For short time horizons, those kinds of motivators are effective. What we know is that the more traditional kind of if/then motivators are still pretty good for simple, algorithmic tasks. Sarah: Do you believe in the power of intrinsic motivation (and the limited efficacy of carrot-and-stick) as strongly today as you did 10 years ago when “Drive” was published?ĭaniel: Absolutely. Pink to learn more about the role intrinsic motivation plays in our own success and in the future of work. But why is this approach not yet the norm? I sat down with Mr. And, spoiler alert, those companies tend to thrive. In the years since then, a handful of forward-thinking companies have built cultures that hinge on intrinsic motivation. In it, he put forth a novel idea: that creating a work environment centered on autonomy, mastery, and purpose – also known as “intrinsic motivation” – improves employees’ performance more than external rewards like bonuses or the threat of dismissal. Ten years ago, author and speaker Daniel Pink made a splash with his best-selling book “Drive: The Surprising Truth About What Motivates Us”.
Nonetheless, employers’ approach to motivation remains largely unchanged.
Instead of building widgets on an assembly line, we’re building technology and services and experiences. But today’s jobs don’t look like those of the late 1800s, or even the mid-1900s. The Industrial Revolution codified extrinsic motivation (rewards and punishments) as the way to make sure employees showed up on time and did their jobs well.
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