Drive by Daniel Pink Summary, Review PDF

According to Drive by Daniel Pink, motivation has both intrinsic and extrinsic characteristics. Numerous companies rely on extrinsic motivation, despite the fact that this is often counterproductive. 

By reading this book, you can learn more about the psychology of human motivation and how to motivate yourself and others. 

You may still be wondering if you should read the book. This book summary will tell you everything about this book so you can decide if it is worth your time.

At the end of this book summary, I’ll also tell you the best way to get rich by reading and writing

Without further ado, let’s get started. 

Drive By Daniel Pink Book Summary

Lesson 1: There is no comparison between the effectiveness of intrinsic and extrinsic motivation.

Where can you find the most intrinsically motivated people? Outside, on the playground. Young children excel at making extraordinary efforts to achieve modest goals. They play around aimlessly, trying new things and trying to figure out the world. They enjoy using all their senses. Children have a great drive that comes from within themselves. They enjoy learning, as long as you do not use the word “learning” to describe it.

However, as they get older, they change and their curiosity for new experiences wanes. So what exactly happens to their drive? Let us take a look at the scientific method. Children were asked to draw as part of a class assignment. Some children were told that they would receive a certificate if they completed the drawing, while others were left guessing. Children who had previously received a certificate were no longer interested in drawing when both groups were asked to do so without the promise of a reward. However, those who had not previously received a reward did so. The intrinsic motivation of the first group was removed by the promise of praise, and they now drew only to receive a reward.

If you give me this, I’ll do that; that’s how if-then rewards work, and they slowly but surely kill people’s intrinsic drive for many tasks. As children, we have an innate curiosity about the world and a desire to use what we have learned to benefit others. But as we get older, we learn that we need extrinsic reasons like praise, good grades, and a good salary to do things like take out the trash, learn, and persevere. We gradually lose our inner drive. As we move toward adulthood, our innate dedication diminishes with age.

Extrinsic motivation, widely considered the norm, can have negative consequences but seems to be all the rage. To illustrate, here are two case studies.

Most car dealerships and repair shops offer incentives to mechanics for completing a certain number of repairs within a certain period of time. One might assume that this added incentive would spur them to do work that satisfies their customers.

Instead, the whole strategy often backfires. Since the mechanics’ main motivation is to meet their repair quota and receive their bonus, they may be tempted to perform unnecessary repairs, which is both annoying to customers and damaging to the company’s reputation. Even if the store employees have achieved their goals, customers have lost confidence in the company.

In a second scenario, we had test subjects try to figure out how to attach a candle to the wall. Some participants were promised money for solving the problem quickly, while others were not. Participants were confused, and their ingenuity was suppressed by the promise of a reward rather than stimulated to think imaginatively. However, when participants were promised a reward, it hindered their ability to think broadly and creatively about the task, resulting in significantly longer completion times compared to participants who were not offered a reward.

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Lesson 2: Allowing others to develop at their own pace.

Giving employees the freedom to strive for excellence is a sure way to increase their intrinsic motivation.

About half of workers in the United States say they are not interested in their work. They get the job done, but do not seem to be really excited about it. This is due to the fact that many people are not fully invested in their work and have limited opportunities to grow professionally. Their drive for excellence and commitment has been nipped in the bud.

However, let us quickly go to the other extreme. How about we take a look at some artists, more specifically some painters? They spend happy hours at the easel giving free rein to their imagination. People who are very creative and have a strong desire for excellence sometimes work in a “flow state,” where they are completely immersed in what they are doing and block out everything else.

This “flow state” is common not only among creative people, but in many fields of work. Basketball players are avid fans of the sport who enjoy competing with their peers. The goal of computer scientists is to develop better and better software and more sophisticated programming languages. All photographers strive to improve their skills and discover something new with every shot.

What unites them is what the author calls “Motivation 3.0,” an insatiable desire for excellence. This allows them to focus their efforts and energy on making progress in an area they care deeply about. The tasks that are suitable for them to enter the flow state are those that challenge them just enough.

The flow state is not a permanent state, but it does occur occasionally. It is inextricably linked to the pursuit of excellence, which evolves over time and produces new flow states. Sometimes all you need to keep going is a glimmer of hope that you are making progress on the thing you are working on.

Some people have the mistaken belief that their innate abilities are set in stone from birth and that no amount of practice will ever improve their speed or artistic ability. It’s hard to inspire these people. But if you believe that you can evolve, you will work hard to get faster at your races or create your next masterpiece.

This is also true for a company’s employees, as long as they are given appropriate tasks. A leader can create a flow experience for their employees by assigning them tasks that challenge them to grow, and the result will be that employees will be more invested in their work and more excited to come into the office each day.

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Lesson 3: Let people choose their own schedule, priorities, and teammates. 

People are more likely to be intrinsically motivated if they can decide on actions that directly affect them.

A surprising number of companies still use incentives such as bonuses and threats of layoffs to motivate employees. However, there are exceptions among companies. You could learn from their example. Employee autonomy is the basis of leadership in these companies. They no longer closely monitor and control their employees, but have loosened or even eliminated control altogether.

Here is an example. The average employee turnover in call centers is 35% per year. There is nothing more stressful than standing in a crowded room and talking on the phone for hours. There’s no room for individual decision-making, and therefore little drive to succeed. Zappos, on the other hand, does things differently: employees can work remotely without interference from managers and run meetings as they see fit. For this reason, they are highly engaged, and their customer service is well above average. They also tend to stay with the company for longer periods of time.

Google also encourages its employees to use their own discretion in their day-to-day work. Twenty percent of each employee’s time is set aside to promote innovations developed by employees themselves. Employees’ outstanding contributions to Google News and Gmail during this time attest to the effectiveness of this motivational method.

A third illustration follows. Meddius, Inc. promotes employee autonomy as a means of employee retention. Management has eliminated regular office hours so that everyone’s only goal is to get their work done as quickly as possible. The opportunity to participate in the children’s sporting events or performances has a profound impact on morale.

The people you work with have a big impact on how motivated you feel. New hires at Whole Foods are decided by employees as well as HR managers. Similarly, at W. L. Gore & Associates, the company responsible for Gore-Tex fabric, prospective team leaders must first secure the loyalty of their employees.

Self-determination increases productivity in everything from scientists to cashiers to mechanics. The degree of control an employee has over their schedule and the people who make up their team are two areas where employees have expressed a desire for more say. When employees are given these opportunities, they are more invested in their work, more satisfied, and less prone to burnout.

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Lesson 4: Meaning should be infused into work.

Make work meaningful so people are motivated to do it.

What influences people in their life’s journey? Psychologists at the College of Rochester tried to find an answer to this question by asking their fellow alumni about their goals in life. Others cited more significant intrinsic goals, such as self-improvement and helping others, such as through foreign aid organizations, while others cited extrinsic gain ambitions, such as becoming rich and famous.

The researchers met the same individuals again a few years later to see how their lives had evolved. Many of the students who were motivated by financial gain were already working as managers in large companies. They weren’t fulfilled, however, and were more likely to suffer from despair and anxiety than students who’d set larger goals. Participants in the second group reported being happier overall and having fewer problems with their mental health.

It’s good and fulfilling to want to make a difference, both in yourself and in the world at large. Having a goal in mind is more inspiring and energizing than money could ever be. Meaning seekers aren’t motivated by financial gain, but by a desire to make a positive contribution to others and the world at large.

This insight can be applied both in and out of the workplace. For example, one study found that employee satisfaction increases when companies devote a certain percentage of their resources to charitable causes. When doctors are given the opportunity to provide outreach services and talk to patients one day a week, they feel significantly less exhausted.

So if you haven’t already, it may be time to look for things that give your organization meaning and purpose. Chances are, you’ll feel the first impact before you expect it.

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Drive by Daniel Pink Book Review

Drive is a great book I’d like to recommend to anyone who is interested in learning more about motivation. If you spend some time digesting the ideas, it might make a positive impact on your life.

When employees are truly invested in their work, they are most productive. This has a positive impact on the company as a whole. Now the question is: How will you implement this blink in your company to effect change? Three ways are presented below.

Check-in with yourself and determine if you are regularly providing helpful criticism to your colleagues. It’s easy to underestimate the impact of something as simple as a few words of appreciation spoken spontaneously. Employees’ intrinsic motivation is strengthened when they are praised for giving their all to their tasks.

Second, emphasize the importance of individual efforts to the overall success of the company. Employees need to know that what they do makes a difference.

You may recall that we mentioned the “desire for excellence” Every employee must be given a task that pushes them to the limits of their abilities and stimulates them mentally without overwhelming them. Because this is the key to achieving the elusive flow state, a state in which joy and efficiency merge.

About The Author

His studies included linguistics and jurisprudence. A Whole New Mind was one of his best-selling books. 

His other books, including To Sell is Human, The Adventures of Johnny Bunko, and Free Agent Nation, have also reached the New York Times bestseller list. Pink served as vice president Al Gore’s chief speechwriter from 1995 to 1997.

Further Reading

If you like reading the book Drive, you might also like reading the following book summaries:

Buy The Book: Drive

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