DRIVE – The Surprising Truth about What Motivates Us
Author: Daniel H. Pinkout of 10 OVERVIEW: The evolution of motivation has finally changed after thousands of years, from “carrots” to self-actualization and intrinsic reward. Shocking! Drive is a book that is far beyond a business book. The book is universally relevant to all people who are involved with business, life, and relationships. The author Daniel Pink describes how motivation is very similar to the OS or Operating System of a computer. An operating system is the brains or the engine of a computer that make it run. All human decisions have been made with a motivation as the catalyst. In the beginning of time we ran off ‘Motivation 1.0’. Motivation 1.0 is the need for food, thirst, survival and sex. It was the most basic of needs to survive and that was the primary motivation to humans. It is my assumption that he believes in evolution. So if there were caveman, then motivation 1.0 existed. If you don’t believe in caveman then you can skip motivation 1.0. As we became more civilized our motivation 1.0 wasn’t compatible with the needs of the modern day. The world upgraded to motivation 2.0. Motivation 2.0 was based on punishment and reward. Pink compared it to Newton’s First Law; I paraphrase, “things in motion tend to stay in motion and things not in motion tend not to be in motion unless acting on by another force.” For the last 200 years American business, parental guidance, and organizations were primarily built on motivation using carrots. Like the turtle that would continue to walk as long as the carrot was continually dangling in front of him. Recognition, bonuses, and rewards in business and at home may cause less effective outcomes than what the upgraded motivation 3.0 can offer. Motivation 3.0 I can only describe as finding joy in work itself. When money or physical rewards are out of the equation people perform at the highest level. Don’t get me wrong, I believe Motivation 2.0 has its place. But science has proven that when you compensate someone for performing a work, in many cases it will turn from a hobby, into a job. Tests have shown higher performance, better focus, and better results when work is performed for the pure love of it. So the next time you think giving allowance to your children for a chore or a bonus to your employee for a good deed, try picking up this book. The book goes into much more detail to show where motivation 2.0 and motivation 3.0 are appropriate. MY NOTES: Motivation 1.0: natural drive for survival. (Instinct)
Motivation 2.0: seek reward and avoid punishments.
Motivation 3.0: intrinsic value for work performed
- Wikipedia proves Maslow’s theory. People contribute without motivation 2.0. (intrinsic motivation)
- Wikipedia dwarfs any physical encyclopedia. It is all done with free labor. They destroyed Microsoft Encarta by putting them out of business, using non-professionals who are unpaid.
“Humans are predictably irrational”
- We can no longer rely wholly on Motivation 2.0. Machines are replacing all mundane tasks that were so prevalent 100 years ago.
- Heuristic work is now required. Work that doesn’t follow a formula. We must use our own intellect that only humans have.
- Work that is repetitive will benefit from Motivation 2.0. But machines are quickly replacing those jobs
Possible negative consequences to Allowance, Reward, Recognition and Bonuses
- Don’t get me wrong, these rewards have their place. But we rarely think there are negative consequences.
- Typically when you are paid for an activity you lose interest.
- Many jobs shouldn’t be financially rewarded. Like blood drives, they do better when no reward is given.
- Rewards can cause unethical behavior and unwarranted risk.
- Rewards can commonly cause shortcuts that will eventually cause cutting corners.
- Rewards can cause expectation and an assumption that task is undesirable
- Do not pay allowance for chores. Pay a commission.
‘Management’ could very well limit potential. If you manage your people it could mean you’re limiting their potential or they’re not the right person for the job. Be a Leader!Instead of “you need to” or “you should” into “consider” or “think about”. The critical question is not, “How can I achieve?” but “What can I contribute?”