Drive: The Surprising Truth About What Motivates Us by Daniel H. PinkForget everything you thought you knew about how to motivate people—at work, at school, at home. Its wrong. As Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others) explains in his paradigm-shattering book Drive, the secret to high performance and satisfaction in todays world 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 our lives. He demonstrates that while the old-fashioned carrot-and-stick approach worked successfully in the 20th century, its precisely the wrong way to motivate people for todays challenges. In Drive, he reveals the three elements of true motivation:
*Autonomy—the desire to direct our own lives
*Mastery—the urge to get better and better at something that matters
*Purpose—the yearning to do what we do in the service of something larger than ourselves
Along the way, he takes us to companies that are enlisting new approaches to motivation and introduces us to the scientists and entrepreneurs who are pointing a bold way forward.
Drive is bursting with big ideas—the rare book that will change how you think and transform how you live.
Motivation - Pink (Three Elements of Intrinsic Motivation)
Download this podcast. Dan, thanks for taking the time to talk to us. DANIEL PINK: Well, I guess what surprised me the most was these kind of motivators that we take pretty much a given, that you know, if you reward something, you get more of that behavior, if you punish, you get less of it. That turns out to be not true in a surprisingly wide band of circumstances. And a lot of the research that I looked at in this book— and to write it, I looked at about 40 or 50 years of research in behavioral science— it really overturned a lot of my own preset notions about why we do what we do.
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Dan Pink: The Surprising Science of Motivation
His book - Drive: the Surprising Truth About What Motivates Us - was published in and very quickly became a bestseller with its focus on the importance and effectiveness of three intrinsic elements to motivation at work: autonomy, mastery and purpose. Pink argues that the evidence of scientific studies on motivation and rewards suggests that, for any work task that involves most than the most basic cognitive challenge, basic financial reward systems simply do not work. In fact, they can lead to worse performance. These can be considered as "external" methods of motivation. They are simple and they still work. He accepts that money is a motivator at work, but once people perceive that they are paid fairly, then they become much more motivated by intrinsic elements. Once people are paid fairly, they look for more from their work.
From Daniel H. Pink, the author of the bestselling A Whole New Mind , comes a paradigm-shattering look at what truly motivates us and how we can use that knowledge to work smarter and live better. Most of us believe that the best way to motivate ourselves and others is with external rewards like money—the carrot-and-stick approach. 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. In Drive , he examines the three elements of true motivation—autonomy, mastery, and purpose—and offers smart and surprising techniques for putting these into action.
Drive is the fourth non-fiction book by Daniel Pink. The book was published on December 29, by Riverhead Hardcover. In the text, he argues that human motivation is largely intrinsic , and that the aspects of this motivation can be divided into autonomy , mastery , and purpose. Based on studies done at MIT and other universities,  higher pay and bonuses resulted in better performance ONLY if the task consisted of basic, mechanical skills. It worked for problems with a defined set of steps and a single answer.