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Zusammenfassung von Drive (New Version)

Name: Drive (New Version)
Rating: 4.6 (570 reviews)
Author: Daniel Pink

Daniel Pink

The Surprising Truth About What Motivates Us

4.6 (570 Bewertungen)

23 Min.

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What’s in it for me? Learn about the benefits of intrinsic motivation.

You might have heard the term intrinsic motivation before. It’s the idea that people engage in an activity not because someone forces them to, but because they actually want to. Maybe they simply enjoy what they do or find it personally rewarding. In any case, the motivation is internal. It’s personal. There isn’t an outside source influencing anything through material rewards or punishments.

But while intrinsic motivation sounds – and is – wonderful, in many organizations it’s simply not the reality. There’s not enough passion or inherent satisfaction driving workers in their jobs. Extrinsic motivation, or reward-driven behavior, still reigns supreme.

But why is this? Do we just not enjoy what we’re doing, or is there something more to it? This is the question we’ll be aiming to answer in this Blink to Daniel Pink’s Drive.

The discovery of intrinsic motivation

In 1949, a professor of psychology called Harry Harlow gave eight Rhesus monkeys a mechanical puzzle. Their assignment was to pull out a pin and lift a hinge – not exactly what you’d call an easy task for a monkey. Harlow expected that the monkeys wouldn’t concern themselves with it. After all, the experiment was set up so that the primates wouldn’t receive any reward – neither food nor praise – for solving the puzzle. Surprisingly, the monkeys still gave it a go. They recognized how the puzzle worked, and they solved it. What’s more, they seemed to actually be enjoying themselves!

To the researcher, this came as a big surprise. Until then, there had only been two possible explanations for such behavior: nature and external incentives. But nature clearly wasn’t at work here – solving a puzzle isn’t part of the eat-drink-procreate equation. There weren’t any external incentives present either. So, somehow, there seemed to be a mysterious third kind of drive.

Enter intrinsic motivation – or, as Pink calls it, Motivation 3.0. It sounds a bit like an app you can download, right? It’s actually called this because Pink sees the three different types of drives as a historical sequence that describes how the way we work has evolved. Let’s take a look at each.

Around 50,000 years ago, mankind was preoccupied with its own survival and driven by Motivation 1.0: the search for food and drink, a safe place to rest at night, and the desire to reproduce and pass on genes. Up until a few centuries ago, these basic needs were the main driving force of humanity.
Then, during the age of industrialization, production cycles became more complex, and people started to rely increasingly on a new impetus for productivity: extrinsic motivation, or Motivation 2.0. This is based on the incentives of reward and punishment – also known as “the carrot and the stick.” The thinking here is that rewards reinforce desirable behavior, while punishment prevents undesirable behavior. During industrialization, this was actually effective – at least to some degree. With the prospect of higher wages in mind, laborers hauled more coal; and when threatened with dismissal for stealing materials, they were less likely to take anything from the workplace.
The problem with version 2.0 is that workers who aren’t driven by the consequences of the carrot or the stick fundamentally have no enthusiasm for their work and will try to shirk any responsibility. Therefore, those in management positions must direct and supervise them. That’s bad news for today’s knowledge economy, which needs autonomous workers. With the carrot and the stick, you can force a worker to show up every day, stay for eight hours, and perform simple tasks. But you can’t force anyone to be curious, creative, and innovative. Instead, you can cater to someone’s intrinsic motivation – you can make them want to be curious, creative, and innovative. And that’s why Pink believes we have to upgrade our economy to Motivation 3.0.

The power of intrinsic motivation

Motivation 3.0 is a tremendously powerful tool. If given the opportunity, intrinsically motivated people make their own decisions on when they work best, what exactly they should work on, and how they should do it. They take responsibility. And they don’t need to be directed or rewarded all the time because they actually enjoy doing the work.

You probably know what this feels like from your own work, a hobby, or playing sports: sometimes you’re so immersed in an activity that you forget the world around you.

Intrinsic motivation trumps extrinsic motivation.

Do you know where to find true masters of intrinsic motivation? On the playground. This is what children do best – demonstrate great dedication toward small goals. They romp about with curiosity and sample everything possible, all in an attempt to understand the world. They employ their hands, mouth, eyes, and ears with pleasure. Children are intrinsically motivated to a high degree. They love the process of learning . . . as long as they don’t call it “learning.”

But over the years, they change; their urge to search for challenges and novelties lessens. So what happens to their motivation? Well, let’s turn to science. In a nursery experiment, children were asked to produce a drawing. Some children were told they’d receive a certificate for completing their drawing, while others weren’t told anything. When both groups were asked to draw again – this time with neither group being promised a reward – the children who had previously received a certificate no longer wanted to draw. But those who hadn’t received any special recognition did. The promised recognition had destroyed the first group’s intrinsic motivation; they’d learned to draw only for a reward.

It’s time for a revolution.

Let’s recap. Extrinsic motivation can be effective in the case of routine tasks, like packing bags in a supermarket. But if the work is more demanding or requires a greater degree of creativity, carrot-and-stick motivation can lead to immoral behavior and a decline in performance.

How can you make use of this insight? You have to change the way your organization works on a deeper level. To do that, you can use these three key components: mastery, autonomy, and purpose.

Mastery: Let people go with their own flow.

Key component one: mastery. If you want to promote intrinsic motivation, make sure people have the freedom to strive for perfection.

Fifty percent of employees in the US report feeling uncommitted to their job. They fulfill their duties but lack passion. This is because many people aren’t engaged enough in their work and have too few opportunities for personal development. Their drive for perfection is suffocated – and so is their commitment.

Autonomy: My task, my time, my team!

Key component two: autonomy. If you want to promote intrinsic motivation, allow people to make relevant decisions on their own.

In the previous chapters, we mentioned that there are many companies that still rely on the carrot and the stick. However, some companies are different. It’s worth taking a leaf out of their book. In these companies, leadership rests on the self-determination of the workers. Instead of monitoring their employees and keeping them on a tight leash, they’ve either relaxed control or completely let go of the reins.

Purpose: Work should be meaningful.

Key component three: purpose. If you want to promote intrinsic motivation, stand up for meaningful work.

What moves people during the course of their lives? To answer this question, psychologists asked graduates of the University of Rochester about their main aim in life. While some named extrinsic profit targets and wanted to become rich and famous, others specified more meaningful intrinsic goals like developing personally and helping others – working for international aid organizations, for example.

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Worum geht es in Drive (New Version)?

Drive (2009) points out that many organizations still follow a “carrot and stick” approach, using external incentives to motivate people. It explains why this is a bad idea and introduces a more effective solution: sparking engagement by catering to the psychology of intrinsic motivation.

Wer Drive (New Version) lesen sollte

Psychology buffs interested in human behavior
Executives who’d like to leverage the power of intrinsic motivation
Anyone who wants to find out how to effectively motivate themselves

Über den Autor

Daniel Pink studied linguistics and jurisprudence. He’s written seven books, including A Whole New Mind, Drive, To Sell is Human, When, and The Power of Regret – which were all New York Times best sellers. Between 1995 and 1997, Pink was the chief speechwriter for US Vice President Al Gore.

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