Daniel Pink’s new book Drive is a worthy successor of “A Whole New Mind.”
In A Whole New Mind, Daniel Pink outlined why the need for left-brain (logical, linear) skills has largely been blown to bits. He described that right-brain (creative, empathic) thinking adds that makes it critical to today’s business success. The approach of A Whole New Mind was also reflected in the creation of the content of his book. For me, it was every effective and proved to stimulating as a person and professional (leading a large contact center operation in the Netherlands).
Now in DRIVE, Pink tackles how to motivate the creative workers (rule 1: think intrinsic empowerment, not extrinsic rewards and punishments) often belonging to the creative class. He reveals a better approach—one built more on intrinsic motivation with these three essential elements:
- Autonomy—the desire to direct our own lives
- Mastery—the urge to get better and better at something that matters
- Purpose—the desire to do what we do in the service of something larger than ourselves
Again, he is aware of new developments, creates the context and let you connect. And he is able to motivate you to start changing; the biggest compliment one can give for authors – maybe even better masters - in this genre.
Daniel describes the manifesting paradox of motivation in this knowledge based, everything is connected era. Pink refers to the old world guidelines of motivation, and how monetary rewards have lost their attractiveness now we are transforming from a hierarchy to a wirearchy. Away from a “top-down” management system to the more loosely connected result driven style (workers being free to decide how to do their jobs e.g. like the ROWE-approach).
As Pink puts it, managers, leadership and employees must realize that that the work to be done is worthwhile. In this way this workforce generation is moving to the top of Maslow’s pyramid and realize esteem and self-actualization. And yes, you as professional or as a person, trying to achieve professional of personal goals, read his book. It refers to state to the art facts about drivers of your (or your team) performance.
Demolishing the myth in business that the only way to get people to perform at a high level is with carrots and sticks.
But now it is proven that’s wrong in a scientific way.
Forty years of science show us that those sorts of carrots—if …., then ….— are effective under certain limited conditions. And for members of the creative class (or the Facebook GEN) , those if-then motivators simply do not work.
His book prompts you to think and inspire you to transform your business and your career.
The first 1oo+ pages rate 4,5 stars.
Lots of worthy content, that inspires one, developed logically and presented simply. Readers of others book are known with the concept of the toolkit, that are presented sequentially after the text of 130 pages. A reference and a “toolkit” for applying the principles, helpful and interesting. Frankly speaking, these toolkits are for me nice to flip through but – isolated and not integrated – never get the attention they probably deserve! In this information overload society one might wonder – without compromising on content – whether compressing the context – would not benefit all involved parties.
DRIVE is recommended reading for anyone involved in motivating people in the workplace, school or home and of course if you want to know more about your motivation to achieve business, professional or personal success.
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Found at http://www.fastforwardblog.com/2009/12/11/edward-lawler-on-new-management-models-as-what-what-i-call-wirearchy-emerges/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+fastforwardblog%2FSYEL+%28The+FASTForward+Blog%29&utm_content=Google+Reader
Karl Moore: This is Karl Moore of the Desautels Faculty of Management at McGill University, talking management for The Globe and Mail. Today, I am delighted to speak with Ed Lawler, who is a professor at the Marshall School [of Business] at USC [University of Southern California] and the director of the Center for Effective Organizations. Good morning, Ed.
Ed Lawler: Good morning.
KM: Ed, you told me earlier that you are thinking about a book on Management 3.0. What do you mean by Management 3.0?
EL: Fundamentally, we need to think of a whole new approach to managing complex, large organizations. We certainly have the “command and control” era, which started way back with scientific management, and progressed over decades, really, to greater and greater levels of sophistication and expertise in how to make it run. That seemed to fit a certain kind of production-driven economy.
Read more at http://www.fastforwardblog.com/2009/12/11/edward-lawler-on-new-management-models-as-what-what-i-call-wirearchy-emerges/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+fastforwardblog%2FSYEL+%28The+FASTForward+Blog%29&utm_content=Google+Reader
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