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HR Tech Europe 2013
The Future of Work
Daniel Pink
25 October 2013
What is going on?
What do we do
about it?
MY PRESENTATION

What is going on?

What do we do
about it?
What is going on?
From the Agriculture Age to the Conceptual Age
GTA (globalization, technology, affluence)
Conceptual Age
(creators and emp...
What do we do
about it?
“As long as the task involved only
mechanical skill, bonuses worked as
they would be expected: the higher
the pay, the bet...
But once the task called for “even
rudimentary [basic] cognitive skill,”
a larger reward “led to poorer
performance.”

D. ...
If-then
Great for
simple and short-term.
Not so great for
complex and long-term.
“Our results were quite
startling.”

TERESA M. AMABILE, ET AL, “Person and Environment in Talent
Development: The Case of ...
“The commissioned works were rated
as significantly less creative than the
noncommissioned works, yet they
were not rated ...
“Our [previous] sales salary
system felt like . . . a gigantic,
complex and medieval
spirograph centered on an
assumption ...
FACT:
Money is a
motivator.
3
AUTONOMY
MASTERY
PURPOSE
AUTONOMY
MASTERY
PURPOSE
Management
SHIP IT DAYS
FEDEX
“After our CEO declared ‘mobile’ was
key to our strategy, none of our
business units were able to change
direction on a di...
GENIUS HOUR
Andre Geim

Konstantin Novoselov
“If scaled up to the thickness of
plastic refrigerator wrap, a sheet
of graphene stretched over a
coffee cup could support...
FRIDAY EVENING
EXPERIMENTS
CARVE OUT TIME FOR
NON-COMMISSIONED
WORK
TRY A FEDEX DAY
(OR A GENIUS HOUR)
AUTONOMY AUDIT
How much autonomy
do you have over
your tasks at work -your main
responsibilities and
what you do in a
given day?
How much autonomy
do you have over your
team at work -- that is,
to what extent are you
able to choose the
people with who...
How much autonomy
do you have over your
time at work -- for
instance, when you
leave, when you
arrive, and how you
allocat...
How much autonomy
do you have over
your technique at
work -- how you
actually perform the
main responsibilities
of your jo...
www.danpink.com/audit
AUTONOMY
MASTERY
PURPOSE
“. . . making progress in meaningful
work.”

Teresa M. Amabile & Steven J. Kramer, The Progress Principle: Using Small Win...
FEEDBACK
MONTHLY
ONE-ON-ONES
Love & Loathe
Removing Barriers
Career Long Term
Check-ins
“A good and honest
conversation about how
they have done in the past
6 months.”
OFFICE HOURS
AUTONOMY
MASTERY
PURPOSE
Hand hygiene
prevents you from
catching diseases
Hand hygiene
prevents patients
from catching
diseases
Gel in, wash out
HOW

| WHY
Next week, have 2
fewer conversations
about “how” and
2 more about
“why.”
Purpose
&
purpose
“I felt I wasn’t
making a
__________.”
“I felt I wasn’t
making a
contribution.
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
Dan Pink Masterclass
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Transcript of "Dan Pink Masterclass"

  1. 1. HR Tech Europe 2013 The Future of Work Daniel Pink 25 October 2013
  2. 2. What is going on?
  3. 3. What do we do about it?
  4. 4. MY PRESENTATION What is going on? What do we do about it?
  5. 5. What is going on?
  6. 6. From the Agriculture Age to the Conceptual Age GTA (globalization, technology, affluence) Conceptual Age (creators and empathizers) Information Age (knowledge workers) Industrial Age (factory workers) Agriculture Age (farmers) 18th century 19th century 20th century 21st century
  7. 7. What do we do about it?
  8. 8. “As long as the task involved only mechanical skill, bonuses worked as they would be expected: the higher the pay, the better the performance.” D. ARIELY, U. GNEEZY, G. LOWENSTEIN, & N. MAZAR, Federal Reserve Bank of Boston Working Paper No. 05-11, July 2005; NY TIMES, 20 Nov. 08
  9. 9. But once the task called for “even rudimentary [basic] cognitive skill,” a larger reward “led to poorer performance.” D. ARIELY, U. GNEEZY, G. LOWENSTEIN, & N. MAZAR, Federal Reserve Bank of Boston Working Paper No. 05-11, July 2005; NY TIMES, 20 Nov. 08
  10. 10. If-then
  11. 11. Great for simple and short-term.
  12. 12. Not so great for complex and long-term.
  13. 13. “Our results were quite startling.” TERESA M. AMABILE, ET AL, “Person and Environment in Talent Development: The Case of Creativity,” (1993)
  14. 14. “The commissioned works were rated as significantly less creative than the noncommissioned works, yet they were not rated as different in technical quality.” TERESA M. AMABILE, ET AL, “Person and Environment in Talent Development: The Case of Creativity,” (1993)
  15. 15. “Our [previous] sales salary system felt like . . . a gigantic, complex and medieval spirograph centered on an assumption that wasn’t true.” NEIL DAVIDSON, CO-FOUNDER, RED GATE SOFTWARE
  16. 16. FACT: Money is a motivator.
  17. 17. 3
  18. 18. AUTONOMY MASTERY PURPOSE
  19. 19. AUTONOMY MASTERY PURPOSE
  20. 20. Management
  21. 21. SHIP IT DAYS FEDEX
  22. 22. “After our CEO declared ‘mobile’ was key to our strategy, none of our business units were able to change direction on a dime, but our employees using 10 percent time created seven mobile apps before any other formally funded mobile projects even got started.” ROY ROSIN, recently departed Vice President for Innovation, Intuit
  23. 23. GENIUS HOUR
  24. 24. Andre Geim Konstantin Novoselov
  25. 25. “If scaled up to the thickness of plastic refrigerator wrap, a sheet of graphene stretched over a coffee cup could support the weight of a truck bearing down on a pencil point.” Dennis Overbye, “Physics Nobel Honors Work on Ultra-Thin Carbon,” New York Times, 5 October 2010
  26. 26. FRIDAY EVENING EXPERIMENTS
  27. 27. CARVE OUT TIME FOR NON-COMMISSIONED WORK
  28. 28. TRY A FEDEX DAY (OR A GENIUS HOUR)
  29. 29. AUTONOMY AUDIT
  30. 30. How much autonomy do you have over your tasks at work -your main responsibilities and what you do in a given day?
  31. 31. How much autonomy do you have over your team at work -- that is, to what extent are you able to choose the people with whom you typically collaborate?
  32. 32. How much autonomy do you have over your time at work -- for instance, when you leave, when you arrive, and how you allocate your hours each day?
  33. 33. How much autonomy do you have over your technique at work -- how you actually perform the main responsibilities of your job ?
  34. 34. www.danpink.com/audit
  35. 35. AUTONOMY MASTERY PURPOSE
  36. 36. “. . . making progress in meaningful work.” Teresa M. Amabile & Steven J. Kramer, The Progress Principle: Using Small Wins to Ignite Joy Engagement and Creativity at Work (2011)
  37. 37. FEEDBACK
  38. 38. MONTHLY ONE-ON-ONES
  39. 39. Love & Loathe Removing Barriers Career Long Term Check-ins
  40. 40. “A good and honest conversation about how they have done in the past 6 months.”
  41. 41. OFFICE HOURS
  42. 42. AUTONOMY MASTERY PURPOSE
  43. 43. Hand hygiene prevents you from catching diseases
  44. 44. Hand hygiene prevents patients from catching diseases
  45. 45. Gel in, wash out
  46. 46. HOW | WHY
  47. 47. Next week, have 2 fewer conversations about “how” and 2 more about “why.”
  48. 48. Purpose & purpose
  49. 49. “I felt I wasn’t making a __________.”
  50. 50. “I felt I wasn’t making a contribution.
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