The non-fiction book Drive was written by Daniel pink, published by Riverhead Hardcover on December 29, 2009. This is one of five books Daniel pink has written about organizational behavior and business management, this book explains the truth behind what motivates us as humans, in everyday life situations but relates that mentality mostly, to work life. The intended audience for this book is written for young adults to read in the newer generation of management but effects every one of all ages in their time of work. Young adults can take the most knowledge from this book because its main purpose is changing the “system” to an updated version. Young adults will be leading the younger generation and can take the most away from the book. The purpose of this book is a new way to look at the motivational factors in people. He helps answer and understand the question, “what motivates us?” In the book he explains that motivation can be separated by autonomy, mastery and purpose. This is the newest knowledge in technology on how humans can be motivated to do somethings. He also goes into detail about three types of motivation, 1.0, 2.0 and the updated motivation sequence, 3.0.
In the book, Daniels describes our current running business motivational system which is operated by factors that will ‘reward’ or ‘punish’ us. He says we need an ‘upgrade’ in our system to operate more efficiently. Bringing this system up to date in the 20th century era will help define more of the updated culture. This upgrade he explains has three main elements, autonomy; the want and need to steer out own lives, mastery; the want to succeed and excel at something that matters and purpose; the want to do something bigger than ourselves. He draws between what science knows and what business knows, sciences proves that indeed our system is out of date. He goes in depth about three majors of motivation, 1.0, 2.0, and 3.0. Motivation 1.0 is the biological aspect of motivation that drives people, such as food, water and shelter, this is the survival mode motivation. The fist most basic drives as humans. This motivation theory was simple, you strived to get what you needed to survive. As time went on, this motivation was inadequate because at some point we need to restrain ourselves, like if someone is hungry and walks by someone eating, we don’t just take their meal because we need it. This motivation, “worked well, till it didn’t” Motivation 2.0 consist of those external rewards such as money and material things and punishments and consequences for doing something bad. He associates this reward system with a “carrot and stick” theory. Like a horse with a stick in front of him holding a carrot to keep walking or running in that direction, so this is to say we will keep doing good behavior the more we are rewarded and the more we are punished for something the less we will do that behavior. This motivation pattern is failing as time continues because we associate rewards and fears of punishment with work itself, making work, work. An unpleasant action to have to do. Having the mindset of a great reward actually causes someone to make a less performance for accuracy. There should be a motivation or drive behind you’re doing to make the actual work the main enjoyable part, giving your full effort with no incentives but now if we do not get a reward or don’t have anything to lose or be punished by, the drive is lost. It seems to be doing more harm to cotemporary business than working to motivate people. This motivation, “worked very well, till it didn’t”. Motivation 3.0 brings this theory to the present times including three engaging aspects of mastery, autonomy and purpose. Daniel stresses the factor that this is change needed, humans like to feel accomplished like there doing something good for themselves and for something bigger than themselves. Autonomy gives a person the motivation and drive for their own lives, drive to make their own creative decisions and not feel like they are going to be punished. This gives people the freedom to think for themselves and out of the box. This is also engaging and exciting. Daniel Pink mentions an example of a company called Atlassian, an Australian software company, does something very interesting. Every quarter on a Thursday afternoon they tell their employees to work on whatever they would like, with whoever they would like and however they would like for the next 24 hours. All they ask is to show their work results to the company after the 24 hours is over. Then have a fun small work party to discuss what they have come up with. The free time aloud people to think their own ways and gave them the time to shine and make a difference themselves. This free time came out with a whole line of ideas and products that are being pursued today. They were shocked at the outcomes and now question why everyone else isn’t following. All in a day’s work. Now mastery is our drive to get better at stuff, growth and perfection. People do things outside of work to excel in them for personal motivation, playing an instrument, getting in shape, playing a sport. All from personal motivation to become better and for free. Purpose is when people feel they are truly making difference is something bigger than their everyday simple task. When people engage into something with purpose behind it, it naturally drives someone to feel comfortable giving their all. The mix of autonomy, mastery and purpose Daniel says develops a person and once we start treating people like people then we can develop smooth running organizations with constant growth and possibly make the world a little bit better.
Throughout the book he addresses issues and arguments about the ways things have been done in the past to motivate people, one being the reward and consequence theory. The “carrot and stick” act. Daniel pink argues, people do not run on rewards system and here why, with contingent rewards people lose their autonomy drive, making them less productive, rewards actually narrow focus. Rewards can also drive unethical behavior making people want to choose the quickest route no matter what needed, not is thinking for themselves; just thinking for the reward. This also gives people short-term thinking, very in the box thinking. Daniel explain the seven deadly flaws of “carrots and sticks” theory. They read, 1.They can extinguish intrinsic motivation. 2. They can diminish performance. 3. They can crush creativity. 4. They can crowd out good behavior. 5. They can encourage cheating, shortcuts, and unethical behavior. 6. They can become addictive. 7. They can foster short-term thinking. (59) This argument is very relevant to our decade because people seem to be lazier if there is not a reward present. He makes the very simple argument that people don’t become motivated to do any sort of work without a perk. This is where managers or employers are going wrong. Employees don’t have the same kind of drive for work itself because of the way they are being directed to go about their daily work. Daniel states that we should be using more positive feedback and praise over money and trophies to motivate people for good work.
Another argument pink makes is that there are different types of motivation in people and we can measure them by type, A, B, I, and X. Type A people have a particular mix of emotions and traits that they dominate. Such as being more aggressive, impatient, competition driven, and being very urgent on their time management. This type of person always seems to be at a struggle with themselves, co-workers, friends and life itself. The type B people usually are not affected by the demands and pressures of life, they can still be motivated people but their character stays steady, staying optimistic. These are two opposite personality types pink explains but that is how business works. Type X people are motivated by extrinsic rewards for motivation such as recognition, money, prizes and promotions. They are usually over time more lazy because they choose not to do something because of the reward. They usually have more of a short fuse if something goes wrong because they want that work to come and go by easily. Overtime all type X’s burn out of motivation. Type I people are intrinsically motivated, this means they are naturally motivated about the task itself to excel and succeed at it without any reward or ‘pat on the back’. Type I behavior is not born it is created within someone and how they are taught. Pink also makes it clear that type I’s often always outperform type X’s in the long run. Type I people also demonstrate a long life of physical and mental health, compared to type X. He point for these categories is show the difference in behavior and how it can be managed and improved. Employers need to be aware of the types of motivation to shape and improve their own services from employees. This way there products and services can be maximized.
The author Daniel pink uses a particular writing style in this book, he emphasizes optimism of this new change he believes will change the work place of today’s age by using experiments and details. It’s read in a very business style manner. He uses great word language that emphasis the importance of his writing. His intended audience is addressed mainly by his word choice and personality in voice. It is a mature read but with easy to read flow. The writing style molds his character and what he is trying to address. It has good emotion behind each thought. He seems as if he is a science and realistic driven business major, adding a dose of psychology to all of his theory’s and research.
In comparison to drive by Daniel pink, the book ORGB organizational behavior written by Nelson and Quick is also well written but instead of a motivation writing it is a teaching mechanism to inform people about the different types of management and personality of a work place. The writing style of this book is much more relaxed and an easy read, information relating to drive is the individual differences and behavior in people, social perception, persuasion and attitudes in the workplace, job satisfaction and motivation and work behavior. The book covers a wide range of organization behavior context that can back up things that Daniel mentions such as understanding the human behavior, this is why this business science has begun. In contrast the understanding of why people make ethical and unethical decisions.
Also the book Start with why by Simon Sinek explains the observations, why some people and organizations are more innovative and thought processed than others, why are they more influential and how can they be more profitable, what do they do well. Simon studies some of the greatest leaders who have had great influence in the world and discovered that they all act and think and use the same communication skills. He also discovers it is the opposite of what everyone else does. He calls it, “the golden circle”. It includes three questions, Why, How and What. He says most people think of what they are doing then how they are going to do it then why they are going to. His theory on why some people strive better than others is because they work the complete opposite; they work on why they are doing something then how they are doing something and then, what they are doing. Some of the great influential people like Steve jobs, Martin Luther king and the wright brother all started with why. In the book he brings up real life stories and companies like apple and questions, what got into them? How did they get so innovative and growing? He gives a vision on how to truly lead and inspire people. His theory can relate to drive because he explain why people do better than other in terms that they make a purpose out of what they are doing and that is the key. The reading style is also very comparable and a mature read both introduce different styles of motivational factors in a new way.
There were many relatable things in the book drive and it all made sense to me that our theory’s and motivation factors need to be changed from extrinsic and intrinsic motivators. I can relate to the personality assessments. Also the contingent theories. These stuck out he most to me because I think the hidden message behind the books is the way people are today are changing in personality’s, our system does need an upgrade but it’s because life and people are changing and their morals and drives. This is all about understanding people and learning to handle someone the way they will work best with. The personality assessments reminded me of this because that could be something a manager uses to assess their employees and that could stop a lot of conflict and also help a lot of work get done by understanding how they axel and under what circumstances. The contingent theories involve the belief that the type of leadership style but be appropriate and planned for every situation. There are the four main theories, Fielder’s, path-goal, normative and situational leadership theory. They all have separate ways to determine ways to deal with situations but the main idea of them all is, there are many types of people and many ways to deal with them. They key to a successful management of a situation is learning how to deal with that particular situation. This relate to drive because of the X, Y theory. Daniel explains there are different types of people that need different motivational boost. In this generation it is key to learn the personalities of the people surrounding you at your work place whether it is in a management position or floor position.
I thoroughly enjoyed the book drive and I am happy I chose this book. Daniel is a good author and knows how to write an informational read. This book had many great experiments that proved his theory was on the right path, I read the book and also listened to it on audio tape and listening to how it was written was also very well understood. The book had great flow and a lot of refreshing ideas for a new motivation path of intrinsic motivators. I would recommend this book to younger generation people who and anyone in the management position.