Like this: Like Loading September 10, What caught my attention is […] Loading Do we still need managers? A post by Sergio G. September 11, December 30, January 6, April 17, Why not leaving a comment? Cancel reply. Previous Post Previous Post. Next Post Next Post. Societies have operating systems just like computers. Many organizations, cultures and even families, operate on an old, out-of-date motivation operating system that built around external rewards and punishments.
It worked well. As humans formed more complex societies, bumping up against strangers and needing to cooperate in order to get things done, an operating system based purely on the biological drive was inadequate.
In fact, sometimes we needed ways to restrain this drive—to prevent me from swiping your dinner and you from stealing my spouse. And so in a feat of remarkable cultural engineering, we slowly replaced it with Motivation 2.
At the core, humans are more than the sum of our biological urges. But what this operating system lacked in enlightenment, it made up for ineffectiveness. It worked well—extremely well. This is motivation 2. Below that motivation 1. The problem with motivation 2. What it also does is destroy the more valuable motivation within: the intrinsic motivation.
Motivation 2. That worked fine for routine tasks but incompatible with how we organize what we do, how we think about what we do, and how. We need an upgrade. Motivation 3. Extrinsic Type X is a high risk of becoming unfulfilled.
It is reaching for the external; material validation and satisfaction. Intrinsic motivation Type I behavior leads to greater health and vitality, a higher probability of fulfillment and stronger performance.
By default, we all want to be free. We want to be the architects of our own lives and be able to self-direct our own destinies. Unfortunately, in many organizations, they have outdated notions of management that lead people from Type I to Type X. When Atlassian, an Australian software company, allowed their programmers to have a complete day of freedom they were paid to work on whatever code they wanted with whomever they wanted , they came up with several new product ideas and dozens of creative solutions to existing problems.
But beyond that, money is not a motivator. By giving yourself and others a degree of flexibility within a rigid framework with a choice of tasks, free time to work on side projects, choice of technique, and the opportunity to pick team members, you will spark the intrinsic drive of autonomy.
People need autonomy over what they do, when they do it and how they do it. One quick example is Google. Google allows employees to have autonomy. One-fifth of their working hours are for working on any project that they want. This autonomy has created great things like Gmail, Google News, and so much more. Control leads to compliance and autonomy leads to engagement. Whereas motivation 3. Engagement is what produces mastery. When Swedish shipping company, Green Cargo, wanted to overhaul their performance review process, they implemented a key finding by psychologist Mihaly Csikszentmihalyi: when workers are given tasks slightly above their current skill level and stay in a state between boredom and anxiety, they are more engaged, more motivated to work, and more creative.
He is an engaging writer, who challenges and provokes. Pink makes a strong, science-based case for rethinking motivation—and then provides the tools you need to transform your life.
Corporate boards, in fact, could do well by kicking out their pay consultants for an hour and reading Pink's conclusions instead. If Pink's proselytizing helps persuade employers to make work more fulfilling, Drive will be a powerhouse. Pink's advice, then so much the better.
To Sell is Human is chock full of stories, social science, and surprises. All leaders - at least those who want to 'move' people - should own this book. Don't forget to forward your receipt to [email protected] to get exclusive access to to the thank you event.
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