Daniel Pink is a best-selling non-fiction author who has written a quick read book on motivation in the workforce titled Drive: The Surprising Truth About What Motivates Us.
Non-fiction books can be uninteresting and difficult to get read and, Drive is neither, as evidenced by the fact that it was on the top of the New York Times best seller list for 159 weeks. Daniel Pink has authored a number of books, hosted a series on PBS on behavior science, and frequently is a guest on National Public Radio. His articles have appeared in numerous publications including the New York Times, and Harvard Business Review and the Thinkers50, located in London, named him one of the top 10 business thinkers in the world. Pink’s talks on motivation are some of …show more content…
External motivators such as the carrot-stick approach, or extrinsic motivation is an old school approach, which is not relevant to today’s society. Not only is the carrot-stick, or reward and punishment outdated method, but also it can actually do more harm than good if exclusively utilized. According to Pink if you give human beings the ability to achieved autonomy (ability to be self directed and make their own decisions), provide an opportunity to achieve mastery (the desire to get better at something that matters), and create a sense of purpose (seek a cause larger oneself) there will be little need for external …show more content…
He creates a guide for ways that individuals can increase their motivation. He says to start with asking yourself, “the big question: What’s your sentence?” (48) Translated: what’s your purpose, what’s your mission statement, how would you want to be remembered. Self-evaluation along the way is critical, as well as setting goals that are both large and small, so you learn to develop sense of accomplishment. Then commit to mastery by practicing, and repetition and, seek feedback. The process of mastery is difficult, but as Pink points out that’s why it works, and that is why those who are successful rise to the top. Motivation within a company can be improved by giving your employees autonomy; one way to accomplish this is by trying “20 percent time”. “20 percent time” is an interesting concept where organizations encourage employees to spend one-fifth of their workweek hours working on any project they want. While all companies may not be willing to commit to something this big, most can commit to some form of it. I know I have wasted an hour or two and probably much more than that a week. Who knows what next big idea may develop if time was set aside to work on whatever interested you. The nice thing about Pink’s toolkit is that you can read those parts, which interest you and decide what interests you apply to your
Non-fiction books can be uninteresting and difficult to get read and, Drive is neither, as evidenced by the fact that it was on the top of the New York Times best seller list for 159 weeks. Daniel Pink has authored a number of books, hosted a series on PBS on behavior science, and frequently is a guest on National Public Radio. His articles have appeared in numerous publications including the New York Times, and Harvard Business Review and the Thinkers50, located in London, named him one of the top 10 business thinkers in the world. Pink’s talks on motivation are some of …show more content…
External motivators such as the carrot-stick approach, or extrinsic motivation is an old school approach, which is not relevant to today’s society. Not only is the carrot-stick, or reward and punishment outdated method, but also it can actually do more harm than good if exclusively utilized. According to Pink if you give human beings the ability to achieved autonomy (ability to be self directed and make their own decisions), provide an opportunity to achieve mastery (the desire to get better at something that matters), and create a sense of purpose (seek a cause larger oneself) there will be little need for external …show more content…
He creates a guide for ways that individuals can increase their motivation. He says to start with asking yourself, “the big question: What’s your sentence?” (48) Translated: what’s your purpose, what’s your mission statement, how would you want to be remembered. Self-evaluation along the way is critical, as well as setting goals that are both large and small, so you learn to develop sense of accomplishment. Then commit to mastery by practicing, and repetition and, seek feedback. The process of mastery is difficult, but as Pink points out that’s why it works, and that is why those who are successful rise to the top. Motivation within a company can be improved by giving your employees autonomy; one way to accomplish this is by trying “20 percent time”. “20 percent time” is an interesting concept where organizations encourage employees to spend one-fifth of their workweek hours working on any project they want. While all companies may not be willing to commit to something this big, most can commit to some form of it. I know I have wasted an hour or two and probably much more than that a week. Who knows what next big idea may develop if time was set aside to work on whatever interested you. The nice thing about Pink’s toolkit is that you can read those parts, which interest you and decide what interests you apply to your