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Daniel Pink Drive

Workplace Motivation. Daniel Pink Drive. Operating Systems. Motivation 1.0-Essential Survival Needs Motivation 2.0-Carrot-Stick Philosophy Motivation 3.0-Autonomy, Mastery, Purpose. Types of Jobs. Follows a set course Usually mundane tasks prescribed by a manager

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Daniel Pink Drive

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  1. Workplace Motivation Daniel PinkDrive

  2. Operating Systems • Motivation 1.0-Essential Survival Needs • Motivation 2.0-Carrot-Stick Philosophy • Motivation 3.0-Autonomy, Mastery, Purpose

  3. Types of Jobs • Follows a set course • Usually mundane tasks prescribed by a manager • Uses an ‘algorithm’ to get from point A to point B • More empathic, artistic, non-routine • Does not follow a set path • Creates solutions to problems Algorithmic Heuristic

  4. Motivation 2.0 • Mostly algorithmic jobs • Carrot/Stick philosophy • Reward employees with carrots • Use a stick to punish poor performance

  5. Flaws with Carrot/Stick • Extinguishes intrinsic motivation • Diminishes performance • Crushes creativity • Crowds out good behavior • Encourages unethical behavior • Becomes addictive • Fosters short-term thinking

  6. Replacing Carrots and Sticks • Offer a rationale about why the task is necessary. • Acknowledge that the task is boring. • Allow people to complete the task their own way. • Give non-tangible vs. ‘if-then’ rewards.

  7. Discussion: • Consider Emily’s example last week about the VDOT worker who received a poor review. • How could we motivate the disengaged employee without the use or threat of a ‘stick’?

  8. Tom Sawyer Effect • Convincing others that work is play • People will be more motivated if they enjoy what they are doing.

  9. Fish Philosophy • Having Fun at Work • Be there • Play • Make their Day • Choose Your Attitude Fish Philosophy

  10. Discussion • How do you play at work? • Not playing work? How can you start? • Should we be playing at work as public and non-profit managers?

  11. Personality Types • Extrinsic • Type ‘A’ Personality • Of the 2.0 mindset • Learned behavior • Intrinsic • Type ‘B’ Personality • Outperform Xs • Default Setting Type X Type I

  12. Discussion • Do you find that your are more intrinsically motivated? • Do you agree that it is innately within us as our ‘default setting’?

  13. Elements of 3.0 • Autonomy • Mastery • Purpose

  14. Autonomy • ROWE- results only work environment • Management as a prod or reward is outdated and assumes that people have no direction without it • Study shows that small-businesses experience greater results by allowing workers to be autonomous.

  15. Discussion: • If management is outdated, where do we fit in as public administrators and managers?

  16. Four Essentials of Autonomy • Task • Time • Technique • Team

  17. Task • Letting people choose what they want to work on • Examples: • FedEx Days • 20% Time

  18. Time • Allowing employees to take vacation and time off when needed without limits • ROWEs allow employees to come and go as long as they finish the required tasks. • Moving away from time-clocks and structured schedules

  19. Technique • Allowing employees to heuristically take on tasks. • Example: Zappos has no scripts or time limits, just a goal of helping customers

  20. Team • The least developed of the Four Ts of Motivation 3.0 • Allows people to choose who they work with.

  21. Discussion: • Which essential T do you find most important when granting employees autonomy?

  22. Mastery can be… • a Mindset • a Pain • an Asymptote

  23. Mastery as Mindset • Intelligence, entity vs. incremental • Those who see intelligence as incremental or something they can grow and build on tend to be more successful

  24. Mastery as Pain • Something that we push for • Grit-perseverance and passion for long term goals • Example: West Point Cadets

  25. Mastery as Asymptote • A goal that can be pursued but never reached • Approaches a line but never meets it • Why go for it? Pink says, why not?

  26. Discussion: • What steps can public and non-profit managers make towards mastery?

  27. Autotelic Experience • Moments of Flow • Forgetting one’s self in a function • In a constant pursuit of goals

  28. Discussion: • When do you flow? • Do you flow more at work or at home?

  29. Goldilocks Effect • Finding just the right niche for an employee between what they must do and what they can do • Utilizing an employee at their optimum performance keeps them engaged

  30. Discussion: • How can we tell when an employee is in a Goldilocks position where they are motivated and apt to complete their tasks?

  31. Purpose • Baby boomers and Millenials searching for careers or encore careers that help the human cause • Businesses find that donating to charities increases morale • Essential to 3.0 operating system but doesn’t work with 2.0

  32. Discussion: • Are we ready for 3.0? • How can we facilitate the move toward this operating system? Should we?

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