Motivation And Motivation : The Surprising Truth About What Motivates Us By Daniel Pink

The article “The Secret of Effective Motivation” by Amy Wrzesniewski and Barry Schwartz, appeared in Sunday Review on July 4, 2014. The article introduces different types of motives and examines their effectiveness with the help of real life social experiments. The differences between two main types of motives: internal and instrumental, are introduced in the first part of the article. Although, many people think that both internal and instrumental motives are good in engaging some kind of activity, authors argue that instrumental motives are not so useful and sometimes can be counterproductive for success. Authors develop their argument by analyzing the results

An individual’s reason behind an action can often be simplified to a mere flake of motivation. This motivation constantly pushes them to reach a goal that they have established for themselves. This, in fact, can be spoken to affect every person over each stretch of their lives. Motivation, like any other sensation, has a very specific feeling. This feeling can often be identified as a heated sensation, as if someone had lit a match in their stomach; Everything that needs to be done, from that point, seemed like it was laid out on a yellow brick road.

As you may have heard, Mr. Swift has made a very modest proposal about what to do with the situation of starvation among adults. Mr. Swift has proposed that after a year of a child's birth, they be eaten if the family wishes. I, being a mother of a baby, currently, could not approve of this proposal more. Me and my husband together, concur, this will allow us to not go hungry, but also fulfill our wish to have another baby. We've always wanted more kids, but we only desire a baby. We don't want them after they have grown older. We already have an older son. Now, with this proposal, we won't go hungry and we can stay full for months on end and all I must do is push out a baby. No big deal.

Pink provides a well laid out case highlighting the gap between what science knows and what organizations do. Showcasing the mid-century work of Harry Harlow and Edward Deci , Pink explains how human motivation seems to run counter to what most scientists and citizens believe. For decades, we have believed that we know what motivates people: rewards. Rewards are supposed to intensify interest and enhance performance. But Harlow and Deci found different results. Deci wrote, “When money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity.” Like a shot of espresso, rewards can give you a jolt of energy, but the boost wears out, moreover, it can erode a person’s longer-term motivation to engage in the task. As we continue to incentivize our staff and students,

Pink's take on self-determination theory and its affects on motivation are very captivating. We usually acknowledge only two drives that inspire action with the first being biological drive, which is intrinsic. The second drive, which has more to do with the business workplace than the biological drive, being material incentives, things such as salary and punishment; extrinsic motivators. Under this perception, work is considered agony and careful structures of incentives and disincentives are needed to control employee sluggishness. What Pink discusses in this book is that there is evidence of that third drive Harlow found during his research.

Motivation can be defined as the desire or inspiration to carry out specific tasks or to do something. Motivation is required when goals are being set and more so in their execution. In a work setting, motivation can be defined as a process through which individuals choose between alternative forms of behavior with the aim of achieving personal objectives. The goals sought by individuals can be extrinsic or relatively tangible such as monetary rewards and promotion, or intrinsic or intangible such as self esteem or job satisfaction (Armstrong, 2006). In learning, the desire to attain good grades is what motivates a student to study hard everyday as they prepare for the exam. On the other hand, for a teacher to put his best foot forward, he

While watching “The Puzzle of Motivation” by Dan Pink, I was very intrigued. Throughout the entire talk, there were several interesting points that were made. It really interested me when Pink talked about the group that was rewarded. Pink stated that if the contestants were in the top 25% of the fastest times, they would be rewarded five dollars. With this incentive, most would hope to do well, if not better than the person that would not be rewarded. Pink then goes on to point out the results. How much faster did the group that was offered a reward actually do? On average, it took them three and a half minutes longer. This really stood out to me because when offered a reward for a task, normally a person would be more motivated and thus do better. What amazed me even more was that this isn’t just a one time thing. This is has been replicated over and over for nearly 40 years. As Pink says around 04:33, “These contingent motivators -- if you do this, then you get that -- work in some circumstances. But for a lot of tasks, they actually either don 't work or, often, they do harm.” These rewards that are being offered are being used to attempt to sharpen thinking and accelerate creativity, but instead it’s proving to do the opposite. It’s proving to dull thinking and block creativity.

Ever since I began my teaching career, I have been fascinated with the topic of motivation and the role it plays in student learning. Daniel Pink’s book, Drive: The Surprising Truth About What Motivates Us, has been on my personal reading list for a couple of years now, and I was elated to find that it was one of the recommended books to read for this assignment. I have often wondered why some of my students, and even one of my own children, are more internally driven than others to complete a given task. Now that I am in the process of becoming a school administrator, my curiosity about what motivates adults has been heightened, as well. In the hopes of finding some insight, and perhaps the answers to some of my burning questions, I

After read the Drive, the surprising Truth about What Motivates Us which wrote by Daniel H. Pink, it making me rethinking a lot of how the way I understand the world. The topic in this book is kind like renew people’s opinion about how will the money motivation’s way works in the future, through Daniel Pink’s novelty idea which are breaking the traditional common sense. However, I personally think that the book's reading value is not high for people who are working at the level of management or higher position, they cannot exactly get a good idea of how to motivate employees from this book.

Motivation 2.0 is not working anymore because it does not combine with new businesses. Pink is showing how motivation 2.0 doesn’t work and arguing that we need to move to motivation 3.0. Motivation 2.0 responds to rewards and punishments (carrots and sticks). It is not compatible with how the businesses are organized on what we do, what we think and also what we do. Motivation 3.0 is where humans have to try to learn to be creative and to better the world. The external rewards and punishments are not working for heuristics, but are for algorithmic. To be able to solve any problems you need to depend on the intrinsic motivation is creativity.

In the beginning of the book, Pink opens with an analogy. He uses the success of Wikipedia vs the failure of Encarta. He talks about Motivation 2.0 which was an upgrade to what drove people in contrast to the nature urges our caveman ancestors practiced. Motivation 2.0 was based on a rewards and punishment philosophy and led us into the industrial and economic eras. Then a businessman and entrepreneur during the industrial age came up with the idea that in the workforce, everyone was part of a well-oiled machine and each person was rewarded for a job well done or disciplined for a poor job. Carrots and sticks is what this system was referred to as the carrots represented the reward dangling in front of the worker and the stick used to punish the worker. Near the middle of the 20th century, scholars and psychologist found that workers were becoming dissatisfied in the workplace and the carrot and

Motivation is the number one driving force behind anything and everything an individual does each day. “Motivation is the desire to do the best possible job or to exert the maximum effort to perform an assigned task. Motivation energizes, directs, and sustains human behavior directed towards a goal.” (Honor, 2009). Motivation can determine the outcome of projects, goals, and can set limits on what an individual can obtain or what they believe they can obtain. Motivation often is the deciding factor on how successful a project in an organization is, and an individual’s needs and desires can both influence a person’s motivation greatly. Motivation can also determine how well an individual does in school, college, or university.

Motivation and theories -------------------------- 2.1. Definition and theory framework ------------------------------------ Motivation can be described as the driving force of individual behaviour to fulfill needs or achieve goals. Mitchell defines motivation as 'the degree to which an individual wants and chooses to engage in certain specified behaviours' (Mullins 2002:418). In terms of this definition, various theories have been developed around.

In chapter one of Drive: The Surprising Truth About What Motivates Us, author Daniel Pink introduces two types of motivators that he refers to as, “Human operating systems”. Times have changed, and business models are changing as well. Just like we need to upgrade our computer software when it begins to fail. We also need to upgrade our human operating systems, when our current method has not kept up with the ever-changing business world. The concept of reward and punishment to encourage employees to be more productive is an outdated way of managing people. In order to create a better work environment and increase productivity, we need to upgrade our idea of motivation to include autonomy, mastery, and purpose.

‘Motivation’ is derived from the Latin term ‘movere’ that means ‘to move’. Thus, motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive (Luthans). Broadly speaking, motivation is willingness to exert high levels of efforts towards organizational goals, conditioned by the efforts’ ability to satisfy some individual needs (Robbins). Need means some internal state that make certain outcomes appear attractive. An unsatisfied need creates tension that stimulates drives within the individual. These drives generate a search behaviour to find particular goals, that if attained,