. "now/that rewards" -- that we see the cracks and not the solid surface.

    Further, why do consultants need to frame everything as either/or (implicit / explicit) when it is in acknowledging the shadings and spectrum that broader engagement comes? This is a book for the choir and not the congregation. So far this year, I've reviewed two other books which have done a much more effective job of covering very similar terrain: Seth Godin's "Lynchpin" and Jeff Jarvis' "What would Google do?"

    13 out of 17 people found this review helpful.

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  • Posted March 12, 2010

    People don't lead people, people lead themselves!

    Drive: The Surprising Truth About What Motivates Us

    My name is David Marquet, from Practicum, Inc and we help our customers structure their organizations to maximize the potential of their people. We call this leadership. When we talk with our clients one of the things we ask them is "do you need your boss to motivate you?" Very few people raise their hands. Thus, it wasn't a surprise to read in Daniel Pink's recent book, Drive, that people do not respond best to external motivation.

    Pink's book is very helpful because it clearly illuminates and explains what we've observed - that external motivation ends up feeling like manipulation and that people will do better in a structure that allows them to find their own intrinsic sources of motivation.

    What are the characteristics of those structures? Pink tells us they are structures that enable individual autonomy, mastery, and purpose. In our practice, we had been emphasizing control, competence, and connection as being important. While control parallels autonomy and mastery parallels autonomy, purpose is an element we had not singled out.

    We think Pink is right, though. Connecting your activity to a higher purpose does give people a reason beyond the immediate that seems necessary to sustain enduring loyalty to the mission. This was particularly true aboard submarines, where crews that understood how their tasks, however difficult, supported a greater goal (defending the Constitution, for example), performed better.

    Drive is a quick read and we recommend it.

    10 out of 10 people found this review helpful.

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  • Anonymous

    Posted March 10, 2011

    ebook costs more than the hardcover?? Fail!!

    I already have the hard copy of this book, but hate carrying around books and hoped to pick up the ebook version. To my surprise, it costs even more than the hard copy. This is a huge reason why I won't be buying too many ebooks for my NookColor anytime soon. This is a big FAIL on the part of the publishers.

    4 out of 7 people found this review helpful.

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  • Posted May 5, 2010

    Herzberg Redux

    The book covers a very interesting topic and one highly relevant for practicing managers.

    That said however, it is really simply a restatement of what Herzberg and Kohn have been saying for years. You can't buy performance. Pay enough, but then to really motivate employees, you need to tap into higher order needs (see Maslow).

    I think it's a good discussion to have, but there is a role for all types of rewards and recommendations.

    I am afraid that practicing managers will get it in their head that money and rewards aren't important to employees, when they really are. It's just that there are other important things as well.

    4 out of 4 people found this review helpful.

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  • Anonymous

    Posted September 4, 2014

    I started reading this book because I normally enjoy non-fict

    I started reading this book because I normally enjoy non-fiction books. I did enjoy and agree with many of the author's points and learned a lot from what he had to say. However I would not recommend this book unless you are only interested in using it for a reference book. This is because after the author made his point in each chapter I found that all the back up to each point very repetitive and unnecessary. But the information and points are very useful and exceeded all of my expectations of the book for example the author explains why the reward of creating is more important than monetary rewards to us as people.

    2 out of 2 people found this review helpful.

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  • Posted February 6, 2010

    more from this reviewer

    What DRIVE might teach us about motivating bankers to more responsible (and profitable) behavior

    There's a lot of hand wringing about what will happen to the entire economy if the financial sector is reined in:
    * Will "under paid" (therefore presumably under qualified) bankers screw up the economy?
    * Will all the good financiers move to hedge funds, leaving our big banks in the hands of a bunch of brain-dead drones willing to work for a mere 25x their average company worker's wage?
    * Is limiting banker compensation the last nail in capitalism's coffin?

    In DRIVE, Mr Pink says Motivation 1.0 centered around survival. Sometimes survival meant stealing a meal or a spouse but eventually the human species figured out that cooperation was a less painful, more humane way to conduct ourselves, and Motivation 2.0 came into being.

    Motivation 2.0 centered around punishment and reward and "it is so deeply embedded in our lives that most of us scarcely recognize that it exists."

    "Despite its greater sophistication and higher aspirations, Motivation 2.0 still wasn't exactly ennobling. It suggested that, in the end, human beings aren't much different from horses -- that the way to get us moving in the right direction is by dangling a crunchier carrot or wielding a sharper stick. But what this operating system lacked in enlightenment, it made up for in effectiveness. It worked well, extremely well. Until it didn't."

    The Seven Deadly Flaws of Carrots and Sticks:
    1. They can extinguish intrinsic motivation
    2. They can diminish performance
    3. They can crush creativity
    4. They can crowd out good behavior
    5. They can encourage cheating, shortcuts, and unethical behavior
    6. They can become addictive
    7. They can foster short-term thinking

    This is not to say that carrots and sticks are always bad. DRIVE has a chapter on circumstances where punishment and rewards work very well, thank you very much. But we're headed full gallop into Motivation 3.0, which recognizes that while people are at times profit maximizers (and therefore extrinsically driven), we are also "purpose maximizers," which means we're motivated intrinsically as well.

    Mr Pink quotes Bruno Frey, an economist at the University of Zurich says "Intrinsic motivation is of great importance for all economic activities. It is inconceivable that people are motivated solely or even mainly by external incentives."

    DRIVE lists several highly successful business people who are driven by intrinsics to achieve and even asks us to ponder whether the intrinsically-motivated Warren Buffett and Oprah Winfrey are any less economically successful than Jeff Skilling and Donald Trump (whom most would agree are Motivation 2.0 poster boys).

    For more on this topic visit:

    2 out of 2 people found this review helpful.

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  • Anonymous

    Posted May 8, 2014

    Makes you think

    Stop reading after every main point and think back

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted January 2, 2013

    It's a thinker

    Pink reveals a lot of research about motivation and doe a very good job of simplifying his claim.
    It is a must read for businessmen and leaders. It can show us what the future holds and a little bit about how businesses are beginning to change.
    If you've ever listened to one of Pink's lectures, it almost reads like he is talking to you. A very simple style and minimal jargon.
    Reccomended reading for everyone.

    1 out of 1 people found this review helpful.

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  • Posted March 27, 2012

    Excellent - recommend it highly

    I am going to have my master's degree students read it! Short, simple, to the point. Stimulates a lot of questions and discussion.

    1 out of 1 people found this review helpful.

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  • Posted March 30, 2010

    more from this reviewer

    Dan Pink does it again!

    While I was in awe with "A whole new mind," Dan Pink did it again with "Drive." He talks about what truly motivates us. It's a great read for people who want to break out of the extrinsic rewards mold! It also gives people who are in a struggling situation. I recommend Dan Pink's books for all young people who "feel bad" about not having the perfect job or lifestyle. Reading Pink's books will give you hope to truly follow your own desires because in the end, this is most profitable!

    1 out of 1 people found this review helpful.

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  • Posted March 27, 2010

    I Also Recommend:

    A good read, insightful

    I thought the information was very good and helpful. However I thought it was about an hour's worth of information in a five hour effort

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted February 2, 2013


    Hey baby fingers her

    0 out of 5 people found this review helpful.

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  • Anonymous

    Posted January 5, 2013


    Hi jb

    0 out of 5 people found this review helpful.

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  • Anonymous

    Posted December 29, 2012

    Great book!

    This book shows where we find motivation, and he backs it up with scientific reasoning. Will read again!

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  • Anonymous

    Posted December 15, 2012


    Hey toms!!!!!!!

    0 out of 4 people found this review helpful.

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  • Anonymous

    Posted December 15, 2012


    He looked up at Sparktail and sniffed in her heat. He smiled and padded to her wrapping his tail around her.

    0 out of 3 people found this review helpful.

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  • Anonymous

    Posted August 20, 2012

    I dident even read one word

    I wanna do a game find the odd man out

    0 out of 12 people found this review helpful.

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  • Anonymous

    Posted July 16, 2012

    Tribute info continued

    Oh and im 13

    0 out of 4 people found this review helpful.

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  • Anonymous

    Posted July 14, 2012


    Tribute from 12
    Good runner and knife dueler

    0 out of 4 people found this review helpful.

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