Overview of Drive book

DRIVE
The Surprising Truth
About What Motivates Us
Aravind Sesagiri Raamkumar
Ajai 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 Drive
Biological
Food
Water
Sex

2nd Drive
Rewards & Punishments
Carrot & Stick

3rd Drive
Intrinsic
Motivation

The Motivation Shift
Rules and norms in society are made based on how
humans behave and how the world works

Motivation 3.0 –
Based on the
Motivation 2.0 – internal need to
Rewards and learn and do better-
Punishments- intrinsic motivation
External Drive-This
Motivation 1.0 – method badly fails
Survival-Related for non-routine
to Biological tasks
drive

A Reality Check

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 what
Business 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 X
No No, its not typing I and X in Keyboard!

Motivation 2.0 fostered Type X Motivation 3.0 needs Type I
behavior behaviour
Fueled by extrinsic desires and Deals less with external awards
concerned less with the for an activity and more with
inherent satisfaction of an inherent satisfaction of the
activity activity itself

Type X Goal is to move from
Type X Type I
Type X to Type I Rewards Challenge
Incentives Curiosity
Praise The Flow
Type I

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 resource
Type I = The Sun, burns and it burns
Type X = Coal, burns out eventually

Type I behavior promotes greater physical and
mental well-being

Pink’s Three Elements

Mastery
Autonomy

Purpose

ELEMENTS

Autonomy – its my way on the
highway
ROWE(Results-Only Work A Cornell University study on workers autonomy at 320
Environment) small businesses discovered that businesses that
offered autonomy grew at four times the rate of the
•People don’t have schedules. control-oriented firms and had one-third the turnover.
They show up when they
want. They don’t have to be in
Time-When they do it
the office at a certain time – Task-What they do
or any time for that matter. When’s your best time
3M’s 15% time
to work?
•They just have to get their Google’s 20% time
work done. How they do Best Buy un-schedule
it, when they do it and where
they do it is up to them. Technique-How they Team-Who they do it
do it with
Autonomy
Zappos case Who do you want to
Independence work with?

Mastery
Motivation 2.0 (control) needed Mastery begins with “flow” – optimal
compliance while Motivation 3.0 experiences when the challenges we face are
(autonomy) demands exquisitely matched to our abilities.
engagement(Mastery).
In flow, Goals become crystal clear and efforts
Start with Goldilocks Tasks… 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 mastery
Flow doesn’t guarantee mastery
Flow happens in a moment
while mastery unfolds over
months, years, sometimes
decades.

3 Laws of Mastery
• It requires the capacity to see your abilities not as finite, but as infinitely
improvable
Mastery is a • Use learning goals instead of performance goals.
mindset

• It demands effort, grit, and deliberate practice
• Intense practice of more than 10 years
Mastery is a • “Being a professional is doing the things you love to do, on the days you
pain don’t feel like doing them” – Julius Erving

• It’s impossible to fully realize, which makes it simultaneously frustrating
and alluring
Mastery is • You can approach it, home in on it but you’ll never touch it. The joy is in
an the pursuit more than the realization.
asymptote

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

Motivation Motivation
2.0 3.0 Purpose maximization is
Traditional businesses taking its place alongside
have long considered profit maximization -
Purpose “ornamental” inspiration , guiding
principle.
As an emotional
catalyst, wealth The new “purpose motive”
maximization lacks the is expressing itself in three
power to fully mobilize ways: Goals, Words, Policies
human energies.

Work Volunteerism
disengagement

Purpose offered in organization
Companies use profits to reach purpose, giving employees control over how
Goals 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
Words 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.
Policy 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, anxiety
Purpose goals – well being, Intrinsic motivation

• 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.

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 purpose
e.g. She invented a device that made people’s lives easier
She taught two generations of children how to read.
What’s your sentence?
Keep asking small question – to keep yourself motivated
Ask 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.

Tool Kit - Type 1 for Organizations

 Try implementing 20% time progressively (e.g. Google)
 Encourage peer to peer “now-that” rewards
 Conduct autonomy audit
3 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.

• 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

Apply 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.

,
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 education
2) Sudbury valley school
3) The Tinkering School
4) Puget sound community school
5) Montessori schools

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

Overview of Drive book

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Overview of Drive book