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Drive (book) (“Type I behavior, because it arises in part from universal…
Drive (book) (“Type I behavior, because it arises in part from universal human needs, does not depend on age, gender, or nationality. The science demonstrates that once people learn the fundamental practices and attitudes and can exercise them in supportive settings their motivation, and their ultimate performance, soars. Any Type X can become a Type I.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “our basic nature is to be curious and self-directed.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “The starting point, of course, is to ensure that the baseline rewards wages, salaries, benefits, and so on are adequate and fair. Without a healthy baseline, motivation of any sort is difficult and often impossible.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “positive feedback can have an enhancing effect on intrinsic motivation”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “we have three innate psychological needs competence, autonomy, and relatedness. When those needs are satisfied, we're motivated, productive, and happy. ”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Nobody was expecting rewards would have a negative effect.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “autonomy, our desire to be self-directed”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “external rewards and punishments both carrots and sticks can work nicely for algorithmic tasks”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Routine, not-so-interesting jobs require direction; nonroutine, more interesting work depends on self-direction.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “People have to earn a living. Salary, contract payments, some benefits, a few perks are what I call baseline rewards. If someone's baseline rewards aren't adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of her circumstance.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others sales targets, quarterly returns, standardized test scores, and so on can sometimes have dangerous side effects.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “This perspective held that taking an interest in work is as natural as play or rest, that creativity and ingenuity were widely distributed in the population, and that under the proper conditions, people will accept, and even seek, responsibility.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Type I behavior is fueled more by intrinsic desires than extrinsic ones. It concerns itself less with the external rewards to which an activity leads and more with the inherent satisfaction of the activity itself.
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “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.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Human beings, Deci said, have an inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “mastery, our urge to get better and better at what we do. ”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “purpose, our yearning to be part of something larger than ourselves.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “When institutions families, schools, businesses, and athletic teams, for example focus on the short-term and opt for controlling people's behavior, they do considerable long-term damage.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Type A behavior stood in contrast to natch Type B behavior. Unlike their horn-honking, foot-tapping counterparts, who suffered from hurry sickness, people displaying Type B behavior were rarely harried by life or made hostile by its demands. In their research, Friedman and Rosenman found that Type B people were just as intelligent, and frequently just as ambitious, as Type A's. ”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. , “Without sovereignty over our time, it's nearly impossible to have autonomy over our lives. A few Type I organizations have begun to recognize this truth about the human condition and to realign their practices. More, no doubt, will follow. In the past, work was defined primarily by putting in time, and secondarily on getting results. We need to flip that model, Ressler told me. No matter what kind of business you're in, it's time to throw away the tardy slips, time clocks, and outdated industrial-age thinking.”
Excerpt From: Pink, Daniel H. “Drive.” iBooks. )