Drive - Book Club Book Overview

3. Cocktail Party Summary for Drive • When it comes to motivation, there’s a gap between what science knows and what business does. Our current business operating system – which is built around external, carrot-and-stick motivators – doesn’t work and often does harm. We need an upgrade. And the science shows the way. This new approach has three essential elements: (1) Autonomy – the desire to direct our own lives; (2) Mastery – the urge to get better and better at something that matters; and (3) Purpose – the yearning to do what we do in the service of something larger than ourselves.

4. Type X and Type I

5. Autonomy – the desire to direct our own lives Task Time Team Technique

6. 20 Percent Time • You have 12 minutes……. • Work on any activity you want • Work with whoever you want • Deliver something at the end!

7. Mastery – the urge to get better and better at something that matters • It requires the capacity to see your abilities not as finite, but as infinitely improvable Mastery is a mindset • It demands effort, grit, and deliberate practice Mastery is a pain • It’s impossible to fully realize, which makes it simultaneously frustrating and alluring Mastery is an asymptote

8. Purpose – the yearning to do what we do in the service of something larger than ourselves Within organizations, a new “purpose motive” is expressing itself in three ways: In goals that use profit to reach purpose In words that emphasize more than self- interest In policies that allow people to pursue purpose on their own terms

9. Two Simple Questions That Can Change Your Life….. (according to Daniel Pink)

10. What’s Your Sentence? What truly motivates you? Is your purpose so clear that you can describe it in one sentence? Or is it more like a muddled paragraph?

11. Was I Better Today Than Yesterday? Practice makes perfect? To achieve mastery, you have to devote time to practicing something and getting better at it a little at a time, day by day.

12. Fed Book Club Featuring “Drive” The Surprising Truth About What Motivates Us Michelle Vanderlip and Tracy Conn October 6, 2010

Notas del editor

The first human operating system – call it Motivation 1.0 – was all about survival. It’s successor, Motivation 2.0, was built around external rewards and punishments. That worked fine for routine twentieth century tasks. But in the twenty-first century, Motivation 2.0 is proving incompatible with how we organize what we do, how we think about what we do, and how we do what we do. We need an upgrade. Traditional “if-then” rewards can give us less of what we want: They can extinguish intrinsic motivation, diminish performance, crush creativity, and crowd out good behavior. The can also give us what we don’t want: They can encourage unethical behavior, create addictions, and foster short-term thinking. These are the bugs in our current operating system. Carrots and sticks aren’t all that bad. They can be effective for rule-based routine tasks – because there’s little intrinsic motivation to undermine and not much creativity to crush. And they can be more effective still if those giving such rewards offer a rationale for why the task is necessary, acknowledge that it’s boring, and allow people autonomy over how they complete it. For nonroutine conceptual tasks, rewards are more perilous – particularly those of the “if-then” variety. But “now that” rewards – noncontingent rewards given after a task is complete – can be okay for more creative, right-brain work, especially if they provide useful information about performance. Motivation 2.0 depended on and fostered Type X behavior – behavior more fueled by extrinsic desires than intrinsic ones and concerned less with the inherent satisfaction of an activity and more with the external rewards to which an activity leads. Motivation 3.0, the upgrade that’s necessary for the smooth functioning of twenty-first-century business, depends on and fosters Type I behavior. Type I behavior concerns itself less with the external rewards an activity brings and more with the inherent satisfaction of the activity itself. For professional success and personal fulfillment, we need to move ourselves and our colleagues from Type X to Type I. The good news is that Type I’s are made, not born – and Type I behavior leads to stronger performance, greater health, and higher overall well-being.
As you think about your own best work, what aspect of autonomy has been the most important to you? Autonomy over what you do (task), when you do it (time), how you do it (technique), or with whom you do it with (team)? Why? How much autonomy do you have at work right now? Is that enough? Would initiatives like FedEx Days, 20 percent time, and ROWE work in your organization? Why or why not? What are one or two other ideas that would bring out more Type I behavior in your workplace?
as·ymp·tote (sm-tt, -mp-) n. A line whose distance to a given curve tends to zero. An asymptote may or may not intersect its associated curve World class athletes are great examples of individuals who are mastering their craft. Do any particular athletes come to mind when you think of Mastery? -Tiger Woods -Michael Phelps -Derek Jeter -Manny Ramirez
Finding True Motivation: What’s Your Sentence? “He preserved the union and freed the slaves.” ~ A. Lincoln “He lifted us out of a great depression and helped us win a world war.” ~ F. Roosevelt Ask yourself: What’s my sentence? What are the things that truly motivate you? Watch the video at http://www.danpink.com/archives/2010/01/2questionsvideo for more background and perspective.
Now think about the last week. How many of those 168 hours were devoted to these things? Can you do better? Outliers, Malcolm Gladwell. 10,000-Hour Rule. The key to success in any field is, to a large extent, a matter of practicing a specific task for a total of around 10,000 hours. A common theme that appears throughout Outliers is the "10,000-Hour Rule", based on a study by Anders Ericsson. Gladwell claims that greatness requires enormous time, using the source of The Beatles' musical talents and Gates' computer savvy as examples.[3] The Beatles performed live in Hamburg, Germany over 1,200 times from 1960 to 1964, amassing more than 10,000 hours of playing time, therefore meeting the 10,000-Hour Rule. Gladwell asserts that all of the time The Beatles spent performing shaped their talent, "so by the time they returned to England from Hamburg, Germany, 'they sounded like no one else. It was the making of them.'"[3] Gates met the 10,000-Hour Rule when he gained access to a high school computer in 1968 at the age of 13, and spent 10,000 hours programming on it. In Outliers, Gladwell interviews Gates, who says that unique access to a computer at a time when they were not commonplace helped him succeed. Without that access, Gladwell states that Gates would still be "a highly intelligent, driven, charming person and a successful professional", but that he might not be worth US$50 billion.[3] Gladwell explains that reaching the 10,000-Hour Rule, which he considers the key to success in any field, is simply a matter of practicing a specific task that can be accomplished with 20 hours of work a week for 10 years. He also notes that he himself took exactly 10 years to meet the 10,000-Hour Rule, during his brief tenure at The American Spectator and his more recent job at The Washington Post.[2]

Drive - Book Club Book Overview

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Drive - Book Club Book Overview

Notas del editor