Overview of Drive book

DRIVEThe Surprising Truth

About What Motivates UsAravind Sesagiri RaamkumarAjai Loganathan

Agenda• About the Author• Introduction to DRIVE• Part I – A New Operating System

– The Rise and Fall of Motivation 2.0– 7 reasons why Carrot and Sticks(CAS) don’t work– Circumstances when CAS actually work– Type I and Type X

• Part II – The Three Elements– Autonomy– Mastery– Purpose

• Part III- The Type 1 Toolkit• Conclusion

Introducing Daniel Pink

Daniel H. Pink is an American author and journalist.

He received a Bachelor's degree from Northwestern University and a Juris Doctor from Yale Law School.

He worked for Vice President Al Gore in the capacity of chief speechwriter between 1995 to 1997 He is the author of four provocative books about the changing world of work — including the long-running New York Times bestseller, A Whole New Mind, and the #1 New York Times bestseller, Drive. His books have been translated into 33 languages. Dan lives in Washington, DC, with his wife and their three children.

Eh, What’s DRIVE?

1st DriveBiological

FoodWater

Sex

2nd DriveRewards & Punishments

Carrot & Stick

3rd DriveIntrinsic

Motivation

The Motivation Shift

Motivation 1.0 – Survival-Related to Biological drive

Motivation 2.0 – Rewards and Punishments-External Drive-This method badly fails for non-routine tasks

Motivation 3.0 – Based on the internal need to learn and do better-intrinsic motivation

Rules and norms in society are made based on howhumans behave and how the world works

A Reality CheckAlgorithmic Heuristic Tasks that we do

American job market is primarily based on heuristic work.Heuristic: 70% jobs while Algorithmic:30% jobs

Routine work can easily be outsourced and automated

Very difficult to outsource jobs that involve right brained thinking

Claim: Mismatch between what Science knows and whatBusiness does

Carrot and Stick Method

• Enterprises all around the globe have been using this method to get work of their people.

• This is prevalent everywhere• Many of our students take part in surveys only when there are cash gifts or

other goodies in offer!!!

Duncker’s Candle Experiment

functional fixedness!!!

Experiments…

• Sam Glucksberg of Princeton came to the conclusion that adding cash incentives results in the subjects taking, on average, 3.5 minutes longer to really see the solution.

• But this effect goes away if the problem is redesigned to be routine(mechanical) instead of requiring creativity (ex:by taking the tacks out of the box in candle experiment).

Disadvantages of carrots and sticks method

• They can extinguish intrinsic motivation• They can diminish performance• They can crush creativity• They can crowd out good behavior• They can encourage cheating, shortcuts, and unethical behavior• They can become addictive• They can foster short-term thinking

But Carrots taste good too!(Some Advantages)

Carrot and Stick method can work out if • The employers offer rationale for why the task is necessary. A job that is

not inherently interesting can become more meaningful if it’s a part of a larger purpose – I know it sucks, but got to do it!

• Acknowledge that the task is boring • Allow people to complete the task their own way (poor man’s chance of

autonomy).

Carrots can work for Creativity too

“Now That” rewards – non-contingent rewards given after the task is complete, can sometimes work for more creative work.

Guidelines for rewarding non-routine, creative work:• Consider non-tangible rewards. Praise and

positive feedback are much less corrosive than cash and trophies.

• Provide useful information. Give people meaningful information about their work. The more feedback focuses on specifics and the more praise is about effort and strategy rather than about achieving a particular outcome – the more effective it can be.

Type I and Type XNo No, its not typing I and X in Keyboard!

Type XRewards

Incentives

Praise

Type IChallenge

Curiosity

The Flow

Type X

Type I

Goal is to move fromType X to Type I

Motivation 2.0 fostered Type X

behaviorFueled by extrinsic

desires and concerned less

with the inherent satisfaction of an

activity

Motivation 3.0 needs Type I

behaviourDeals less with

external awards for an activity and

more with inherent

satisfaction of the activity itself

Distinctions b/w Type I and X

Type I behavior is made, not born

Type I’s almost always outperform Type X’s

Type I’s don’t ignore money and recognition

Type I behavior is a renewable resourceType I = The Sun, burns and it burnsType X = Coal, burns out eventually

Type I behavior promotes greater physical and mental well-being

Pink’s Three Elements

ELEMENTS

Purpose

Autonomy

Mastery

Autonomy – its my way on the highway

Task-What they do3M’s 15% time

Google’s 20% time

Time-When they do itWhen’s your best time

to work?Best Buy un-schedule

Technique-How they do it

Zappos case

Team-Who they do it with

Who do you want to work with?

ROWE(Results-Only Work Environment)

• People don’t have schedules. They show up when they want. They don’t have to be in the office at a certain time – or any time for that matter.

• They just have to get their work done. How they do it, when they do it and where they do it is up to them.

Autonomy Independence

A Cornell University study on workers autonomy at 320 small businesses discovered that businesses that offered autonomy grew at four times the rate of the control-oriented firms and had one-third the turnover.

Mastery

Motivation 2.0 (control) needed compliance while Motivation 3.0 (autonomy) demands engagement(Mastery).

Start with Goldilocks Tasks…

Mastery begins with “flow” – optimal experiences when the challenges we face are exquisitely matched to our abilities. In flow, Goals become crystal clear and efforts to achieve them are very black and white.

People live so deeply engaged, that their sense of time, place and even self melt away.

Flow is essential to masteryFlow doesn’t guarantee masteryFlow happens in a moment

while mastery unfolds over months, years, sometimes decades.

3 Laws of Mastery

Mastery is a mindset

•It requires the capacity to see your abilities not as finite, but as infinitely improvable

•Use learning goals instead of performance goals.

Mastery is a pain

•It demands effort, grit, and deliberate practice

•Intense practice of more than 10 years

•“Being a professional is doing the things you love to do, on the days you don’t feel like doing them” – Julius Erving

Mastery

is an asymptote

•It’s impossible to fully realize, which makes it simultaneously frustrating and alluring

•You can approach it, home in on it but you’ll never touch it. The joy is in the pursuit more than the realization.

PurposeA third leg – purpose, which provides a context for its two mates, activation energy for living

Traditional businesses have long considered Purpose “ornamental”

As an emotional catalyst, wealth maximization lacks the power to fully mobilize human energies.

Motivation 2.0Purpose maximization is taking its place alongside profit maximization -inspiration , guiding principle.

The new “purpose motive” is expressing itself in three ways: Goals, Words, Policies

Motivation 3.0

Work Volunteerismdisengagement

Purpose offered in organization

Goals

Words

Policy

Companies use profits to reach purpose, giving employees control over how the organization gives back to the community might do more to improve their overall satisfaction than one more “if-then” financial incentive. Their goal is to pursue purpose- and to use profit as the catalyst rather than the objective.

Emphasize more than self-interest, Change in pronoun “I” to “We”. In motivation 3.0 “We” wins.

Stringent corporate policies led to unethical behavior, better approach to enlist the power of autonomy in the service of purpose maximization.e.g. Fixing some budget to charitable well-being,20% time with a purpose.

The Good life

Study conducted at University of Rochester, soon to be graduated students about their life goals.

Profit goals – ill being, depression, anxietyPurpose goals – well being, Intrinsic motivation

is all about!!!

• Understanding the mismatch between what science knows and what business does – gap is wide, results are alarming.

• Things we consider “natural” – carrot and stick – not only ineffective in many situations but crush the high-level, creative, conceptual abilities, future economic and social abilities.

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

• We’re designed to be active and engaged and not to be passive and compliant.

The richest experience in our lives are when we listen to our own voice-doing something that matters, doing it well, and doing it in the service of a cause larger than ourselves.

Tool Kit - Type 1 for Individuals

Set a reminder on you computer or mobile phone 40 times a week (5 to 6 times a day).

Each time the device beeps write down what you’re doing, how you’re feeling, whether you’re in “flow”.

Record your observations, look at the patterns, and consider the following questions,

Which moments produced feelings of “flow”? Where were you? What were you working on?Are certain times of day more flow-friendly than others? Restructure based on your findings.How might you increase the number of optimal experiences and reduce the moments when you felt disengaged?

repairing continues…

Ask a Big Question? – orienting your life toward greater purposee.g. She invented a device that made people’s lives easierShe taught two generations of children how to read.What’s your sentence?

Keep asking small question – to keep yourself motivatedAsk yourself whether you were better today than yesterday?Did you do more? Less? Specifically, did you learn your ten vocabulary?

You need not be a master by day 3, but is the best way of ensuring you will be one by day 3,000. So , before sleeping ask yourself “Was I better today than yesterday?”

Take a SAGMEISTER – Stefan Sagmesiter takes Sabbatical once in 7 year.Self-performance review.

Moving closer to mastery

Remember deliberate practice: is about changing performance, setting goals and straining yourself to reach a bit higher each time

Repeat, repeat, repeat Seek constant, critical feedback Focus ruthlessly on where you need help Prepare for the process to be mentally and physically exhausting

Take Blank three-by-five inch card, write your answer to these question; What gets you up in the morning? What keeps you up at night?Repeat it until you have crafted something you can live with.

Try implementing 20% time progressively (e.g. Google) Encourage peer to peer “now-that” rewards Conduct autonomy audit3 steps towards giving control Involve people in goal-setting (individuals are interested in pursuing goals they had created) Use non controlling language (instead of “must” say “consider”) Hold office hours ( transparency within leaders and employee)

Intrinsic Motivation, setup an environment that makes people feel good about participating.Give users autonomy.

Tool Kit - Type 1 for Organizations

Paying people Type 1 way• Ensure internal and external fairness• Pay more-than-average (giving bonus at the initial stage and bypass if-then rewards and helps take money off the table

Type 1 for Parents and EducatorsApply autonomy, mastery and purpose while giving assignment.Have a FedEx day ( students to work on any problem to solve it).Give kids some allowance (helps them to save or spend money , offers them a measure of autonomy)Do not combine chores(understanding mutual family obligations) with

money. Help kids see big picture,Why am I learning this?How is it relevant to the world I live in now?Apply what they are studying.

Check out these 5 schools

Autonomy, mastery and purpose provided in these schools,1) Big picture learning – students in charge of their own education2) Sudbury valley school3) The Tinkering School 4) Puget sound community school5) Montessori schools

Turn students into TeachersGive an opportunity for students to teach, proves them a way towards mastery.