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Why We Do What We Do summary

Name: Why We Do What We Do
Rating: 4.3 (132 reviews)
Author: Edward L. Deci, Richard Flaste

Edward L. Deci, Richard Flaste

Understanding Self-Motivation

4.3 (132 ratings)

22 mins

Brief summary

Why We Do What We Do explores the psychology behind motivation, presenting insights on how autonomy and intrinsic motivation drive our behavior. It emphasizes fostering environments that nurture internal motivation for personal and professional growth.

Topics

Social Psychology Self-Help Confidence Goals Success Emotional Intelligence

Table of Contents

Why We Do What We Do
Summary of 6 key ideas

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Key idea 1 of 6

What’s in it for me? Learn how to get better results by getting rid of controlling motivations.

What motivates you? Is it the thrill of recognition, a paycheck, or the quiet satisfaction of a job well done? If you’re a sports fan, you might assume that competition, fame, and prizes are the ultimate motivators for most athletes. But what if these external rewards aren’t actually what keep us truly satisfied? What if, instead of driving us forward, they’re the very things that can ultimately drain our motivation?

Why We Do What We Do dives into the heart of human motivation to uncover why some goals energize us while others leave us drained. It posits that the secret lies in intrinsic motivation – the drive that comes from within us, not from external incentives.

In this Blink, we’ll examine the essential human need for autonomy, the stifling effects of controlling environments, and how nurturing intrinsic motivation can unlock greater creativity, fulfillment, and success. Whether you’re looking to rediscover joy in your work, inspire your team, or finally tackle that passion project you’ve been putting off, you’ll discover surprising insights that resonate across all areas of life.

Ready to uncover what really drives you – and how you can harness it? Then let’s get started.

Control versus autonomy

Everyday life is full of challenges. From financial struggles and fractured relationships to unhealthy lifestyles and societal pressures. It’s no wonder many feel overwhelmed, leading to harmful behaviors that ripple outwards, impacting families, workplaces, and communities.

So, how do we respond to these unwanted or damaging behaviors? Whether it’s managers addressing employees, teachers managing students, or even how we treat ourselves, the common approach has often been to double down on control. This means demanding accountability, enforcing stricter rules, and relying on rewards or punishments to set things straight. But these approaches often backfire, worsening the very problems they aim to solve.

What if, instead of trying to impose compliance, we asked a deeper question: “Why are people acting this way in the first place?”

At the heart of this issue lies human motivation – specifically, the role of autonomy. When individuals act autonomously, they’re guided by their values and feel a sense of freedom and authenticity. They’re more likely to embrace responsibility because their actions align with their true selves. But when control takes over – whether from external pressures or internalized expectations – people feel alienated, disconnected from their own motivations, and less invested in their actions.

The response to control generally manifests in two ways: compliance or defiance. While compliance might appear cooperative, it often breeds resentment or quiet rebellion beneath the surface. Defiance, on the other hand, is an outright rejection of authority, fueling a cycle of resistance and stricter control. Neither path leads to the meaningful, lasting change that only genuine self-motivation can provide.

The key takeaway? Fostering autonomy rebuilds authenticity and responsibility – not just in individuals but in entire communities. By creating environments that nurture people’s connection to their inner values, we can break free from cycles of alienation and control. In the following sections, we’ll offer a hopeful, research-backed roadmap to navigate these challenges and encourage a more engaged, self-motivated world.

Motivating factors

When exploring the question of why we do what we do, the focus naturally turns to motivation. What drives us to act? And, more importantly, what happens when we lose that drive? The challenge we face is this: how can we cultivate genuine, self-directed motivation in others – whether they’re kids, students, or employees– instead of fostering the disengagement and apathy so prevalent today?

The psychologist Harry Harlow was fascinated by motivation. He discovered that monkeys, much like curious kids, would eagerly solve puzzles without any reward. They weren’t in it for a prize – they just enjoyed the process. This is what Harlow called intrinsic motivation: the pure joy of doing something for its own sake.

Competence is its own reward

There’s another drawback that comes when extrinsic rewards are used as motivation: people invariably start to cut corners. Rather than doing our best, we look for ways to manipulate or cheat, or focus on shallow, short-term outcomes. Think of a salesperson lying to seal a deal or a student cramming for a test only to forget the material days later.

This is a stark contrast to intrinsic motivation. When you’re driven by curiosity, passion, or a sense of purpose, this is when you work with a vitality and transcendence – the state that psychologist Mihaly Csikszentmihalyi called flow. That’s the sweet spot where time flies, the work feels meaningful, and the joy comes from doing, not just finishing. Artists, athletes, and even surgeons can relate to this feeling – it’s deeply fulfilling and produces richer, more creative results.

The psychology of motivation

If you’re interested in what makes people tick, it’s worth diving into the history of psychology and its two divergent traditions. One is rooted in internal processes, beginning with Freud’s psychoanalytic theories, which explore the deep, often unconscious reasons behind behavior. The other stems from behaviorism, pioneered by B.F. Skinner, which focuses on observable actions and their external reinforcements.

While these two schools have historically clashed, we can bridge the gap by combining empirical research with humanistic ideas, creating what the author calls empirical humanism.

Societal pressures

While it’s important to create environments that support autonomy and intrinsic motivation, society isn’t always on our side.

People often lose touch with their true selves because of introjects. These are internalized expectations from others about who you should be. These rigid demands, like “you must be successful to be worthy,” or “you must out-earn your peers to be valuable,” act like internal controllers and latch on to our ego. They also lead people to suppress their authentic feelings and desires.

Supporting autonomy

Autonomy support offers a powerful framework for nurturing relationships in classrooms, workplaces, and families. It doesn’t mean surrendering authority but rather creating a collaborative environment by offering meaningful choices. This approach values individual perspectives while fostering a sense of ownership and self-direction.

For example, teachers can let students decide from a few options on how to learn about a topic, or managers can involve employees in project decisions. By valuing individuals’ perspectives and creating space for ownership, autonomy-supportive environments enhance motivation and performance.

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What is Why We Do What We Do about?

Why We Do What We Do (1995) explores the science of human motivation, focusing on what drives people to act and how external influences shape their behavior. Whether you’re a parent, teacher, manager, or simply curious about human behavior, it offers transformative insights into fostering growth, collaboration, and authentic success in every area of life.

Who should read Why We Do What We Do?

Parents, teachers and managers
Self-development enthusiasts
Psychology buffs

About the Author

Edward L. Deci is a psychologist and professor, best known for his pioneering work on human motivation and self-determination theory. As a professor of psychology he has spent decades exploring how autonomy, competence, and relatedness drive intrinsic motivation and personal growth. He has published extensively on these topics, including Intrinsic Motivation and Self-Determination in Human Behavior.

Richard Flaste is a writer and editor who has collaborated on numerous books exploring psychology, science, and human behavior. He is a former New York Times editor, where he contributed to the development of in-depth science coverage. Known for his ability to make complex ideas accessible, Flaste has co-authored works that bridge academic research and practical insights for a broad audience.

Categories with Why We Do What We Do

Motivation & Inspiration Personal Development Psychology

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