My take away from reading ‘Drive’

I was given the book from one of my mentor a while ago. The full title is Drive: the surprising truth about what motivates us by Daniel H. Pink. After reading it, I found that it does answer some of the questions I have about motivation and people in a creative work environment. Since I starting to write on a more regular basis, I thought today, I would take on a more sizeable challenge. In this Blog, I will try to crystallized my understanding of the book.

It’s started in the science lab

Just like all great stories, it started in the experiment lab. The scientists noticed that some of the monkeys are solving problems on their own — without any reward like food, water or sex. The study didn’t get much publicity and get shelf away until about 20 years later another study came near similar findings.

This time, there were 2 groups of people that were asked to solve the same puzzle. One group was promised to get paid for every puzzle they solved while for another group there no money. Both groups solved the puzzle at about the same rate but the catch is when the scientists leave the room —the first group that got paid stop working right away. But the second group continue to work on the puzzle. They would also perform better as well. This behavior is later termed ‘intrinsic motivation’ — or “Joy of Task” as I like to remember it.

This study shows that in a puzzle solving aka “creative work” money just gets in the way. When the reward stop so does the work. And so does the final outcome. The book points out the issue such that modern workplaces have not yet caught up with this and still use the traditional way to motivate their employees.

Motivation version 1.0 and version 2.0

The first era of humanity, we are facing the question of survival on a daily basis. So we build our social structure and it’s reward around that. The goal was simple — survive long enough to pass on your gene. This is motivation version 1.0.

Next version came around during the industrial revolution. Mass production in an assembly line. Each individual person works on the smallest possible component — over and over. The theory being that this minimalised the context switching cost, among others. The product is then assembled piece by piece on a conveyor belt. A Productivity level of the individual can be tracked easily by counting the number of output within a time-frame. This is simple to manage and incentivised. If a particular individual is giving high output, pay that person more. This is known as a “Carrot”. If a particular individual output is not good enough then punishment is in order. This is known as a “Stick”. And from the use of “Carrots and Sticks”, managers have found the way to motive and discipline their workers. This works well — on the factory floor.

The new and shiny Version 3.0 Motivation

At around the turn of the 20th century, there starts to be a new type of worker. This group of individual is working on a non-routine, creative work. And for that, the “Carrots and Sticks” no longer works. One of the main reason is that there is no clear way on how to measure the output of a creative work. Hence motivating based on an output (v.2) also need an upgrade.

The book introduces the concept of type I and type X. The motivation version 2.o is a type X — this is known an external reward. Type I, on the other hand, has to do with an internal reward. This kind of reward comes from the personal fulfillment. It is as the author puts it, “the inherent satisfaction of the activity itself”

The good news is that people can be trained to become a type I individual. The author notes that this will lead to a stronger performance in a creative work environment.

The 1st elements: Autonomy

Jean-Jacques Rousseau tells us in one of this work “The Social Contract”.

Man is born free, and everywhere he is in chains…

It is in human nature that we crave freedom. Autonomy is, in my view, its younger cousin. We prefer to do things in our own terms. This may not work in a production environment. But in a creative work environment, this works superbly.

There are 4 aspects that the author tells us to look at autonomy. This being Time, Team, Task and Technique.

• Time: I choose when I will do my work
• Team: I choose who I will work with
• Task: I choose what task to work on
• Technique: I choose how I will work

This is not to say that I endorse absolute anarchy. I think it comes back to the idea of a self-managed team. Meaning the autonomy is a privilege that slowly need to be earn. The more the team performs the more autonomy is then given. As long as the risk is within acceptable parameters — autonomy is the way to go.

The 2nd element: Mastery

“Carrots and Sticks” demanded compliance, Motivation 3.0 demands engagement. Only becoming better at things that matters can produce engagement.

Mastery begins with “Flow”. This is a concept that I came across in other readings. Every one of us had experience a “state of flow” before. Maybe it is while you were sketching, playing an instrument, reading your favorite book, talking to your friends or so on. It is easy to notice a state of flow. When u are in a state of flow, you will lose a sense of time — no sound, no smell, no senses. Only you and the overflowing joy of work pouring out.

The author recommended to starts your workday with a “Goldilocks tasks” — a task that is not too easy or too hard — to create momentum, to kickstart a state of flow.

There are also 3 rules to be remembered with Mastery

• Mastery is a mindset — to see your capability as an infinite thing
• Mastery is a pain — demands effort and hard work
• Mastery is an asymptote — impossible to fully realize

The 3rd element: Purpose

All of us must have all asked ourselves “Why am I here?”. To me, it seems like a human nature to seek purpose. To seek meanings of one self in his/her environment.

This may be a distraction on a factory floor. But in a Motivation 3.0, a purpose is a guiding light in an ever exploratory world of a creative work.

A good exercise that was cited in the book is one where an individual needs to put him/herself into the future. Then Look at the current self as if it was the past. Try to write one sentence that you would like that period of time to be remembered as. And that is your purpose.

Putting it all together

“Drive: The Surprising truth about what motivates us” is one the best book I have read this year. It filled the gaps that I have asked myself about working and motivation. It also extends my thinking beyond my current frame of mind.

But that is only half of the story. It is good that I understand the book (somewhat) but the other half of the story is how I will apply it and make use of the things that I learn from this book. Now that I have seen the path, I have to starts walking the path. And I am trying to.

Most people know the rules of chess but only a few can play it well.

-Pondd-