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| Original Title: | Drive: The Surprising Truth About What Motivates Us |
| ISBN: | 1594488843 (ISBN13: 9781594488849) |
| Edition Language: | English |
Daniel H. Pink
Hardcover | Pages: 242 pages Rating: 3.95 | 88695 Users | 4196 Reviews
Be Specific About Regarding Books Drive: The Surprising Truth About What Motivates Us
| Title | : | Drive: The Surprising Truth About What Motivates Us |
| Author | : | Daniel H. Pink |
| Book Format | : | Hardcover |
| Book Edition | : | Deluxe Edition |
| Pages | : | Pages: 242 pages |
| Published | : | December 29th 2009 by Riverhead Books |
| Categories | : | Nonfiction. Business. Psychology. Leadership. Self Help. Personal Development. Management |
Description During Books Drive: The Surprising Truth About What Motivates Us
The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivationMost 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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Ratings: 3.95 From 88695 Users | 4196 ReviewsArticle Regarding Books Drive: The Surprising Truth About What Motivates Us
This book comes with its own summary a very handy thing:COCKTAIL PARTY SUMMARYWhen it comes to motivation, theres a gap between what science knows and what business does. Our current business operating systemwhich is built around external, carrot-and-stick motivatorsdoesnt work and often does harm. We need an upgrade. And the science shows the way. This new approach has three essential elements: (1) Autonomythe desire to direct our own lives; (2) Masterythe urge to get better and better atWhat frustrates me is the main premise has a contradiction that is never addressed. He begins the book with some research on monkeys that demonstrated an innate interest in solving puzzles. He then goes on to describe his big premise which is that we are are in the midst of a major motivational shift. First our motivation was our biological drives. Then came a period of motivation from structure and oversight. And now we want autonomy to determine our own motivation. But Pink's presentation on
I did so like learning about the difference between type I and X people. At some point in my life I was type X because I believed external stuff, such as money or recognition, would bring me happiness. But now I am a little more type I because I like to share my knowledge with other people in my life, especially my brother, and I choose to build upon my goals and accomplishments to challenge myself instead of to prove myself to someone. My own internal motivations are at play. I still have so,
This book has been on my "to read" shelf for some time, and while I had read some excerpts, understood the general ideas and seen the excellent RSA Animate excerpt (http://goo.gl/zH1QH), there is far more here than is generally summed up.This book became extremely interesting because it was juxtaposed with a discussion of Walter Isaacson's biography of Steve Jobs published shortly after his death. A coworker not known for his managerial skills but who is respected for his results read the Jobs
In his essay about the spate of new books dealing with the effects of the internet on culture in a recent New Yorker (http://www.newyorker.com/arts/critics...), Adam Gopnik separates observers into three camps: the Never-Betters, the Better-Nevers, and the Ever-Wasers. Daniel Pink, as readers of his previous A Whole New Mind, will guess, is a Never-Better type, seriously optimistic about our potential and the odds of achieving it. While Drive isnt specifically about what the Internet is doing to
In Drive, Daniel H. Pink suggests that there is a gap between what "science knows and what business does." I was not shocked to learn that this gap exists, and I attributed Pink's decision to emphasize the existence of this gap to what I believe is the author's drive to attract corporate speaking engagements, consultancies, and Op/Ed articles in national newspapers. If he's lucky, he could maybe land a job as a pundit. Ostensibly, Pink's purpose is to share the "surprising truth about what
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
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