Drive:
The surprising truth about what motivates us
Understanding
In the first chapter, it wanted me to predict the
future. It then wanted me to imagine it was 1995. I am sitting down with an
economist, a very successful professor with a Ph.D. in economics. I highlighted
the term “future” and utilized this word to really think critically about this
first chapter. I feel like humans were born into this world with set protocols.
This protocol is to understand the world around us and how it works. It is like
we were born into this world with “intuitive truths,” and this truth can be
from a perspective upbringing and cultural background. This can be considered
as the “Operating system.” We do not think a lot about this so call, “operating
system” and the concept behind it. In this case…thinking comes when it is too
big to control! Computer are just like societies, we have an operating system.
We have assumptions and protocols but, human tends to destroy it! Humans act
and run beneath the laws and economic agreements/business practices. I know
understand the concept of “Behavioral Science.” In the book it states that,
“30% of job growth now comes from algorithmic work, while 70% comes from
heuristic.”
· Algorithmic: a task which follows a set of
established instructions down a single pathway to one conclusion
· Heuristic: a task that has no algorithm, you must
experiment with possibilities and devise a novel solution
This part comes with the understanding that; external
rewards and punishments can work nicely for algorithmic tasks, but they can be
devastating for heuristic. Solving problems depends heavily on the intrinsic
motivation principle of creativity. It was mentioned in the book by Tersea
Amabile that, Intrinsic motivation is conductive to creativity; controlling
extrinsic motivation is detrimental to creativity (Pink, 2009)
In chapter two: “An object in motion will stay in motion and
an object as rest will stay at rest, unless acted on by an outside force.”
Motivation 2.0 is the same (similar)…it states that, “Rewarding an activity
will get you more of it. Punishing an activity will get you less of it (Pink,
2009).
Motivational 2.0 is based on two ideas:
·
Rewarding an activity will get you more of it
·
Punishing an activity will get you less of it
The most relevant part of the book to me…is the idea that
most people prefer more freedom in their perspective jobs, and they are wanting
to improve self-skills. As for me, I love getting rewarded for something I have
done well. The concept of giving a reward to someone after a “behavior,” you
encourage that “behavior” to happen again. I can relate to this subject,
growing up in a cultural household. I will get money from grandpa if I was good
at church…this will encourage me, every Sunday to be good in church. This was
defiantly a “win-win” situation for both sides. I agree that, historical
motivation methods are no longer adequate for today’s work! Motivation methods
that colleges and universities used in the history of higher education in the
United States, would not work today. Perspective societies are changing and
today’s generation (students)… have a different approach/motivation to continue
their education. Type I, is relevant to me in so many settings. This behavior
promotes the greater physical and mental health/well-being. This makes people
perform better and overall well-being (Pink, 2009).
To build an intrinsically motivated team, you need to focus
on three key factors:
- Autonomy
- Mastery
- Purpose
3. For my current job, I strongly believe that, I can use
the term “Purpose” to finish what I have started thus far. This a big part of
my job, to know my purpose in life. The book mentioned that, “The most deeply
motivated people—not to mention those who are most productive and
satisfied—hitch their desires to a cause larger than themselves.” This job
(school) is not just for me, it is for my family, church, and Pacific Islander
communities. For better understanding, the Cultural Group Theories are based on
two-dimensions. The first dimension is the group dimension, which explains how
strongly people are bonded together. The second dimension focuses on the
different people in groups and how they take on different roles (n.d.).
Analysis
In perspective, this book was a challenger to other ideas
and theories. This was a research for sure…but, many of the concept are
narratives. A few ideas were mentioned in the book, but the theory tend to get
argued on. Please note: there were the monkey experiment in the beginning
- Abraham Maslow
- B. F. Skinner
- Douglas McGregor
To the best of my understanding, this book is defiantly
about “Motivation” and “Critical Thinking.” It is about rewards, the bad and
good…and how to control perspective employees, per se, ways to better manage
people. They way of finding enjoyment and being productive, by utilizing the
following:
- Autonomy: people are trusted,
encouraged to take ownership, and self-skilled for development.
- Mastery: people see no limits, seek
full potential, and are given the opportunity to continue improving their
skills.
- Purpose: people are encouraged,
utilize their skills to achieve a "greater" purpose.
“The opposite of autonomy is control.” I find this most
convincing after reading Chapter 5 in the book.
Motivation 2.0 (control) required compline (Pink, 2009).
Motivation 3.0 (autonomy) demands engagement (citation). Therefore, being
different…they point us towards different destinations. Control can lead to
compliance and autonomy leads to engagement (citation). This then transitions
into mastery that desires to get better and better in something that matters.
Mastery abides by three peculiar rules:
1.
Mastery is mindset: People can hold two different views of their own
intelligence.
2.
Mastery is pain: demands efforts – “Gift” defines as “perseverance and passion
for the long-term goal (Pink, 2009).
3.
Mastery is and asymptote: approach it, get really close to it, but cannot touch
it.
Connections
I really made a connection with the “Purpose” (Ch 6). “The
most deeply motivated people—not to mention those who are most productive and
satisfied—hitch their desires to a cause larger than themselves.” (Pink, 2009).
All the chapter worked off each other (Motivation 1.0,
Motivation 2.0, and Motivation 3.0).
When the book mentioned, 30% of job growth comes from
algorithmic work and 70% comes from heuristic work. I thought is should of be
the other way around…70% growth comes from algorithmic and 30% from heuristic.
I took it that, heuristic was more administration work, and more growth.
I think the connections I made to my current experiences are
asking myself questions daily (big question and a small question). Asking my
self-questions, are just my daily reminders. This gives me self-confirmation
that I am living up to my purpose.
References
Pink, D. H. (2009). Drive: The surprising truth
about what motivates us. New York, NY: Riverhead Books.
Grid-group cultural theory. (n.d.). Retrieved from
http://changingminds.org/explanations/culture/grid-group_culture.htm
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