Amazon.co.jp: Drive: The Surprising Truth About What Motivates Us : Pink, Daniel H.: 洋書

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The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation from the author of When: The Scientific Secrets of Perfect Timing

Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.

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本の長さ

256ページ
言語

英語
出版社

Riverhead Books
発売日

2009/12/29
対象読者年齢

18 歳以上
寸法

15.62 x 2.57 x 23.55 cm
ISBN-10

9781594488849
ISBN-13

978-1594488849
Lexile指数

1140L
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商品の説明

レビュー

"Pink makes a convincing case that organizations ignore intrinsic motivation at their peril."
-Scientific American

"Persuasive . . .Harnessing the power of intrinsic motivation rather than extrinsic remuneration can be thoroughly satisfying and infinitely more rewarding."
-Miami Herald

"These lessons are worth repeating, and if more companies feel emboldened to follow Mr. Pink's advice, then so much the better."
-Wall Street Journal

"Pink is rapidly acquiring international guru status . . . He is an engaging writer, who challenges and provokes."
-Financial Times

"Pink's ideas deserve a wide hearing. Corporate boards, in fact, could do well by kicking out their pay consultants for an hour and reading Pink's conclusions instead."
-Forbes

"Pink's deft traversal of research at the intersection of psychology and economics make this a worthwhile read-no sticks necessary."
-SEED

"[Pink] continues his engaging exploration of how we work."
-Inc. Magazine

"Pink's a gifted writer who turns even the heaviest scientific study into something digestible-and often amusing-without losing his intellectual punch."
-New York Post

"A worthwhile read. It reminds us that those of us on the right side of the brain are driven furthest and fastest in pursuit of what we love."
-Minneapolis Star Tribune

"Pink's analysis--and new model--of motivation offers tremendous insight into our deepest nature."
-Publishers Weekly

"Important reading...an integral addition to a growing body of literature that argues for a radical shift in how businesses operate."
-Kirkus

"Drive is the rare book that will get you to think and inspire you to act. Pink makes a strong, science-based case for rethinking motivation--and then provides the tools you need to transform your life."
-Dr. Mehmet Oz, co-author of YOU: The Owners Manual

抜粋

INTRODUCTION
The Puzzling Puzzles ofHarry Harlow and Edward Deci

In the middle of the last century, two young scientists conductedexperiments that should have changed the world— but did not.Harry F. Harlow was a professor of psychology at the Universityof Wisconsin who, in the 1940s, established one of the world’s firstlaboratories for studying primate behavior. One day in 1949, Harlowand two colleagues gathered eight rhesus monkeys for a two- weekexperiment on learning. The researchers devised a simple mechanicalpuzzle like the one pictured on the next page. Solving it requiredthree steps: pull out the vertical pin, undo the hook, and lift thehinged cover. Pretty easy for you and me, far more challenging for athirteen- pound lab monkey.

Harlow’s puzzle in the starting (left) and solved (right) positions.

The experimenters placed the puzzles in the monkeys’ cages toobserve how they reacted— and to prepare them for tests of theirproblem- solving prowess at the end of the two weeks. But almostimmediately, something strange happened. Unbidden by any outsideurging and unprompted by the experimenters, the monkeys beganplaying with the puzzles with focus, determination, and what lookedlike enjoyment. And in short order, they began figuring out how thecontraptions worked. By the time Harlow tested the monkeys ondays 13 and 14 of the experiment, the primates had become quiteadept. They solved the puzzles frequently and quickly; two- thirds ofthe time they cracked the code in less than sixty seconds.

Now, this was a bit odd. Nobody had taught the monkeys howto remove the pin, slide the hook, and open the cover. Nobody hadrewarded them with food, affection, or even quiet applause whenthey succeeded. And that ran counter to the accepted notions of howprimates— including the bigger- brained, less hairy primates knownas human beings— behaved.

Scientists then knew that two main drives powered behavior. Thefirst was the biological drive. Humans and other animals ate to satetheir hunger, drank to quench their thirst, and copulated to satisfytheir carnal urges. But that wasn’t happening here. “Solution did notlead to food, water, or sex gratification,” Harlow reported.1But the only other known drive also failed to explain the monkeys’peculiar behavior. If biological motivations came from within,this second drive came from without— the rewards and punishmentsthe environment delivered for behaving in certain ways. This wascertainly true for humans, who responded exquisitely to such externalforces. If you promised to raise our pay, we’d work harder. If youheld out the prospect of getting an A on the test, we’d study longer.If you threatened to dock us for showing up late or for incorrectlycompleting a form, we’d arrive on time and tick every box. But thatdidn’t account for the monkeys’ actions either. As Harlow wrote, andyou can almost hear him scratching his head, “The behavior obtainedin this investigation poses some interesting questions for motivationtheory, since significant learning was attained and efficient performancemaintained without resort to special or extrinsic incentives.”What else could it be?

To answer the question, Harlow offered a novel theory— whatamounted to a third drive: “The performance of the task,” he said,“provided intrinsic reward.” The monkeys solved the puzzles simplybecause they found it gratifying to solve puzzles. They enjoyed it.The joy of the task was its own reward.

If this notion was radical, what happened next only deepened theconfusion and controversy. Perhaps this newly discovered drive—Harlow eventually called it “intrinsic motivation”— was real. Butsurely it was subordinate to the other two drives. If the monkeyswere rewarded— with raisins!— for solving the puzzles, they’d nodoubt perform even better. Yet when Harlow tested that approach,the monkeys actually made more errors and solved the puzzles lessfrequently. “Introduction of food in the present experiment,” Harlowwrote, “served to disrupt performance, a phenomenon not reportedin the literature.”

Now, this was really odd. In scientific terms, it was akin to rollinga steel ball down an inclined plane to measure its velocity—only to watch the ball fl oat into the air instead. It suggested thatour understanding of the gravitational pulls on our behavior wasinadequate— that what we thought were fixed laws had plenty ofloopholes. Harlow emphasized the “strength and persistence” of themonkeys’ drive to complete the puzzles. Then he noted:It would appear that this drive . . . may be as basic and strongas the [other] drives. Furthermore, there is some reason tobelieve that [it] can be as efficient in facilitating learning.2

At the time, however, the prevailing two drives held a tight grip onscientific thinking. So Harlow sounded the alarm. He urged scientiststo “close down large sections of our theoretical junkyard” andoffer fresher, more accurate accounts of human behavior.3 He warnedthat our explanation of why we did what we did was incomplete. Hesaid that to truly understand the human condition, we had to takeaccount of this third drive.

Then he pretty much dropped the whole idea.Rather than battle the establishment and begin offering a morecomplete view of motivation, Harlow abandoned this contentiousline of research and later became famous for studies on the scienceof affection.4 His notion of this third drive bounced around the psychologicalliterature, but it remained on the periphery— of behavioralscience and of our understanding of ourselves. It would be twodecades before another scientist picked up the thread that Harlowhad so provocatively left on that Wisconsin laboratory table.In the summer of 1969, Edward Deci was a Carnegie Mellon Universitypsychology graduate student in search of a dissertation topic.Deci, who had already earned an MBA from Wharton, was intriguedby motivation but suspected that scholars and businesspeople hadmisunderstood it. So, tearing a page from the Harlow playbook, heset out to study the topic with the help of a puzzle.

Deci chose the Soma puzzle cube, a then popular Parker Brothersoffering that, thanks to YouTube, retains something of a cultfollowing today. The puzzle, shown below, consists of seven plasticpieces— six comprising four one- inch cubes, one comprising threeone- inch cubes. Players can assemble the seven pieces into a few millionpossible combinations— from abstract shapes to recognizableobjects.

The seven pieces of the Soma puzzle unassembled (left) and then fashioned into one ofseveral million possible configurations

For the study, Deci divided participants, male and female universitystudents, into an experimental group (what I’ll call GroupA) and a control group (what I’ll call Group B). Each participated inthree one- hour sessions held on consecutive days.

Here’s how the sessions worked: Each participant entered a roomand sat at a table on top of which were the seven Soma puzzle pieces,drawings of three puzzle configurations, and copies of Time, The NewYorker, and Playboy. (Hey, it was 1969.) Deci sat on the opposite endof the table to explain the instructions and to time performance witha stopwatch.

In the first session, members of both groups had to assemble theSoma pieces to replicate the configurations before them. In the secondsession, they did the same thing with different drawings— onlythis time Deci told Group A that they’d be paid $1 (the equivalentof nearly $6 today) for every configuration they successfully reproduced.Group B, meanwhile, got new drawings but no pay. Finally,in the third session, both groups received new drawings and had toreproduce them for no compensation, just as in session one. (See thetable below.)

The twist came midway through each session. After a participanthad assembled the Soma puzzle pieces to match two of the threedrawings, Deci halted the proceedings. He said that he was going togive them a fourth drawing—but to choose the right one, he neededto feed their completion times into a computer. And— this being thelate 1960s, when room- straddling mainframes were the norm anddesktop PCs were still a decade away— that meant he had to leavefor a little while.

On the way out, he said, “I shall be gone only a few minutes, youmay do whatever you like while I’m gone.” But Deci wasn’t reallyplugging numbers into an ancient teletype. Instead, he walked toan adjoining room connected to the experiment room by a one- waywindow. Then, for exactly eight minutes, he watched what peopledid when left alone. Did they continue fiddling with the puzzle,perhaps attempting to reproduce the third drawing? Or did they dosomething else— page through the magazines, check out the centerfold,stare into space, catch a quick nap?

In the first session, not surprisingly, there wasn’t much differencebetween what the Group A and Group B participants did duringthat secretly watched eight- minute free- choice period. Both continuedplaying with the puzzle, on average, for between three and ahalf and four minutes, suggesting they found it at least somewhatinteresting.

On the second day, during which Group A participants were paidfor each successful configuration and Group B participants were not, theunpaid group behaved mostly as they had during the first free- choiceperiod. But the paid group suddenly got really interested in Soma puzzles.On average, the people in Group A spent more than five minutesmessing with the puzzle, perhaps getting a head start on that thirdchallenge or gearing up for the chance to earn some beer money whenDeci returned. This makes intuitive sense, right? It’s consistent withwhat we believe about motivation: Reward me and I’ll work harder.Yet what happened on the third day confirmed Deci’s own suspicionsabout the peculiar workings of motivation— and gently calledinto question a guiding premise of modern life. This time, Deci toldthe participants in Group A that there was only enough money topay them for one day and that this third session would therefore beunpaid. Then things unfolded just as before— two puzzles, followedby Deci’s interruption.

During the ensuing eight- minute free- choice period, the subjectsin the never- been- paid Group B actually played with the puzzlefor a little longer than they had in previous sessions. Maybe theywere becoming ever more engaged; maybe it was just a statisticalquirk. But the subjects in Group A, who previously had been paid,responded differently. They now spent significantly less time playingwith the puzzle— not only about two minutes less than duringtheir paid session, but about a full minute less than in the firstsession when they initially encountered, and obviously enjoyed, thepuzzles.

In an echo of what Harlow discovered two decades earlier, Decirevealed that human motivation seemed to operate by laws that rancounter to what most scientists and citizens believed. From the officeto the playing field, we knew what got people going. Rewards—especially cold, hard cash— intensified interest and enhanced performance.What Deci found, and then confirmed in two additionalstudies he conducted shortly thereafter, was almost the opposite.“When money is used as an external reward for some activity, thesubjects lose intrinsic interest for the activity,” he wrote.5 Rewardscan deliver a short- term boost— just as a jolt of caffeine can keepyou cranking for a few more hours. But the effect wears off— and,worse, can reduce a person’s longer- term motivation to continue theproject.

Human beings, Deci said, have an “inherent tendency to seekout novelty and challenges, to extend and exercise their capacities,to explore, and to learn.” But this third drive was more fragile thanthe other two; it needed the right environment to survive. “Onewho is interested in developing and enhancing intrinsic motivationin children, employees, students, etc., should not concentrate onexternal- control systems such as monetary rewards,” he wrote in afollow- up paper.6 Thus began what for Deci became a lifelong questto rethink why we do what we do— a pursuit that sometimes puthim at odds with fellow psychologists, got him fired from a businessschool, and challenged the operating assumptions of organizationseverywhere.

“It was controversial,” Deci told me one spring morning fortyyears after the Soma experiments. “Nobody was expecting rewardswould have a negative effect.”

This is a book about motivation. I will show that much of whatwe believe about the subject just isn’t so— and that the insights thatHarlow and Deci began uncovering a few decades ago come muchcloser to the truth. The problem is that most businesses haven’tcaught up to this new understanding of what motivates us. Too manyorganizations— not just companies, but governments and nonprofitsas well— still operate from assumptions about human potential andindividual performance that are outdated, unexamined, and rootedmore in folklore than in science. They continue to pursue practicessuch as short- term incentive plans and pay- for- performance schemesin the face of mounting evidence that such measures usually don’twork and often do harm. Worse, these practices have infiltrated ourschools, where we ply our future workforce with iPods, cash, andpizza coupons to “incentivize” them to learn. Something has gonewrong.

The good news is that the solution stands before us— in thework of a band of behavioral scientists who have carried on the pioneeringefforts of Harlow and Deci and whose quiet work over thelast half- century offers us a more dynamic view of human motivation.For too long, there’s been a mismatch between what scienceknows and what business does. The goal of this book is to repair thatbreach.

Drive has three parts. Part One will look at the fl aws in ourreward- and- punishment system and propose a new way to thinkabout motivation. Chapter 1 will examine how the prevailing viewof motivation is becoming incompatible with many aspects of contemporarybusiness and life. Chapter 2 will reveal the seven reasonswhy carrot- and- stick extrinsic motivators often produce theopposite of what they set out to achieve. (Following that is a shortaddendum, Chapter 2a, that shows the special circumstances whencarrots and sticks actually can be effective.) Chapter 3 will introducewhat I call “Type I” behavior, a way of thinking and an approach tobusiness grounded in the real science of human motivation and poweredby our third drive— our innate need to direct our own lives, tolearn and create new things, and to do better by ourselves and ourworld.

Part Two will examine the three elements of Type I behavior andshow how individuals and organizations are using them to improveperformance and deepen satisfaction. Chapter 4 will explore autonomy,our desire to be self- directed. Chapter 5 will look at mastery,our urge to get better and better at what we do. Chapter 6 willexplore purpose, our yearning to be part of something larger thanourselves.

Part Three, the Type I Toolkit, is a comprehensive set of resourcesto help you create settings in which Type I behavior can fl ourish.Here you’ll find everything from dozens of exercises to awakenmotivation in yourself and others, to discussion questions for yourbook club, to a supershort summary of Drive that will help youfake your way through a cocktail party. And while this book ismostly about business, in this section I’ll offer some thoughts abouthow to apply these concepts to education and to our lives outside ofwork.

But before we get down to all that, let’s begin with a thoughtexperiment, one that requires going back in time— to the days whenJohn Major was Britain’s prime minister, Barack Obama was a skinnyyoung law professor, Internet connections were dial- up, and a blackberrywas still just a fruit.

登録情報

ASIN ‏ : ‎ 1594488843
出版社 ‏ : ‎ Riverhead Books; Illustrated版 (2009/12/29)
発売日 ‏ : ‎ 2009/12/29
言語 ‏ : ‎ 英語
ハードカバー ‏ : ‎ 256ページ
ISBN-10 ‏ : ‎ 9781594488849
ISBN-13 ‏ : ‎ 978-1594488849
対象読者年齢 ‏ : ‎ 18 歳以上
寸法 ‏ : ‎ 15.62 x 2.57 x 23.55 cm

Amazon 売れ筋ランキング: - 97,929位洋書 (洋書の売れ筋ランキングを見る)
- - 87位Occupational & Organizational Popular Psychology
- - 534位Motivational Management & Leadership
- - 861位Business Leadership

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上位レビュー、対象国：日本

レビューのフィルタリング中に問題が発生しました。後でもう一度試してください。

crossroad
gives great insight but the reality is
2021年7月11日に日本でレビュー済み
Amazonで購入
Unfortunately most of business managers still don't understand the change in motivators in the workplace. Very sad. Saw many creative talents left the company because of old perception of sticks and carrots are the best to maintain discipline in the workplace.

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2人のお客様がこれが役に立ったと考えています

役に立った

レポート
マイケル
Great read
2014年1月5日に日本でレビュー済み
Amazonで購入
This book was very insightful and thought provoking. The question that remains for me is how do I upgrade my current organization to 3.0 model . I truly believe it is the right thing to do so need some practical assistance to devise the plan.

続きを読む

2人のお客様がこれが役に立ったと考えています

役に立った

レポート
黒沢敏浩
文章が面白く、ツールの充実した、あのダニエル・ピンクの新作
2010年6月6日に日本でレビュー済み
Amazonで購入
ベストセラー『ハイ･コンセプト「新しいこと」を考え出す人の時代』（大前研一訳）『フリーエージェント社会の到来―「雇われない生き方」は何を変えるか』（玄田有史訳）などで人気のダニエル・ピンクの新作です。

・創造的な仕事で高い成果を出させるためには、内発的動機付けが、外発的動機付けよりも有効であること
・その例外の条件
・そのためには自律・熟達・目的の3要素が重要なこと
・それらを高めるために必要なツールキット

が書かれています。

面白い点とそんなに面白くない点をそれぞれ書きたいと思います。

■おもしろい点

これまでの作品同様、著者ピンクの良いところは、

（１）文章が面白い（ただ、これは、日本語版『モチベーション3．0　持続する「やる気！」をいかに引き出すか』を読んだ方が楽しめるかと思います。）
（２）実践項目（「ツールキット」）が非常に充実していて豊富で楽しい
　ツールキットは、「本人向け」「会社向け」「子育てする親向け」「勉強会向け」など、いろいろあります。

また、モチベーションを高めて、どうするのか？　何の能力を高めるのか？　という問題がありますが、それについては、著者の『ハイ・コンセプト「新しいこと」を考え出す人の時代』を読むと良いと思います。

さらに、モチベーションの概念は、ややもすると安月給を正当化するために使われたりもしがちですが、その点、「給与が安いと給与に意識が集中するから、適正〜高めに設定せよ」と、かなり念を押しており、目配りも行き届いています。

■そんなに面白くない点

（１）第三のDriveである「モチベーション3.0」、そして、「Ｉ・Ｘ型」、「自律・熟達・目的」自体については、ピンクも紹介しているとおり、デシの内発的動機付けの「自律・有能さ・関係性」の3要素や、マクレガーの「Ｘ・Ｙ理論」などの延長であり、あるいは、マズローの欲求段階説を思い出される人も多いと思います。なので、このあたりの理論が目新しいかといえば、勉強されている方には理論面では既読感があると思います。但し、先に書いたとおり、文章とツールで十分楽しめます。

（２）上述のとおり、給与は適正〜少し高めがお勧めとのことなので、ピンクは、飛び切り高額な成果報酬などを改善対象にしているように思われますが、日本でこれがぴったりピンと来るかどうかというと、やや疑問な感じもします。（日本では、むしろ、大企業の高額年功給や高額退職金などが当てはまるのかもしれません。（※このあたりは議論の余地あり））　但し、そのあたりの状況が違っていても、役に立つものは役に立つので、問題ないと考えています。

結論としては、かなりお勧めの一冊です。

黒沢敏浩

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11人のお客様がこれが役に立ったと考えています

役に立った

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T.Mohr
人間の本質への問い
2011年4月15日に日本でレビュー済み
Amazonで購入
内容は、人が仕事に向かうための動機'Motivation'は何か？を論じたものです。著者によると、今日世界でまかり通っている自己責任を強調する「成果主義」が、うまくいっていないばかりか、今日世界の7割くらいの仕事の現場で求められる"創意"を押し潰す役割すら果たしていることに警鐘を鳴らし、仕事への動機付けはパソコンのソフトと同様そろそろヴァージョンアップ（2.0→3.0）が必要ではないか、と提案するものです。
ピンク氏は自説を裏付けるために、行動心理学の実験結果を引証します。例えば、壁にくっつけられた机の上に、ろうそくとマッチ、画鋲を入れた箱が置かれています。ろうそくの蝋をたらさないように壁に立てなさい、という課題が与えられ、二つのグループ；一つは速くできれば報奨金がつくグループ、もう一つはそういったもの何も与えられないグループに分けられます。同時に作業をやらせると、どっちが勝つと思いますか？結果は、報奨金という動機付けの与えられないグループだそうです。

ピンク氏はこの結果を、報奨金などをちらつかせるやり方、これを英語で"Carrots and Sticks"（馬に人参をぶら下げて馬力を出させる一方、怠けている馬は棒で叩く方式の意味で日本で言う信賞必罰主義、今広がりつつある成果主義がこれに当たります）といいますが、これが否定的結果をもたらすのは、人間が発想の転換など創意を発揮しなければならないとき働く脳の部分を、信賞必罰という動機で動く脳の別の部分の働きが曇らせるためだと説明します。問題は、成果主義が、個々人をバラバラにして、短期目標を設定して競争させ、目標達成者には給料やボーナスの引き上げ、昇進をちらつかせ、非達成者には減給、ボーナスカット、地位の格下げ、果てはリストラをちらつかせることによって、社員を動機付けようとすることです。そうすると、誰もが自らの生活への不安から比較的達成が容易な目標をかかげ、会社が社運をかけて開発しなければならないような企画は姿を消す、チーム力は衰退し、職場の雰囲気もぎすぎすし始める。もっと悪いのは、各人が仕事の内実に動機付けられるのではなく、外側からあてがわれる動機付けがされることによって、悪くすればそれがなければやる気がおきない麻薬患者のような心理状態に追い込まれ、果ては道徳心の低下症状を呈するようになることです。（この間の世界金融危機を引き起こした投機家たちは多かれ少なかれいかさまに手を染めたといわれています。）

古代ギリシャの哲学者アリストテレスは、自由人の人間生活の目的を余暇”スコレー"という自己目的的な時間のすごし方に求めました。つまり、当時奴隷の手に委ねられていた労働のように何か別の目的のための手段として行われる営みではなく、その営み自体の中に目的を見出せる活動こそ真に人間的な活動だと考えたのです。この考えの中にある活動の「自己目的性」を労働自体の中に求めようとするのがピンク氏の発想だといえます。尤もピンク氏は直接アリストテレスを引くのではなく、チクセントミハイの「フロー」説を拠り所にしていますが。確かに、現代我々が手がける仕事の中にはそこにやりがいの見出せない単純作業的なものものも数多く存在します。でも誰かにやってもらわないといけない作業でありながらその作業自体に何のやりがいも見出せないものであるならば、外部から報奨金などの動機付けを与えることにはそれなりの意味があります。

一方、教育現場に代表されるような創意が求められる仕事においてはこうした動機付けが障害になります。残念ながら、今日本でも構造改革路線の進行とともに、さまざまな職場にこの成果主義が導入されつつあります。根底にある人間観には「人は自己の利益を最大化しようとする存在」だとする経済動物的な人間観があります。そうした敵対的競争心に駆り立てられる環境におかれた教師からどんな公共心を持った子供たちが生まれるというのでしょう？人間の創意や可能性を潰してしまうこうしたやり方と決別し、人と人とが相互的信頼の絆で結ばれるような環境づくりへと少し目を見開く必要があるのではないか、という時宜を得た問題提起の書となっているように私には思えます。

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Fion
やる気を起こさせるものとは何か
2010年9月15日に日本でレビュー済み
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何が人間のやる気を起こさせるかについての優れた考察と検証である。著者のピンクは人間のモチベーションを３つに分類している。すなわち、モチベーション１：生存を保障する、モチベーション２：飴と鞭、モチベーション３：内面からわき上がるものである。

成果主義やノルマ、インセンティブボーナスなどお馴染みの手法はすべてモチベーション２に分類される。にんじんをぶら下げて走らされる馬と一緒だ。速度が落ちれば（業績が下がれば）鞭（ペナルティ）が待っている。成果を出せばにんじんがもらえるという訳だ。ピンクによればこれらの手法は短期的には成果が上がる事もあるが長期的にはむしろ業績を低下させるそうだ。成功報酬を提示された時、報酬を獲得することが目的となる。その結果視野を狭めて創造性や独創性が阻害されるのが人間なのだそうだ。そして目標値以上の成果を出そうとしなくなる。一方、目標値の達成が困難な場合は違法な手段や倫理的に問題がある行動を起こしがちである。報酬が目的と化しているので手段は正当化されるという心理だそうだ。

リーマンショックで明らかになった経済原理主義の行き詰まりもこの辺にあるのかもしれない。優秀なはずのMBAホルダー達は四半期ごとに成果を出すこと−そして高い報酬を維持することに汲々とするあまり、違法性の疑わしい取引をしたり数字の操作を繰り返す。報酬も大きいが、成果が出なければ即職を失う彼らは、２〜３四半期以上の長期にわたる視野を失い自らの企業の使命をも見失った。モチベーション２がもはや機能しなくなってきているというピンクの分析は正しい。

一方ピンクが提唱するモチベーション３については、その概念は大いに共感できるものの企業経営の現場でどう具体的に適用するかについては本書ではきわめて観念的な示唆しか提示されていない。モチベーション３が極めて微妙なバランスの上に成り立つものであることはピンク自身も認めている。試行錯誤の段階なのだろう。今後この辺をうまくマネジメントしたどんな企業が現れてくるのか楽しみだ。

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Cliente Amazon
Una buena lectura
2023年2月8日にスペインでレビュー済み
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Me ha encantado, un muy buen análisis de los motivadores intrínsecos (autonomía, maestría y propósito) y una justa crítica a los motivadores extrínsecos (palos y zanahorias).

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Maryam
Consigliato!
2023年1月10日にイタリアでレビュー済み
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Tanti spunti interessanti che hanno reso la lettura molto piacevole

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Uday Reddy
Helps you to know and MANIPULATE your DRIVE!
2021年6月15日にインドでレビュー済み
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Why this book is eye-opening –
1. It talks about different types of drive.
2. It explains which type of drive is helpful in the present world.
3. It explains the best to compensate employees.
4. It talks about giving praise the correct way.
5. It talks how the ancient methods of rewards and punishments can be harmful.
6. It provides you guidelines on how to effectively motivate yourself and others to achieve ones goals.
The long version -

We all have ‘drive’. It's that hidden feeling within us, which makes us do things which we must do. It is equivalent to motivation, but drive is what gives rise to motivation.

The book was eye-opening, in terms of exploring what drives people and how to manipulate that drive to do better work. The writing style is smooth, there weren't too many studies bombarding me in every chapter, but just enough to prove the point. I took away many great things from this book.

The author classifies drive into 3 different types. He argues that the 2nd category of drive has helped us in the industrial era but clinging onto that type of drive in the present generation, is sure to be a recipe for disaster. He explains what sparked the shift from type-2 drive to type-3 drive. He talks about how we destroy the creativity in children, by offering them rewards, and how an employee's morale gets destroyed due to improper compensation. The book offers great advice on how to compensate employees, how to offer praise the correct way, and how to spark creativity in children by changing the way we encourage them. He talks about how in some instances, rewards can be detrimental.

In the present world, where we are rewarded for absolutely anything, thinking back about what motivates us, that deep hidden voice that pushes us to do what must do, is something that we all must do. The book breaks many myths about motivation and shows you a way use and manipulate your drive to accomplish your goals.

Read the BOOK!

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Antonio Orozco
Buenas condiciones
2020年3月17日にメキシコでレビュー済み
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El libro llegó muy bien y en buenas condiciones, cabe resaltar que sin algún envoltorio, que puede ser bueno así no se genera tanta basura.

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Rafael Issao Miyagawa
Li e recomendo! Para todos os gestores que lidam com projetos que envolvem criatividade
2018年4月12日にブラジルでレビュー済み
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Fala sobre motivação intrínseca (interna) vs motivação extrínseca (externa).
Consegue descrever com clareza, por exemplo, como o mercado de trabalho, ás vezes, tenta elevar a eficiência e produtividade das pessoas motivando de uma forma que traz consequências negativas!
Mostram exemplos de como algumas empresas funcionam para aumentar a motivação interna.

Recomendo muito para gestores ou líderes de equipe. É muito importante saber como, quando e de que maneira motivar as pessoas positivamente.

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