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- Create Date：2021-10-18 09:55:20
- Update Date：2025-09-06
- Status：finish
- Author：Daniel H. Pink
- ISBN：8360652937
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Summary
Drive to wyjatkowa ksiazka， ktora zapladnia myslenie oraz powoduje skuteczne dzialanie。 Pink wysuwa mocne argumenty， aby ponownie przemyslec motywacje i dostarcza narzedzi potrzebnych do przeprowadzenia zmian we wlasnym zyciu。 Daniel H。 Pink jest tworca obalajacego pewien paradygmat pogladu na to， co naprawde nas motywuje i jak mozemy wykorzystac te wiedze， by pracowac madrzej i zyc lepiej。 Wiekszosc z nas przekonana jest， iz najlepszym sposobem na zmotywowanie siebie oraz innych sa nagrody， a takze filozofia kija i marchewki。 A to blad， bowiem tajemnica pozwalajaca uzyskac wysokie wyniki oraz satysfakcje - w pracy， w szkole i w domu - jest gleboko zakorzeniona w czlowieku potrzeba kierowania swoim wlasnym zyciem， uczenia sie i tworzenia czegos nowego i lepszego postepowania wobec siebie i tego najlepszego ze swiatow。 Drive az kipi od wspanialych pomyslow - to wyjatkowa ksiazka， ktora zmienia sposob myslenia i podejscia do zycia。
Reviews
Simon
，
The rationale:‘Carrot and stick’ extrinsic motivators have a narrow window of usefulness。 Without intrinsic motivation， industriousness will become limited。Three intrinsic motivators: 1。 Autonomy - desire to direct your own life with 4Ts （time， technique， team， task） - best situation is when constructive teamwork leads to fuller autonomy。2。 Mastery - desire to continually improve at something that matters with ‘Goldilocks tasks’ （not too hot， not too cold）。3。 Purpose - desire to do something in The rationale:‘Carrot and stick’ extrinsic motivators have a narrow window of usefulness。 Without intrinsic motivation， industriousness will become limited。Three intrinsic motivators: 1。 Autonomy - desire to direct your own life with 4Ts （time， technique， team， task） - best situation is when constructive teamwork leads to fuller autonomy。2。 Mastery - desire to continually improve at something that matters with ‘Goldilocks tasks’ （not too hot， not too cold）。3。 Purpose - desire to do something in service larger than ourselves - to be intrinsically motivated to make a difference rather than just profit maximisation。Beyond the social science minutiae to add levels of empiricism， this is the central thesis。 However， it doesn’t take into account the self-defeating nature of workplace culture: where teams often become fractious， and becomes the greatest obstacle to autonomy， mastery and purpose。 。。。more
Youssef Abed
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Intrinsic motivations have changed my perspective on motivation so much。 Extrinsic motivations are nothing compare to intrinsic motivations！ Great viewpoints are mentioned here。
M。 Yuşa Özgül
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I recommend this book。 It will give's you a new approach to life long improvement。 I recommend this book。 It will give's you a new approach to life long improvement。 。。。more
Andrei Stefoane
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There are some lessons to learn from this book but most of it is dedicated to company CEOs and team leaders。
Steve
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Great book， narrated by the author。 Reveals how much of what we think motivates people is inadequate and even counterproductive。 Shares the research behind the three true motivators that result in high performance - autonomy， mastery and purpose。 Lots of good examples， practical tips， an annotated reading list and helpful summary of the key ideas。
Vasudeva Reddy
，
Summary: Humans don't crave for external rewards but ultimate internal satisfaction。 After meeting baseline requirements， any further external rewards will only discourage them to have long term benefits。 This single point dragged over 200 pages repeatedly hammering it over readers head。 Literally there is no other takeaway from this apart from above line Summary: Humans don't crave for external rewards but ultimate internal satisfaction。 After meeting baseline requirements， any further external rewards will only discourage them to have long term benefits。 This single point dragged over 200 pages repeatedly hammering it over readers head。 Literally there is no other takeaway from this apart from above line 。。。more
Rashid Muhairi
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This review has been hidden because it contains spoilers。 To view it， click here。 Drive: The Surprising Truth About What Motivates Us （Hardcover）
Justinas Rastenis
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Probably because I have already heard many concepts from this book before in various corporate trainings， it kind of let me down in terms of novelty and theoretical subtelty。 It felt like the whole narrative oversimplifies the motivation of all individuals more than it is required to justify theoretical model。 However， there was still personal takeaways from this book， which in my opinion makes it a decent read。 Also， great format and summarization of key concepts makes it convenient to familiar Probably because I have already heard many concepts from this book before in various corporate trainings， it kind of let me down in terms of novelty and theoretical subtelty。 It felt like the whole narrative oversimplifies the motivation of all individuals more than it is required to justify theoretical model。 However， there was still personal takeaways from this book， which in my opinion makes it a decent read。 Also， great format and summarization of key concepts makes it convenient to familiarize yourself with the essence of the book in case you do not have time to read it back to back。 。。。more
Kandachamy Vijayakumaran
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The paradigm shift in motivation psychology has taken place in our time and this book is a solid manifest to embrace the new paradigm。 The suggested readings toward the end of the book is a good collection which I would read in near future。
Oana
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Could have been a 125pager。Focus on the intro and the very useful and practical info in the how to guide at the end。 The rest does not provide that much added value。
tom
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This review has been hidden because it contains spoilers。 To view it， click here。 Summary:When it comes to motivation， there's a gap what science knows and what business does。 Our current business operating system - which is built around external， carrot-stick motivators - doesn't work and often does harm。 We need an upgrade and 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 somethig that matters; and （3） Purpose - the yearning to do what we do in the Summary:When it comes to motivation， there's a gap what science knows and what business does。 Our current business operating system - which is built around external， carrot-stick motivators - doesn't work and often does harm。 We need an upgrade and 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 somethig that matters; and （3） Purpose - the yearning to do what we do in the service of something larger than ourselves。 Human beings have a biological drive that includes hunger， thirst， and sex。 This is called the Motivation 1。0 system。 We have also another long-recognized drive: to respond to rewards （like money） and punishments。 This is called Motivation 2。0。 The Motivation 2。0 system does often not work like it should。 It extinguish intrinsic motivation and diminish perfofrmance。 This traditional "if-then" reward system does only work under special circumstances， which we can see in the picture below。Seven Reasons Carrots and Sticks don't work:1。 They can extinguish intrinsic motivation2。 They can diminish performance。3。 They can crush creativity4。 They can crowd out good behavior。5。 They can encourage cheating， shortcuts， and unethical behavior。6。 They can become addictive。 7。 They can foster short-term thinking。 But luckily there is another motivation system which scientists discovered in the middle of the 20th century。 Human beings also have an intrinsic drive。 This system is called Motivation 3。0。 People can have an Type X behavior （urging for external desires） or an Type I behavior （focussing on intrinsic behavior） and as far as we can see is Type I behavior not only much healthier but also more productive。 **Type I's are made， not born。** As I mentioned above， Motivation 3。0 consists of three essential elements。 1。 Autonomy - People need autonomy over task （what they do）， time （when they do）， team （who they do it with）， and technique （how they do it） to enable Type I behaviour。2。 Mastery - Mastery begins with "flow" and to supplement day-to-day activities with "Goldilocks tasks" （not too hard and not too easy）。 It is about becoming better in your field day by day。 3。 Purpose - People seek for purpose in the things they do instead of extrinsic factors。What is the Sawyer Effect？The first principle of the sawyer effect is that any activity can be made into a game。 [。。。] By turning an activity into a form of game the person creates intrinsic motivation to engage with the task。 Intrinsic motivation has been shown to lead to better engagement and learning outcomes and it appears that a simple shift in perspective can encourage it in people。 This can bee seen in examples like the way in which students will engage with repetitive tasks like the grind in MMORPGS without enthusiasim but will find homework to be meaningless drudgery。The second principle that the sawyer effect shows is the reverse of the first any game can be changed into work by the offering of rewards contingent on its completion。 [。。。] To often teachers reach towards rewards as a method of encouraging motivating students。 If you do all your homework then you get an A。 This signals that the activity is not worth doing for it’s own value and changes it from a game， to work。> Work consists of whatever a body is obliged to do， and that Play consists of whatever a body is not obliged to do。> [The Sawyer Effect and Motivation | Peadar Callaghan]（https://peadarcallaghan。com/gamificat。。。）### How to apply the rules into daily life1。 First， ask a big questionOne way to orient your life toward a greater purpose is to think about how your life can be recalled in just one sentence。 What's your sentence？ 2。 And then keep asking a small question Real achievment doesn't happen overnight。 To keep yourself motivated， ask yourself at the end of the day if you were better today than you were yesterday。 Did you more？ Did you do it well？ You don't have to be flawless each day。 Insteadd， look for small measures of improvement。 Reminding yourself that you don't need to be a master by day 3 is the best way of ensuring you will be one by day 3000。 3。 Take a Sagmeister and give yourself a performance review Be brutally honest and critical with yourself。 Make sure you understand how every aspect of your work relates to your larger purpose。 A Sagmeister is the idea to take a gap year all 7 years instead of at the end of your life which might be helpful because you can rethink your life and maybe break some bad habits or thoughts。 In my eyes this is a great metaphor for just review your current state in life more frequently。4。 Get Unstuck by going oblique What would other people？ Repetition matters。 Practicing isn't always easy。 Set new goals and strain yourself to reach a bit higher every time。 ## 🗒️ Media[PDF-Dateien]（https://www。notion。so/PDF-Dateien-8b3。。。） 。。。more
khairul hasanul adlin abdullah
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this bitter explain the bitter truth what the world is going on。 we are living in the old lame motivation method。 the books explain what is the really matter us to always motivate us in real life。 the facts that punishment and reward are too lame that are not efficient to motivates us。 but are highly used by all of the world。
Lucas
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I was prank-gifted this book because I was whining to a friend about needing to participate in any amount of leadership。 This is a genre I loathe， and would never have read it except out of friendship duty。It's better than I expected it to be。 The first half is loaded with psychology studies， but starts to drift into the weeds of interpretation later on。However， the idyllic magical unicorn companies that this book depicts were so depressingly wonderful-sounding that I could barely stand to finis I was prank-gifted this book because I was whining to a friend about needing to participate in any amount of leadership。 This is a genre I loathe， and would never have read it except out of friendship duty。It's better than I expected it to be。 The first half is loaded with psychology studies， but starts to drift into the weeds of interpretation later on。However， the idyllic magical unicorn companies that this book depicts were so depressingly wonderful-sounding that I could barely stand to finish it。 。。。more
Dragan Gelevski
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The modern world is plagued with misinformation and gurus that provide motivation tips。 This book will get you out of that mindset and confusion， and paint a very different picture about motivation in the past and now。 There are experiments， examples and a lot of valuable information about motivation。 It is not a self-help book， so it does not preach to you， just deconstructs and explains。
Hestia Istiviani
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I read in English but this review is in Bahasa Indonesia The problem with making an extrinsic reward the only destination that matters is that some people will choose the quickest route there， even if it means taking the low road。 Yang namanya perjalanan untuk mengenali diri memang tidak ada habisnya。 Proses tersebut paralel dengan pertumbuhan manusia。 Baik secara fisik， batin， atau pola pikir。 Di sinilah aku bertemu dengan persimpangan dan kembali bertanya， "Apa yang dicari lagi sejauh ini？"P I read in English but this review is in Bahasa Indonesia The problem with making an extrinsic reward the only destination that matters is that some people will choose the quickest route there， even if it means taking the low road。 Yang namanya perjalanan untuk mengenali diri memang tidak ada habisnya。 Proses tersebut paralel dengan pertumbuhan manusia。 Baik secara fisik， batin， atau pola pikir。 Di sinilah aku bertemu dengan persimpangan dan kembali bertanya， "Apa yang dicari lagi sejauh ini？"Pertanyaan-pertanyaan terkait cukupkah kita bekerja hanya alasan keuangan/finansial seringkali bermunculan pada anak muda yang baru saja lulus kuliah atau mereka yang belum menyentuh usia kepala 3。 Bagi masyarakat seperti di Indonesia， mencari uang tidaklah perlu banyak cakap。 Tidak perlu terlalu selektif。 Apa yang ada di depan， lakukan saja。 Kata mereka yang boomers， sikap memilih akan membuat anak muda kesulitan di masa depan。Benarkah demikian？Tahun 2016， ketika aku mendapatkan kesempatan untuk menjadi salah satu mentee dalam program mentorship， menerima pekerjaan apapun di sebuah kantor konsultan menjadi hal yang tidak lagi bisa ditawar。 Ingat betul bagaimana aku diminta untuk pulang ke Surabaya （sebagai "hukuman） setelah mengatakan bahwa mengerjakan proyek video bukanlah hal yang memunculkan spark joy （hingga sekarang aku tidak suka membuat video， lho）。 Yang kedua， masih di kantor yang sama， mantan pacarku pernah berujar bahwa orang yang memilih-milih pekerjaan hidupnya sungguh ribet。 Dia menganalogikan dengan ujaran， "Tinggal makan aja apa susahnya sih？" Padahal， di balik "tinggal makan aja" ada banyak pertimbangan yang harus dipikirkan。 Dan pertimbangan orang satu dengan yang lainnya tidak bisa disamakan begitu saja。 Aku memikirkan kalau mengerjakan sesuatu yang tidak "spark joy" adalah beban。 Itu tidak sama dengan orang lain yang mengatakan kalau "yang penting dibayar。"Setelah aku memutuskan untuk mengundurkan diri pada 2020， membaca menjadi salah satu kegiatan yang sering dilakukan。 Aku juga "bertemu" secara daring dengan teman-teman yang bergerak dalam isu HAM。 Termasuk di dalamnya mengangkat isu "modern slavery。" Aku memahami bahwa "memilih pekerjaan" bukan semata-mata masalah kenyamanan gaji saja sebagai modal ekstrinsik。 Melainkan juga pemenuhan hak mendasar sebagai manusia: jaminan kesehatan dan ketenagakerjaan （BPJS）。 Kalau begitu， apakah dengan upah yang layak dan kompensasi yang manusiawi， seorang manusia bisa bekerja dengan giat？ Logikanya demikian。 Tapi praktiknya tidak semudah itu。 Daniel H。 Pink kemudian menuliskan bahwa Motivation 2。0 seringkali hanya membuat seseorang punya tujuan jangka pendek。 Selain upah， menerapkan konsep "if-then" yang salah malah membuat seseorang yang melihat ujungnya saja， tanpa mengintegrasikan nilai diri。 Misal， apabila seorang Sales bisa menjual 3。000 eksemplar dalam 1 bulan， maka ia mendapatkan hadiah berupa jalan-jalan ke Singapura selama 3 hari gratis。 Pink menjelaskan， motornya hanya sebatas mendapatkan hadiah。 Orang tersebut tidak terdorong untuk mencoba memutar otak secara kreatif。 Bahkan， sangat mungkin adanya peluang untuk berbuat curang。 Hal serupa juga berlaku pada konsep "reward and punishment" yang sudah sering kita dengar。 Mencurangi sistem agar tidak perlu bayar denda atau mendapatkan hukuman。 Pink mengatakan， "We need upgrade。" Human beings have an innate inner drive to be autonomous， self-determined， and connected to one another。 And when that drive is liberated， people achieve more and live richer lives。 Kembali pada istilah "spark joy" dalam melakukan pekerjaan， rupanya itu hal yang dicoba Pink。 Motivation 3。0 mengedepankan modal instrinsik manusia untuk bekerja: dorongan dalam diri atau motivasi。 Dan seperti yang sudah bisa ditebak， masing-masing orang punya motivasi berbeda。 Ketika itu， aku lebih memilih mengurus artikel dan buku ketimbang ikut turun memproduksi video。 Sebisa mungkin， aku tidak mendapatkan giliran sebagai asisten ketika ada proyek pengambilan gambar。 Lebih jauh， Pink mengatakan kalau pendekatan pada Motivation 3。0 menekankan pada 3 hal: （1） Autonomy—the desire to direct our own lives; （2） Mastery—the urge to make progress and get better at something that matters; and （3） Purpose—the yearning to do what we do in the service of something larger than ourselves。 Saat membaca bagian tersebut， aku seperti mendapatkan jawaban atas， "Apa sih yang aku cari？ Kan sudah ada di industri。" Rupanya aku menginginkan suatu proyek di mana bisa secara leluasa mengeksprsikan diri， mengintegrasikan nilai yang aku amini tanpa terhalang birokrasi。 Kalau dipikir-pikir， aku bisa melakukannya dengan persona pribadiku maupun melalui Baca Bareng。 Membuka keran untuk beragam kolaborasi supaya mencapai "mastery。" Hingga akhirnya menuju pada titik Purpose--kalau dalam piramida Maslow， puncak tertingginya: self-actualization。 Tanpa ketiga hal itu， barangkali aku cuma menjadi zombie。 Sekadar bekerja untuk menyambung hidup dari gaji ke gaji。 Maka dari itu， boomers barangkali harus berhenti mengatakan dan menormalisasi kepada anak muda untuk tidak pilih-pilih pekerjaan。 Lah， zamannya saja sudah berubah dengan begitu cepat， tentu saja manusia di dalamnya juga ikut berkembang。 Pemikiran yang hanya bertumpu pada Motivation 2。0 hanya berbuah pada manusia yang "menyelesaikan ala-kadarnya" tapi tidak membawa nilai plus （added value） baik untuk organisasi ataupun lingkungan sekitarnya。 Sudah waktunya untuk menormalisasi membiarkan anak muda untuk eksplorasi sebanyak mungkin peluang yang bisa ia miliki/ciptakan/tekuni。 Sebagaimana Motivasi 3。0 yang membuat manusia menjadi jauh lebih kreatif dan produktif secara sehat。 。。。more
Brigette
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My biggest takeaways:** People need autonomy， mastery， and purpose to be motivated "The ultimate freedom for creative groups is the freedom to experiment with new ideas。 Some skeptics insist that innovation is expensive。 In the long run， innovation is cheap。 Mediocrity is expensive—and autonomy can be the antidote。" TOM KELLEY General Manager， IDEO** Extrinsic motivation can kill intrinsic motivation "Indeed， the very premise of extrinsic incentives is that we'll always respond rationally t My biggest takeaways:** People need autonomy， mastery， and purpose to be motivated "The ultimate freedom for creative groups is the freedom to experiment with new ideas。 Some skeptics insist that innovation is expensive。 In the long run， innovation is cheap。 Mediocrity is expensive—and autonomy can be the antidote。" TOM KELLEY General Manager， IDEO** Extrinsic motivation can kill intrinsic motivation "Indeed， the very premise of extrinsic incentives is that we'll always respond rationally to them。 But even most economists don't believe that anymore。 Sometimes these motivators work。 Often they don't。 And many times， they inflict collateral damage。" "people oriented toward autonomy and intrinsic motivation have higher self-esteem， better interpersonal relationships， and greater general well-being than those who are extrinsically motivated"** We're all inherently born with motivation to learn and work， but over time schools and workplaces can drain this from us in our offices and our classrooms we have way too much compliance and way too little engagement。 The former might get you through the day， but the latter will get you through the night。** As a manager， I need to find out what motivates my team and create the environment for that As Carol Dweck says， “Effort is one of the things that gives meaning to life。 Effort means you care about something， that something is important to you and you are willing to work for it。 It would be an impoverished existence if you were not willing to value things and commit yourself to working toward them。 "For artists， scientists， inventors， schoolchildren， and the rest of us， intrinsic motivation—the drive do something because it is interesting， challenging， and absorbing—is essential for high levels of creativity" 。。。more
Tim Ouellette
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inspiring I enjoyed this book immensely， it opened my eyes to the different ways to look at human nature。 As a manager I’m always trying to find ways to reach the people I manage。
Gbolabo Adetunji
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To find out why the pursuit of mastery of anything does not begin until one is wilfully able to obliterate the artificial boundaries between work and play， check out chapter five。
Catherine
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Excellent book about how intrinsic motivation is much more effective for most things （especially education and meaningful work）。
Nikki
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What motivates us？ It’s not the carrot and the stick。
Darren Sapp
，
This book shatters the line of thinking for most employers that think compensation is the main motivator。 It can motivate， but it's so much more about fulfillment。 This book shatters the line of thinking for most employers that think compensation is the main motivator。 It can motivate， but it's so much more about fulfillment。 。。。more
Matthew Jacobs
，
Classic book on motivation that every leader should read。
Cesar Millán
，
Te has preguntado por qué no te sientes motivado en lo que haces （trabajo， relación， estudios？） esto se debe a que lo que haces hoy no se encuentra alineado con tus motivaciones intrínsecas y lo que realmente te motiva。 Lee este libro si necesitas un empujón de motivación。
Holly Mueller
，
I enjoyed listening to Daniel H。 Pink narrate his book on motivation。 Lots of discussion of "flow" as being a motivator。 I loved reading Mihaly Csikszentmihalyi's book when getting my gifted endorsement。 Even though this book was written largely for business， there are many implications for education， and he touches on that。 The biggest takeaway is that people are not motivated by extrinsic rewards。 We must create conditions in which employers or students have enough agency， challenge， and joy a I enjoyed listening to Daniel H。 Pink narrate his book on motivation。 Lots of discussion of "flow" as being a motivator。 I loved reading Mihaly Csikszentmihalyi's book when getting my gifted endorsement。 Even though this book was written largely for business， there are many implications for education， and he touches on that。 The biggest takeaway is that people are not motivated by extrinsic rewards。 We must create conditions in which employers or students have enough agency， challenge， and joy at work or school to be empowered and productive。 。。。more
Erin
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This book has become a favorite of educators， oft referenced by my professors， admin， and the district， so I was surprised to discover that he barely mentions education and focuses almost entirely on business management。 His theories make more sense in a business setting， where people are in professions they chose， and I felt validated in my critique that strategies focused on intrinsic motivation are less useful when you're teaching kids that hate a class and didn't choose to be there。 In that This book has become a favorite of educators， oft referenced by my professors， admin， and the district， so I was surprised to discover that he barely mentions education and focuses almost entirely on business management。 His theories make more sense in a business setting， where people are in professions they chose， and I felt validated in my critique that strategies focused on intrinsic motivation are less useful when you're teaching kids that hate a class and didn't choose to be there。 In that case， there's only so much giving students choice and flexibility can do， and in my experience， it can even produce worse results。 。。。more
Jill
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This was a super fascinating read， and though not a lot of the info was new to me， I enjoyed hearing the studies that supported the facts， and I enjoyed hearing about the companies and people who implemented change。 This was particularly relevant during Covid， since businesses are revamping/have revamped to accommodate the changing needs in the work force。。。and whaddya know？ So many companies are saving piles of money， cutting down costs AND getting much more productivity and overall satisfactio This was a super fascinating read， and though not a lot of the info was new to me， I enjoyed hearing the studies that supported the facts， and I enjoyed hearing about the companies and people who implemented change。 This was particularly relevant during Covid， since businesses are revamping/have revamped to accommodate the changing needs in the work force。。。and whaddya know？ So many companies are saving piles of money， cutting down costs AND getting much more productivity and overall satisfaction from employees who no longer have to commute， have freer schedules， and are not micromanaged anymore。 Hooray！ 。。。more
Chris
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Great book， great ideas。
Elise Barker
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Like most books of this nature， it could have been a third of the length。 I’m using it in a class I’m teaching （it is required by the curriculum）。 Next time I’ll give my students a more limited number of excerpts from it rather than full chapters。 The phrase “beating a dead horse” springs to mind。 That said， the core message is essential and helpful。
Dmitry
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blink: may seem simplistic， but examples are decent and actually actionable。 so i'd rather agree。 HOWEVER the problem is with WHO is it aimed at。 Author acknowledges there are professions sensitive to different motivations。 blink: may seem simplistic， but examples are decent and actually actionable。 so i'd rather agree。 HOWEVER the problem is with WHO is it aimed at。 Author acknowledges there are professions sensitive to different motivations。 。。。more
Joy Bellefontaine
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A re-reader for sure。 The recommended reading list is a goldmine。
Reference
google book https://www.google.com/search?tbm=bks&q=Drive
hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=Drive&field1=ocr&a=srchls&ft=ft&lmt=ft
The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,Drive&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0