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Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
Drive by Daniel Pink
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Drive by Daniel Pink

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In this show you will learn everything about what motivates your employees, and more importantly, people! …

In this show you will learn everything about what motivates your employees, and more importantly, people!

Absolutely watch this show if you are struggling to motivate your children, students, or employees, and need a fresh outlook on human motivation

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  • 1. MainTakeAway: Drive By Daniel Pink
  • 2. In This Video You Will Learn how the Carrot and the Stick is not whatMotivates People, What Intrinsically Motivates Your Employees (and People in General), How to Manage People and Get Them to Produce Your Desired Outcome, and Everything About what Motivates People
  • 3. RewardsWhen Money is Used as an External Reward for Some Activity, the Subjects Lose Intrinsic Interest for the Activity Rewards can Deliver a Short-Term Boost – Justas a Jolt of Caffeine can keep You Cranking for aFew More Hours. But the Effect Wears off – and, worse, can Reduce a Person’s Longer-Term Motivation to Continue the Project.
  • 4. Intrinsic Motivation Human Being Have an Inherent Tendency to SeekOut Novelty and Challenges, to Extend and Exercise Their Capacities, To Explore, and to Learn. But thisThird Drive was More Fragile Than the Other Two; It Needed the Right Environment to SurviveOne Who Is Interested in Developing and Enhancing Intrinsic Motivation in Children, Employees,Students, Etc., Should Not Concentrate on External- Control Systems Such as Monetary Rewards
  • 5. Most Pervasive Driver? Lakhani and Wolf Uncovered a Range ofMotives, but They Found that Enjoyment-Based Intrinsic Motivation, Namely How Creative APerson Feels when Working on a Project, is the Strongest and Most Pervasive DriverThe Fun of Mastering the Challenge of a GivenSoftware Problem and the Desire to Give a Gift to the Programmer Community
  • 6. The Study of People “Economics isn’t the Study of Money. It is the Study of Behavior. In the Course of a Day, Each of Us WasConstantly Figuring the Cost/Benefits of Our Actions and then Deciding how to Act. Economists Studied WhatPeople Did, Rather than What We Said.” – Bruno Frey, An Economist at the University of ZurichAn Algorithmic Task is One in Which you Follow a Set of Established Instructions Down a Single Pathway to OneConclusion. That is, There’s an Algorithm for Solving it. A Heuristic Task is the Opposite. Precisely Because No Algorithm Exists for it, You Have to Experiment w/ Possibilities and Devise a Novel Solution
  • 7. “People Have to Earn a Living. Salary, Contract Payments, Some Benefits, A Few Perks are What I call “Baseline Rewards.” If Someone’s Baseline Rewards aren’t Adequate or Equitable, Her Focus Will Be On the Unfairness of Her Situation and the Anxiety of Her Circumstance. You’ll Get Neither the Predictability of Extrinsic Motivation nor the Weirdness of Intrinsic Motivation. You’ll Get Very Little Motivation at All. But Once We’re Past that Threshold, Carrots and Sticks can Achieve Precisely the Opposite of their Intended Aims. Mechanisms Designed to Increase Motivation canDampen It. Tactics Aimed to Boost Creativity can Reduce It. Meanwhile, Instead of Restraining Negative Behavior, Rewards and Punishments Can Often Set It Loose – and Give Rise to Cheating, Addiction, and Dangerously Myopic Thinking
  • 8. The Rewards Paradox Rewards, by their Very Nature, Narrow Our Focus. That’sHelpful When There’s A Clear Path to a Solution. They Help Us Stare Ahead and Race Faster.The Less Evidence of Extrinsic Motivation During Art School,the More Success in Professional Art Both Several Years after Graduation and nearly 20 Years LaterThose Artists Who Pursued Their Paining and Sculpture More for the Pleasure of Activity Itself than for Extrinsic Rewards Have Produced Art that Has Been Socially Recognized as Superior. It is Those Who are Least Motivated to Pursue Extrinsic Rewards Who Eventually Receive Them
  • 9. The Carrot and the StickBy Offering a Reward, a Principal Signals to the Agent thatthe Task is Undesirable.7 Deadly Flaws of The Carrot and the Stick1. The Can Extinguish Intrinsic Motivation2. They Can Diminish Performance3. They Can Crush Creativity4. They Can Crowd Out Good Behavior5. They Can Encourage Cheating, Shortcuts, and Unethical Behavior6. They Can Become Addictive7. They Can Foster Short-Term Thinking
  • 10. Your Best Approach is to Have Already Established the Conditions of a Genuinely Motivating Environment. The Baseline Rewards Must BeSufficient. That is, the Team’s Basic CompensationMust Be Adequate and Fair – Particularly Compared w/ People Doing Similar Work for Similar Companies. Your Nonprofit Must be a Congenial Place to Work. And the People on you Team Must have Autonomy, They must Have Ample Opportunity to Pursue Mastery, and their Daily Duties Must Relate to a Larger Purpose. If these Elements are in Place, the Best Strategy is to Provide a Sense of Urgency and Significant – and then Get out of Talent’s Way
  • 11. Psychological Needs We Have 3 Innate Psychological Needs – Competence,Autonomy, and Relatedness. When those Needs are Satisfied, We’re Motivated, Productive, and Happy. When They’re Thwarted, Everything Plummets.When People Use Rewards to Motivated, That’s When They’re Most Demotivating. Instead, Deci and Ryan say we Should Focus Our Efforts on Creating Environments for Our Innate Psychological Needs to Flourish Hundreds of Research papers Point to the Same Conclusion.Humans Beings have an Innate Drive to Be Autonomous, Self- Determined, and Connected to One Another.
  • 12. What Motivation Do You Have?People Oriented Toward Autonomy and Intrinsic Motivation have Higher Self-Esteem, Better Interpersonal Relationships, and Greater General Well-Being than Those who are Extrinsically Motivated. By Contrast, People Whose Core Aspirations are Type X Validations such as Money, Fame, or Beauty Tend to Have Poorer Psychological Health.
  • 13. Managing People Resist the Temptation to Control People – and Instead do Everything We Can To Reawaken their Deep-Seated Sense of AutonomyA Sense of Autonomy has a Powerful Effect on Individual Performance and Attitude. According to a Cluster of Recent Behavioral Science Studies, Autonomous Motivation Promotes Greater Conceptual Understanding, Better Grades, Enhanced Persistence at School and in Sporting Activities, and Greater Levels of Psychological Well-Being Researchers at Cornell University Studies 320 Small Businesses, Half ofWhich Granted Workers Autonomy, the Other Half Relying on Top-DownDirection. The Businesses That Offered Autonomy Grew at 4s the Rate of the Control-Oriented Firms and had One-Third the Turnover.
  • 14. Being In Flow“Throughout my Athletics Career, the Overall Goal was Always to Be a Better Athlete than I was at that Moment – whetherNext Week, Next Month, or Next year. The Improvement was the Goals. The Medal was Simply the Ultimate Reward forAchieving that Goal.” – Sebastian Coe Middle-Distance Runner and 2-time Olympic Gold Medal Winner In Flow, the Relationship Between What a Person Had to Doand what He Could Do was Perfect. The Challenge Wasn’t tooEasy. Nor was it too Difficult. It was a Notch or Two Beyond His Current Abilities, Which Stretched the Body and Mind in a Way that Made the Effort Itself the Most Delicious Reward. That Balance Produced a Degree of Focus and Satisfaction
  • 15. Effort Those Who did the Best Typically Spend theMost Time and Effort on the Mundane ActivitiesEffort is One of the Things that Gives Meaning to Life. Effort means you Care About Something, that Something is Important to You and You are Willing to Work for It.Mastery is an Asymptote (A Continuous Process)
  • 16. Purpose Pursue Purpose – and Use Profit as the Catalyst Rather than the Objective. A Healthy Society – and Healthy BusinessOrganization – Begins w/ Purpose and ConsidersProfit a Way to Move Toward that End or a Happy By-Product of its Attainment.At the End of Each Day, Ask Yourself Whether You Were Better Today than You Were Yesterday
  • 17. Becoming EffectiveSeek Constant, Critical Feedback. If you Don’t Know How You’re Doing, You Won’t Know what toImprove. Focus Ruthlessly on where You Need Help Get Compensation Right – and then Get it Out ofSight. Effective Organizations Compensate People in Amounts and IN Ways that Allow Individuals to Mostly Forget about Compensation and Instead Focus on the Work Itself
  • 18. Getting Compensation RightThe Most Important Aspect of any CompensationPackage is Fairness. And here, Fairness Comes in Two Varieties – Internal and External. InternalFairness Means Paying People Commensurate w/their Colleagues. External Fairness Means Paying People in Line w/ Others Doing Similar Work in Similar Companies.Paying Great People a Little More than the MarketDemands, Akerlof and Yellen found, Could Attract Better Talent, Reduce Turnover, and Boost Productivity and Morale
  • 19. 4 Practices for a Culture where Self-Motivation can Flourish1. Lead w/ Questions, Not Answers2. Engage in Dialogue and Debate, not Coercion3. Conduct Autopsies, without Blame4. Build ‘Red Flag’ MechanismsIn Other Words, Make it Easy for Employees and Customersto Speak up When They Identify a Problems
  • 20. What’s Your TakeAway?Click On the Link Below to Get It on AmazonShare This Info w/ Someone Who Needs It Tweet @MainTakeAway Share a Comment Below
  • 21. Drive On Amazon• Rated 4.3/5 Stars by 333 People• Click on the Link Below to Buy: – New $10.88 – Used $9.09

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