{"id":48022,"date":"2021-08-30T11:11:00","date_gmt":"2021-08-30T15:11:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=48022"},"modified":"2021-09-09T15:18:25","modified_gmt":"2021-09-09T19:18:25","slug":"drive-by-daniel-h-pink","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/drive-by-daniel-h-pink\/","title":{"rendered":"Drive by Daniel H Pink: Book Overview"},"content":{"rendered":"\n<p>Are you feeling unmotivated in your job and life? Are you finding your current goals unsatisfying to keep working toward?<\/p>\n\n\n\n<p><em>Drive<\/em> by Daniel H. Pink believes your work structure is to blame. Historically, employers have motivated employees through financial rewards and kept workers on a tight leash. These principles worked well when people were primarily working in assembly lines, but today\u2019s creative work demands more: autonomy, mastery, and purpose.<\/p>\n\n\n\n<p>Below is a brief overview of the key points and takeaways. <\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Rewards and Punishments Are Outdated<\/strong><\/h2>\n\n\n\n<p>Why do people do what they do? What drives behavior? <\/p>\n\n\n\n<p>These are the questions that <em>Drive<\/em> by Daniel H. Pink attempts to answer. Understanding this is important for guiding your own behavior to <a href=\"https:\/\/www.shortform.com\/blog\/steps-to-achieve-your-goals\/\">achieve your goals<\/a>, and driving other people\u2019s behavior to meet the organization\u2019s goals.<\/p>\n\n\n\n<p>Starting with the basics: humans, like any other animal, have a foundational desire to survive. Thus we seek food, water, and shelter.<\/p>\n\n\n\n<p>On a higher level, we also seek reward and avoid punishment. Within management, this gave rise to the \u201ccarrots and sticks\u201d model &#8211; reward the behavior that you want, and punish the behavior you don\u2019t want.&nbsp;<\/p>\n\n\n\n<p>This system worked well in the era of industrialization. Because human work in factories was easy to measure, it was easy to see how work policies changed productivity. Pay a person more per widget they make, and that person will crank out more widgets. <strong>These extrinsic (or external) rewards work well for <\/strong><strong><em>routine <\/em><\/strong><strong>tasks.<\/strong><\/p>\n\n\n\n<p>But in the new information economy, this model is now outdated. <strong>The new economy requires thinking skills &#8211; creativity, collaboration, <a href=\"https:\/\/www.shortform.com\/blog\/how-to-think-long-term\/\">long-term thinking<\/a>.<\/strong> But research suggests extrinsic rewards harm all of these qualities:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Rewards decrease creativity and <a href=\"https:\/\/www.shortform.com\/blog\/narrow-focus\/\">narrow focus<\/a><\/li><li>Rewards encourage people to cheat, think short-term, and exploit the <a href=\"https:\/\/www.shortform.com\/blog\/what-is-incentive-meaning-and-definition-economics\/\">incentive<\/a> system<\/li><li>Rewards decrease <a href=\"https:\/\/www.shortform.com\/blog\/how-to-increase-intrinsic-motivation\/\">internal motivation<\/a> to do a good job<\/li><li>Rewards aren\u2019t enduring &#8211; people get used to them, and if you ever take them away, they\u2019ll stop the behavior<\/li><\/ul>\n\n\n\n<p>The model of extrinsic rewards also doesn\u2019t explain some trends, like people leaving well-paying jobs for lower-paying jobs they enjoy more. It doesn\u2019t explain why unpaid volunteers contribute tirelessly to Wikipedia.<\/p>\n\n\n\n<p>What\u2019s needed is a new, more complete model of human motivation.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Intrinsic Motivation<\/strong><\/h3>\n\n\n\n<p><strong><a href=\"https:\/\/www.shortform.com\/blog\/intrinsic-motivation-psychology\/\">Intrinsic motivation<\/a> is a desire to do something for internal satisfaction, not for external rewards.&nbsp;<\/strong><\/p>\n\n\n\n<p>Imagine a child playing with a toy. The child isn\u2019t being paid to play with it &#8212; curiosity and enjoyment are enough.&nbsp;<\/p>\n\n\n\n<p>As an adult, intrinsic motivation increases job performance in the long term. It\u2019s also more enduring &#8211; intrinsic motivation doesn\u2019t decay like external rewards do.<\/p>\n\n\n\n<p>Intrinsic motivation is made up of three components:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Autonomy: having a choice in what you do, and being self-driven<\/li><li>Mastery: wanting to get more skilled and be recognized for competency<\/li><li>Purpose: understanding why you\u2019re <a href=\"https:\/\/www.shortform.com\/blog\/how-to-do-hard-work\/\">doing the work<\/a>. Often centered around helping other people<\/li><\/ul>\n\n\n\n<p>A bit more about each component:<\/p>\n\n\n\n<p><strong>Autonomy<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>There are four major dimensions of autonomy:<ul><li>Over tasks: people can choose what they work on<\/li><li>Over time: people can choose when they work<\/li><li>Over technique: people can choose how they accomplish the goal<\/li><li>Over team: people can choose who they work with<\/li><\/ul><\/li><li>Different people prefer different mixes of these dimensions of autonomy.<\/li><li>Management guidance: People are naturally wired to be self-driven. Set the direction, trust people to do a good job, and then be hands-off.<\/li><\/ul>\n\n\n\n<p><strong>Mastery<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>People naturally want to get better at skills and be recognized for their skills.<\/li><li>To make faster progress on the path to mastery, conduct <strong><a href=\"https:\/\/www.shortform.com\/blog\/deliberate-practice-definition\/\">deliberate practice<\/a><\/strong>:<ul><li>Do challenging tasks that are at the limit of your ability, but not so hard that you will certainly fail.<\/li><li>Set clear goals for yourself.<\/li><li>Get fast feedback on how you\u2019re doing and what you can improve.<\/li><li>Keep doing the above consistently.<\/li><\/ul><\/li><li>Management guidance: apply the principles of deliberate practice to workers.<\/li><li>Striving for mastery is painful. There\u2019s no way around it. If it were so easy, we\u2019d all be masters of our craft.<\/li><\/ul>\n\n\n\n<p><strong>Purpose<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Understanding the purpose and impact of work is motivating.&nbsp;<\/li><li>A particularly common and especially motivating purpose is helping other people.<\/li><li>To promote purpose in the workplace:<ul><li>Explain <em>why <\/em>something needs to be done.<\/li><li>Set company values around deeper ideals like \u201chonor\u201d and \u201chelping the community\u201d rather than steril words like \u201cefficiency\u201d and \u201cvalue.\u201d<\/li><li>Allow workers to spend time on socially meaningful projects.<\/li><\/ul><\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Shortform Caveats<\/strong><\/h3>\n\n\n\n<p><em>Drive <\/em>has interesting ideas that seem true on introspection, but the book <strong>is very light in cited research, and heavy in anecdotes<\/strong>. The concepts in <em>Drive<\/em> originated in basic research, but many applications in management are only anecdotes \u2013 a certain company instituted 20% time, and lo and behold they started growing! Select anecdotes suffer heavily from bias and are relatively unconvincing.<\/p>\n\n\n\n<p>Furthermore, since its publication, <strong>several policies touted by the <\/strong><strong><em>Drive <\/em><\/strong><strong>book have received backlash or even been repealed<\/strong>. For instance, Google\u2019s famous 20% time has been repealed (we\u2019ll explain why later). Netflix offers unlimited vacation days, but workers sometimes complain that it sets unclear expectations that cause people to take <em>less<\/em> vacation. The policies cited in this book haven\u2019t been sufficiently proven to stand the test of time.<\/p>\n\n\n\n<p>Finally, one of the central premises of the book is that financial incentives don\u2019t do a great job of getting the behavior you want. But a vast volume of research has gone into the opposite, in demonstrating the effect of financial incentives in improving work. Like many management books, <em>Drive<\/em> doesn\u2019t do a complete enough job of exploring the opposing stance \u2013 in this case, surveying the<a href=\"http:\/\/faculty.chicagobooth.edu\/canice.prendergast\/research\/theprovisionofincentivesinfirms.pdf\"> vast<\/a><a href=\"http:\/\/psycnet.apa.org\/journals\/apl\/83\/5\/777\/\"> literature<\/a> on<a href=\"http:\/\/www.econ.yale.edu\/~dirkb\/teach\/pdf\/l\/lazear\/2000-performancepay.pdf\"> incentives<\/a>.&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Are you feeling unmotivated in your job and life? Are you finding your current goals unsatisfying to keep working toward? Drive by Daniel H. Pink believes your work structure is to blame. Historically, employers have motivated employees through financial rewards and kept workers on a tight leash. These principles worked well when people were primarily working in assembly lines, but today\u2019s creative work demands more: autonomy, mastery, and purpose. Below is a brief overview of the key points and takeaways.<\/p>\n","protected":false},"author":7,"featured_media":15928,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[40,9],"tags":[482],"class_list":["post-48022","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-books","category-psychology","tag-drive","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Drive by Daniel H Pink: Book Overview - Shortform Books<\/title>\n<meta name=\"description\" content=\"In &quot;Drive,&quot; Daniel Pink proposes a new model of motivation which he believes is a better fit for modern workplaces. 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