Drive.2.pptx A presentation of Daniel Pink's book.

A presentation of the argument in Daniel Pink's book DRIVE. The book is oriented toward business, but the discussion is about intrinsic motivation and conditions for people to find a sense of flow as they work.

1. Carrots and sticks What do you have in your life?

2. Carrots and sticks What do you have in your life? Motivation 2.0

3. Societies also have operating systems. The laws, social customs, and economic arrangements that we encounter each day sit atop a layer of instructions , protocols, and suppositions about how the world works. And much of our societal operating system consists of a set of assumptions about human behavior . 1 st Drive….biological…..Motivation 1.0….hunter-gatherers 2nd Drive more than the sum of our parts Motivation 2.0 Workers were like parts in a complicated machine. Reward behavior.

4. Motivation 2.0 The way to improve performance, increase productivity, and encourage excellence is to reward the good and punish the bad. Need more supervisors to watch workers’ activities Work is repetitive, boring, algorthmic People are like horses EFFECTIVE management, until it wasn’t effective What’s next?

5. Maslow Remember the pyramid?? Explains people have other needs, other desires to meet at work Motivation 2.1 Slight adjustments but no big changes

6. Motivation 2.0 failures Profit-maximization ===  Purpose -maximizers creativity

7. Motivation 2.0 failures Purpose rational/ not rational Money experiment Not just rational…. fair-minded, honest, civic-minded

8. Motivation 2.0 failures How we work: Motivation 2.0 new motivation Algorithmic : Heuristic: repetitive creative Boring always different needs a stick, supervisor self-directed enjoyable complex New jobs…… 30% Motivation 2.0 70% new Vocation Vacations

9. Lessons learned.... adding rewards to tasks can lead to poor results (27) sometimes even the biggest reward has the worst result rewards narrow our focus; everything not rewarded matters less working for yourself brings more joy (29), so do work you really like rewards can undermine creative or altruistic processes GOALS that people set for themselves to attain mastery ==> generally healthy GOALS set by others (sales quotas, standardized test scores) ==> “dangerous side effects” “ADDICTIVE” nature of rewards ..... once offered, cannot leave (34) ==> risky choices and mistakes from greater risk ==> more short-term and focused thinking

10. Lessons learned.... If you offer rewards, .... when the rewards run out, the desired action stops ....once the target level is reached, then people stop working Start with a healthy baseline.....make sure salaries and benefits are fair. A routine task will benefit from rewards. A task requiring creativity will not. (41) A reward can be offered for a creative accomplishment, but it should be UNEXPECTED and SURPRISING. (43) Use NONTANGIBLE rewards, praise and feedback. Be specific about what you find praiseworthy.