Drive by Daniel Pink [Book Summary – Review]


Around 50,000 years back, a man was engrossed exclusively with his endurance – he was driven by motivation 1.0: the quest for food and drink, a protected spot to rest around evening time, and the craving to duplicate and pass on his qualities. 

Up until a couple of hundreds of years back, these essential needs were the fundamental main impetus of humankind. By no later than the time of industrialization, be that as it may, this had started to change. 

Creation cycles turned out to be progressively perplexing, and the man began to depend progressively on another driving force for creation: extraneous motivation 2.0, which depends on the two motivators of remuneration and discipline by an outsider – otherwise called the stick and the carrot. 

The system behind this is rewards fortify alluring conduct. Given the possibility of higher wages, workers pull more coal, and current representatives are snappier to react to messages. 

Discipline, on the other hand, is proposed to forestall bothersome conduct. Somebody censured before the entire group will be late less frequently, and an individual compromised with excusal for taking materials isn’t probably going to purloin anything from the working environment. 

Businesses who depend on extraneous motivation chip away at the reason that their laborers, if not driven by the outcomes of the stick and the carrot, on a very basic level have no eagerness for their work and will attempt to avoid any obligation; along these lines, those in an administration position should perpetually immediate and direct them. 

Even though it may be that some cutting edge organizations have loosened up the clothing regulation or working hours for keeping their laborers glad, Motivation 2.0 keeps on overwhelming the working scene. 

The overseeing gatherings of most of the firms are persuaded that with regards to propelling their representatives, the main significant factor other than fundamental human needs is the utilization of remunerations and authorizations – and they deal with their laborers appropriately. 


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Chapter 1 – There is another way: Motivation 3.0 – Intrinsic motivation instead of outside impetuses.


Until 1949, it was expected that human and creature conduct was constrained by inward drives and outside motivations. At that point Professor of brain research Harry Harlowe made a disclosure that negated this hypothesis: 

He gave eight Rhesus monkeys a mechanical riddle. Since the primates would get neither food nor acclaim on the off chance that they tackled the riddle, he was persuaded they would not fret about it. 

In any case, the monkeys gave it a go, perceived how it worked, and, with no outside motivating forces, explained it with incredible delight. Such conduct is additionally regular for us people. 

The improvement of the online reference book Wikipedia, for instance, is similarly as charming. Countless individuals compose and alter articles for Wikipedia willfully, out of unadulterated pleasure. They put the important working time in this undertaking and get not even the most minimal material compensation consequently. 



Even though the development of Wikipedia was reliant on intentional scholars, the task turned into a gigantic achievement. Conversely, its adversary item, Microsoft Encarta, whose improvement was in the hands of generously compensated proficient creators and editors, was shut during some time back. 

In both the Rhesus monkeys and the Wikipedia model, motivation isn’t driven by fundamental needs, rewards, or endorses. How, at that point, would it be able to be clarified? 

There is another internal power that drives us: Intrinsic Motivation 3.0. At the point when an individual gets a new line of work satisfying, no further prize is vital. Just the delight of having the option to program an application, for example, Firefox or to distribute plans on the web for others to profit by is, much of the time, motivation enough. 

Naturally persuaded individuals need to have the option to direct when they work, what they take a shot at, and what they are liable for. They shouldn’t be coordinated or remunerated, because they appreciate working and do so deliberately, without requesting anything consequently. 


Chapter 2 – Missing the objective: the stick and the carrot can have destructive results.


In many carports, mechanics are guaranteed a reward on the off chance that they do a specific number of fixes inside a specific period. One would anticipate that this outer impetus should propel them to give results that fulfill their clients. 

Rather, the entire technique frequently reverse discharges: the mechanics’ primary objective is to accomplish an objective number of fixes and secure their prize, thus they are slanted to do pointless fixes, something which disturbs their clients and harms the organization subsequently. 

The objective planned to advance effective work, rather than brings about clients losing confidence in the carport, despite the way that the laborers are conveying on track. 

The proposal of the carrot can likewise be adverse, as uncovered by a deftness test in India. Members in an examination were guaranteed different wholes of cash for hitting focuses with tennis balls. The individuals who were guaranteed the most cash performed, as opposed to the general desire, the most exceedingly awful. 



The money related motivators put a higher focus on the members, which neglected to improve their presentation as well as restrained it. 

In another investigation, members were approached to figure out how to affix a light to a divider, a riddle whose arrangement required imaginative reasoning. Here, as well, a few members were guaranteed cash for taking care of the issue rapidly. 

Rather than moving these members to think innovatively, the possibility of this prize blurred their reasoning and blunted their cleverness. The motivation appeared to signal them, obstructing the more extensive vision important to comprehend the errand, and bringing about eminently longer fulfillment times when contrasted with members who were not guaranteed a prize. 

Even though the stick and the carrot can be successful as motivators on account of routine assignments, for example, gathering sacks in a grocery store (where prizes drive representatives to work all the more proficiently), if the work is all the more requesting or requires a more noteworthy level of imagination, stick-and-carrot motivation can prompt unethical conduct and a decrease in execution. 


Chapter 3 – Outward vows to annihilate inherent motivation.


Youngsters regularly exhibit incredible devotion in endeavoring towards little objectives: they cavort about with extraordinary interest and test everything conceivable trying to comprehend the world. It is with incredible joy that they utilize their hands, mouth, eyes, and ears to find out about anything, in the case of watching butterflies or figuring out how to stack jars. They are naturally propelled to a high degree. 

Throughout the years, nonetheless, they change: their desire to look for difficulties and curiosities diminishes. Gradually, they stop to advance their aptitudes themselves. So what befalls their motivation? 

Inherent motivation is step by step lost as an individual is gone up against with a world wherein everything depends on extraneous motivation– as represented in a nursery analysis in which youngsters were approached to deliver a drawing. 



A few kids were guaranteed an authentication for finishing their drawings, and the others were most certainly not. At the point when the two gatherings were set to drawing once more (this time with neither one of the groups being guaranteed a prize), the youngsters who had recently gotten an authentication not, at this point needed to draw, while the individuals who hadn’t got any exceptional acknowledgment did. 

The guaranteed acknowledgment had decimated their natural motivation: they had figured out how to draw just for a prize. Following this example, suppose if rewards steadily kill inborn motivation for some exercises. 

As youngsters, we are driven by our internal wants to learn, to find, and to help other people. Yet, as we develop, we are customized by our general public to require extraneous motivations: if we take out the garbage, concentrate hard and work eagerly, we will be remunerated with well-disposed recognition, high evaluations, and great checks. 

Gradually, we lose increasingly more of our inherent motivation. On the way towards adulthood, our regular commitment diminishes with age. 


Chapter 4 – Get into the stream: the internal drive for flawlessness prompts energy and devotion.


Basketball players need to shoot an ever-increasing number of circles, PC researchers need to make progressively savvy projects and picture takers need to take better and better pictures. They all have a significant part of Motivation 3.0 in like manner: the inward inclination to accomplish flawlessness. This permits them to improve in the region which is critical to them and to carry enthusiasm and responsibility to the quest for their objective. 

In any case, 50 percent of workers in the USA report feeling uncertain about their activity. They satisfy their obligations yet need energy. This is because many are under-extended in their work and have scarcely any open doors for self-awareness. This chokes out their drive for flawlessness, which is significant on the off chance that one is to give 100 percent duty. 

Innovative individuals with a drive for flawlessness regularly work in a stream state, which implies they seek after an assignment with the most elevated level of fixation and energy, overlook their general surroundings and lose themselves altogether in their work. Consider painters who joyfully work at their photos for quite a long time. 



The stream state can’t keep going for extremely expanded periods, yet it occurs ramblingly. It goes connected at the hip with the drive for flawlessness, which ceaselessly creates and consistently prompts new conditions of ‘stream.’ Even tastes of accomplishment in an on-going bit of work, and the confidence in nonstop improvement, are sufficient to rouse us in every unique everyday issue. 

A few people feel that our aptitudes are written in stone during childbirth and that no measure of effort will permit them to some time or another be better at running or drawing. These individuals are hard to rouse. Be that as it may, the individual who accepts they can grow further will strive to run quicker or paint prettier pictures. 

This additionally applies to representatives, as long as they are endowed with suitable requests. On the off chance that a prevalent gives her representatives an errand that urges them to continually improve, this can create the stream involvement with the worker, and they will come to work each day with a great deal of commitment and energy. 

While flawlessness is something we can never accomplish, it is by and by something we ought to take a stab at we should be yearning to come as near flawlessness as could reasonably be expected. 


Chapter 5 – The quest for significance: a crucial characteristic driving force.


In mature age, individuals start to consider what was significant in their lives and ask whether they accomplished something. Be that as it may, what moves individuals throughout their lives, and for what reason do they go about as they do? 

To respond to this inquiry, therapists explored the mission for importance in the lives of youngsters. They solicited moves on from the University of Rochester about their primary point throughout everyday life. 

While some named extraneous benefit targets and needed to get rich and celebrated, others determined increasingly significant characteristic objectives: to grow by and by and to help other people, for instance by working for worldwide guide associations. 

A few years after the fact, the analysts met similar members to discover how things had shown up for them. The understudies with benefit objectives were not any more placated, in any event, having effectively accomplished situations as supervisors in enormous firms. 



Despite what might be expected, they experienced sadness and tension more now and again than the understudies who had expressed significant objectives. The last answered to have accomplished more noteworthy satisfaction in existence with their objectives, and just once in a while experienced mental afflictions. 

Endeavoring to change something in oneself and the public eye is a lot more beneficial and fulfilling driving force. For an ever-increasing number of individuals, such significant objectives have become their primary main impetus. We are progressively subscribing to intentional and unpaid exercises. 

To have a bigger objective as the main priority is more propelling and actuating than cash would ever be. Rather than making progress toward the most elevated conceivable benefit, individuals who seek after significance in their lives need to give something back to society – which, thus, likewise invigorates them, individual. 

The consequences of further investigations bolster this: the government assistance of laborers improves in organizations where the extent of the spending plan can be given to worthy missions. Furthermore, specialists are recognizably less depleted on the off chance that they can utilize one day of the week to converse with their patients and do outreach administration. 


Chapter 6 – My undertaking, my time, my group! Self-assurance advances natural motivation.


For certain years, there have been organizations whose initiative lays on the self-assurance of the laborers: rather than observing their representatives and keeping them on a firm grip, they have either loosened up control or let go of the reins. 

Google, for instance, depends on singular self-association of working time, and their representatives can invest 20 percent of their energy in building up their inventive thoughts. The achievement of this motivation procedure justifies itself with real evidence: in these stages, the laborers of Google have created hits, for example, Google News and Google Mail. 

The organization Medius additionally utilizes self-assurance as a wellspring of motivation for its laborers: everybody’s objective is just to finish their undertakings inside a specific period – the administration has discarded set available time. The laborers are presently considerably more inspired since in the evenings they can at present make it to their youngsters’ football match-ups. 

Another model is Zappos. An average call-focus has a yearly staff turnover of 35 percent, since making calls for a considerable length of time isn’t simply exhausting yet additionally upsetting – it offers no place for self-assurance and henceforth gives no characteristic motivation. 

Zappos, be that as it may, do things any other way: the representatives are permitted to telecommute with no administrative weight and can lead discussions in their style. They are profoundly energetic, accordingly staying with the organization longer, and their client support is additionally quite superior to average. 



The group you work with additionally significantly affects your motivation: at Whole Foods, the laborers, just as the staff chiefs, settle on new representatives; and at W.L Gore and Partner, the individuals who need to lead a group need to discover individuals ready to work under them themselves. 

Whether or not we are researchers, clerks, or mechanics, we are undeniably progressively devoted to our work when permitted self-assurance. A few people wish to have all the more a state in their working hours, others in the manner by which the group is made. 

On the off chance that a worker is permitted these opportunities, they build up a more noteworthy potential for accomplishment, are increasingly mollified in their activity, and are less disposed to wear out. To put it plainly, self-assurance contributes emphatically to motivation. 


Chapter 7 – The viable organization: moving up to 3.0. 


Intrinsic motivation 3.0 is no mystery, but then numerous organizations don’t make the most of the open doors it offers. 

The motivation of laborers in many organizations keeps on being founded on outward factors: to propel them, prizes and rewards are dangled before their noses like carrots before jackasses. The traditionalist administration, through an on the off chance that arrangement of remuneration, produces a lack of involvement and laziness. 

It has been demonstrated that imaginative specialists are at their most profitable when characteristically propelled, and high profitability benefits the entire organization. 

Such a change can be accomplished through little measures, for example, unforeseen consideration: more than all else, unconstrained commendation and valuable criticism channels the focal point of the laborers on the delight of their work, thus their characteristic inherent motivation increments. 

Laborers who are given a voice in the dynamic of their organization become all the more characteristically roused. All the more significantly, on the off chance that it is clarified how significant every individual’s commitment is for the exhibition of the entire organization, every individual feels their activities to be important, and thus they become increasingly dedicated. 



The drive for flawlessness is fulfilled through the fair distribution of undertakings: every worker is given an assignment at a degree of trouble that challenges their capacities and invigorates them without being excessively convoluted and, consequently, demotivating. 

To give representatives the feeling that they are moving in the direction of something publicly helpful, their work can be connected to gifts and social inclusion. So representatives work with the nice sentiment that they are positively affecting others and that they are battling for a higher reason. 

An administration that is cutting-edge on the types of motivation will alter its prizes and advance self-assurance, flawlessness, and important objectives. Therefore, the representatives will show a higher duty and more commitment, rather than essentially serving their time in work without the desire to accomplish.


Drive: The Surprising Truth About What Motivates Us by Daniel Pink Book Review


Rewards and authorizes are successful on a momentary premise as execution impetuses. Over the long haul, be that as it may, they lead to destructive conduct and wreck the internal force. Energy and commitment concerning laborers are better accomplished through self-assurance, opportunities for flawlessness, and important objectives. 

What kinds of motivation are there, and how accomplish they work? 

  • Motivation 1.0 and Motivation 2.0: essential needs and the stick and the carrot. 
  • There is another way: Motivation 3.0 – inborn inspiration instead of outside impetuses. 
  • Missing the objective: the stick and the carrot can have hurtful outcomes. 

How accomplishes inborn motivation work, and what impacts it? 

  • Extraneous vows to demolish natural motivation. 
  • Get into the stream: the inward drive for flawlessness prompts enthusiasm and devotion. 
  • The quest for importance: a principal internal force. 

By what means can inborn motivation be expanded in ordinary work? 

  • My undertaking, my time, my group! Self-assurance advances inborn motivation. 
  • The powerful organization: moving up to 3.0.


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