Drive: The Surprising Truth About What Motivates Us

by Daniel H. Pink

The researchers divided the children into three groups. The first was the “expected-award” group. They showed each of these children a “Good Player” certificate—adorned with a blue ribbon and featuring the child’s name—and asked if the child wanted to draw in order to receive the award. The second group was the “unexpected-award” group. Researchers asked these children simply if they wanted to draw. If they decided to, when the session ended, the researchers handed each child one of the “Good Player” certificates. The third group was the “no-award” group. Researchers asked these children if they wanted to draw, but neither promised them a certificate at the beginning nor gave them one at the end. Two weeks later, back in the classroom, teachers set out paper and markers during the preschool’s free play period while the researchers secretly observed the students. Children previously in the “unexpected-award” and “no-award” groups drew just as much, and with the same relish, as they had before the experiment. But children in the first group—the ones who’d expected and then received an award—showed much less interest and spent much less time drawing.2 The Sawyer Effect had taken hold. Even two weeks later, those alluring prizes—so common in classrooms and cubicles—had turned play into work. To be clear, it wasn’t necessarily the rewards themselves that dampened the children’s interest. Remember: When children didn’t expect a reward, receiving one had little impact on their in...

Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.

competence, autonomy, and relatedness.

Type X behavior is fueled more by extrinsic desires than intrinsic ones.

ROWE—a results-only work environment.

I’m convinced it’s the latter—that our basic nature is to be curious and self-directed.

self-direction

self-determination theory (SDT).

“Autonomous motivation involves behaving with a full sense of volition and choice,”

“The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote.” TOM KELLEY General Manager, IDEO

The science shows that the secret to high performance isn’t our biological drive or our reward-and-punishment drive, but our third drive—our deep-seated desire to direct our own lives, to extend and expand our abilities, and to live a life of purpose.

What’s your sentence?

“Lead with questions, not answers.” “Engage in dialogue and debate, not coercion.” “Conduct autopsies, without blame.” “Build ‘red flag’ mechanisms.” In other words, make it easy for employees