Harlow was a professor of psychology at the University of Wisconsin who founded one of the world's first laboratories for the study of primate behavior in the 1940s. The experimenters placed puzzles in the monkeys' cages to observe how they responded and prepared them for tests of their problem-solving ability at the end of two weeks. In the first session, members of both groups had to assemble Soma parts to replicate the configurations in front of them.
Part One
Drive
Four economists, two from MIT, one from Carnegie Mellon and one from the University of Chicago undertake research on the Federal Reserve System, one of the most powerful economic actors in the world. And this led to another paradox in the Alice in Wonderland world of the third car. After the imposition of the fine, we observed a continuous increase in the number of parents who arrive late, the economists wrote.
But the threat of a penalty like the promise of the crowns in the blood experiment sidelined that third drive. When participants knew they had a chance to win cash, activation occurred in the part of the brain called the nucleus accumbens.
CHAPTER 2A
But beginning in the 1970s, a motivational revolution was brewing on the University of Rochester campus. Looking for a useful and memorable way to explain this insight to their medical colleagues and the rest of the world, Friedman and Rosenman found inspiration in the alphabet. If you believed in the mediocrity of the masses, as he put it, then mediocrity became the ceiling of what you could achieve.
AND TYPE X
This perspective held that taking an interest in work is as natural as playing or resting, that creativity and ingenuity were widespread among the population, and that under the right circumstances people will accept and even seek responsibility. And without exception, no one exhibits pure Type X or Type I behavior every minute of every day. Do what gives you energy, what wakes you up in the morning and propels you through the day, from within or without.
But for Type X, the primary motivator is extrinsic rewards; any deeper pleasure is welcome but secondary. For type I, the main motivator is the freedom, challenge and purpose of the enterprise itself; any other profit is welcome, but mainly as a bonus. And it doesn't help in the mastery that is the source of achievement for a long time.
However, once compensation reaches that level, money plays a different role for Type I than it does for Type X. It is the motivating equivalent of clean energy: cheap, safe to use, and infinitely renewable. Deci found that those oriented toward control and extrinsic rewards showed greater public awareness, acted more defensively, and were more likely to display the Type A behavior pattern.
Science confirms that this kind of behavior is essential to being human and that now, in a rapidly changing economy, it is also essential to professional, personal and organizational success of all kinds.
Part Two
Perhaps management is one of the forces that changes our default setting and creates that state of affairs. And of the three, the sun around which the planets of SDT revolve is the most important. Former Google engineer Paul Bucheit created Gmail, now one of the world's most popular email programs, as his 20 percent project.
Autonomy over tasks is one of the essential aspects of the Motivation 3.0 work approach. Gore & Associates, the makers of the GORE-TEX fabric and another example of Motivation 3.0 in action, anyone who wants to rise through the ranks and lead a team needs to gather people who are willing to work with her. Of the relatives who were on the platform that morning, more than half would be dead five months later.
According to the consulting firm McKinsey & Co. in some countries as few as 2 to 3 percent of the workforce are highly engaged in their work. People have played the free online version of the game more than three million times. As Carol Dweck says, Effort is one of the things that gives meaning to life.
Even at the end of the first day, the participants noticed an increased sluggishness in their behavior. Grown children around the world because of their stage of life and the size of their numbers are pushing the goal closer to the cultural center. One of the reasons for anxiety and depression in successful people is that they don't have good relationships.
Part Three
PERCENT TIME WITH TRAINING WHEELS
- ENSURE INTERNAL AND EXTERNAL FAIRNESS
- PAY MORE THAN AVERAGE
- IF YOU USE PERFORMANCE METRICS, MAKE THEM WIDE- RANGING, RELEVANT, AND HARD TO GAME
It is sometimes remarkable how little people who run organizations know about the experiences of the people who work around them. It's like Project Runway, only the kids create the project themselves, and the reward at the end of the day is the opportunity to share what they've created and everything they've learned along the way. Then, at the end of the semester, have them create their own report card along with a one- or two-paragraph review of their progress.
Then give your kids a pocket knife, some power tools and a book of matches and get out of the way. One of the best ways to find out if you've mastered something is to try to learn it. Assign each student in the class a different aspect of the broader topic you are studying, and then have them take turns teaching their classmates what they have learned.
This darkly hilarious debut novel is a cautionary tale about the demoralizing effects of the Type X workplace. With a series of compelling and gracefully told stories, Gladwell deftly takes a hammer to the idea of the self-made man. Who: A social psychologist and one of the first professors at MIT's Sloan School of Management.
Most of the essential tools and techniques of modern management were invented by individuals born in the 19th century, not long after the end of the American Civil War.
CHAPTER-BY-CHAPTER SUMMARY
For professional success and personal fulfillment, we must move ourselves and our colleagues from Type X to Type I. The good news is that Type Is are made, not born, and Type I behaviors lead to stronger performance, better health, and better overall well-being. -being. Unfortunately, circumstances, including outdated views of management, often conspire to change that default setting and turn us from Type I to Type X.
To foster Type I behavior and the high performance it enables, the first requirement is autonomy. And the pursuit of mastery, an important but often dormant part of our third drive, has become essential to breaking through in the economy. Mastery is a mindset: it requires the ability to see your ability not as finite, but as infinitely improving.
And mastery is an asymptote: It's impossible to fully realize, which makes it simultaneously frustrating and alluring. But that's changing thanks in part to the rising tide of aging baby boomers reckoning with their own mortality. In Motivation 3.0, goal maximization takes its place alongside profit maximization as an aspiration and a guiding principle.
This move to accompany profit maximization with goal maximization has the potential to rejuvenate our businesses and remake our world.
Drive: The Glossary
So now that you've read this book, go out and praise or spread it on your blog or your favorite social networking site. If Motivation 3.0 was the prevailing ethos when you were young, how would your experiences differ. Describe a time when you saw one of the seven fatal flaws of roots and sticks in action.
If you are a boss, how can you replace if-then rewards with a more autonomous environment and every now and then that reward. What are one or two other ideas that will bring out more Type I behavior in your workplace. How can you adapt your current role to bring more of these optimal experiences.
Is there anything you've ever wanted to master that you've been avoiding for reasons like I'm too old or I'll never be good at it or it would be a waste of time. How can you delegate these tasks in a way that won't take away the autonomy of your colleagues. If you are a mom or dad, does your home environment encourage more Type I or Type X behavior in your child or children?
Is his take on Motivation 3.0 a little too utopian, that is, it's Pink, if you'll pardon the pun, too pink.
ACKNOWLEDGMENTS
- THE RISE AND FALL OF MOTIVATION 2.0
- CHAPTER 2. SEVEN REASONS CARROTS AND STICKS (OFTEN) DON'T WORK
- TYPE I AND TYPE X
- AUTONOMY
- MASTERY
- PURPOSE
Deci, Effects of externally mediated rewards on intrinsic motivation, Journal of Personality and Social Psychology. Colin Camerer, Behavioral Economics: Reunifying Psychology and Economics, Proceedings of the National Academy of Sciences 96 (Sept. Mark Lepper, David Greene, and Robert Nisbett, Undermining Children's Intrinsic Interest with Extrinsic Rewards: A Test of the ÔOverjustification' Hypothesis, Journal of Personality and Social Psychology 28, no.
Sam Glucksberg, The influence of drive strength on functional fixation and perceptual cognition, Journal of Experimental Psychology. Anton Suvorov, Addiction to Rewards, presentation given at the European Econometric Society Winter Meeting, October 25, 2003. Fong and Daniel Hommer, Predicting Incremental Monetary Reward Selectively Recruiting the Nucleus Accumbens, Journal of Neuroscience 21 (20).
Ryan, Youngmee Kim in Ulas Kaplan, Differentiating Autonomy from Individualism and Independence: A Self-Determination Theory Perspective on internalization of Cultural Orientations and Well-Being, Journal of Personality and Social Psycholog y 84 (januar 2003); Joe Devine, Laura Camfield in Ian Gough, Autonomy or Dependence or Both?: Perspectives from Bangladesh, Journal of Happiness Studies 9, št. Ryan, Intrinsic Need Satisfaction: A Motivational Basis of Performance and Well-Being in Two Work Settings, Journal of Applied Social Psychology 34 (2004). Opažanje prihaja iz nekdanjega izvršnega direktorja 3M Billa Coyna, citiranega v Ben Casnocha, Success on the Side, The American: The Journal of the American Enterprise Institute, april 2009.
Kelly, Grit: Perseverance and Passion for Long-Term Goals, Journal of Personality and Social Psychology 92 (januar.
