BOOK REVIEW ON “DRIVE: THE SURPRSING TRUTH ABOUT WHAT MOTIVATES US” by DANIEL H.PINK

“Drive” is about by what motivation techniques or systems in place really works to steer individual, organizations or societies to gain maximum benefits and optimal satisfaction. In it author explained on the basis of scientific experiments by various think tank and social scientist that carrot and sticks (rewards and punishment) are so last century and what we need in 21^st century are autonomy, mastery and large purpose in the work we do. And he also says what business does and what science proved or knows is going mutually exclusive to each other in the present scenario.

In the book author covered vast fields and it must be read by every individual. Here I would be writing summaries of book in a nutshell.

In the introduction part he had introduced the puzzling puzzles of Harry Harlow and Edward Deci (Psychologist and behavioral scientist) in which author explained about their experiment with monkeys for two weeks and scientist’s finding of third drive- what some call “intrinsic motivation” in human being. He mentioned that human being have a biological drive since time immemorial that includes hunger, thirst, and sex. Respond to the rewards and punishment in our environment is another drive human beings have. He says that business hasn’t caught up to this new understanding of what third drive is, which was found by several behavioral scientists decades ago. He further mentioned that if we want to strengthen our companies, improve the world, and lead our lives peacefully, we need to close the space between what business does and what science has found, knows and proved.

Under Part one: A new operating System. Chapter 1: The rise and fall of motivation 2.0; Here he related motivating systems to the computer system software. He says that human societies have operating system like computers have operating systems. He calls first operating system of motivation of human being- Motivation 1.0, which is functioned all about survival. Motivation 1.0 upgraded to 2.0 in 20^th century, which is about carrots and sticks method that worked fine in early 20^th century normal routine works. He instills that now in this 21^st century works are more of thinking job or heuristic task in which upgrade of human motivating system is must. He rationalizes against the incompatibility motivation 2.0 in how we organize what we do, how we do what we do and how we think about what we do.

Chapter 2: Seven reasons Carrots and Sticks (often) don’t work; Here he says that Conventional “if –then” rewards (if you do this then you will get that) will give us less of what we really desire or need; they can crush creativity, diminish intrinsic motivation (third drive) and reduce performance. Then it further gives us what we don’t want (He considers bugs in motivation 2.0 operating system), such as creation of addiction towards rewards, unethical behavior to get rewards and avoid punishment, and harbor short term and narrow thinking.

Chapter 2A… and the Special circumstances when they do; He explains here that carrots and sticks are not all bad. This system can be more effective in routine works which is rule-based in which there is less creativity to be crushed and little intrinsic motivation to be undermined. And it routine task result will be more effective if giving rewards offer rationale for why the task is necessary , if we acknowledge people that it is boring, and allow doers autonomy over how they complete it. For conceptual and heuristic work, rewards are dangerous- especially ‘if then-rewards’, “but now that” rewards (Non contingent rewards) are okay for creative and right brain work mainly if they provide useful information about their performance, efforts and strategies.

Chapter 3: Type I and Type X; He says in this chapter, that motivation 2.0 fosters Type –X behavior- behavior fueled by extrinsic desires than intrinsic ones and concerned less with the inherent satisfaction of the work and more with external rewards to which an activity leads. Where else Type-I behavior is fueled by the motivation 3.0, the upgrade that’s necessary for the good functioning of 21^st century businesses. He says that, we need to move ourselves and our colleagues from Type- X to Type-I. And the good news is that Type I’s are made not born – and Type I behavior leads individual to stronger performance in whatever one does and gives higher overall wellbeing in life.

Part Two: The three elements. Chapter 4: Autonomy; Here he rationalizes persuasively that ‘Autonomy’ is must to make people to catch Type-I behavior quickly. ‘Our default setting’ is to be self directed and autonomous. Unfortunately the situations and most of the time our ignorance of practicing management style alters our default setting from Type I to Type-X. His idea is very agreeable that giving of autonomy to people in 21^st century over four ‘Ts’, Task (What they do), Time (When they do it), Team (Who they do it with), and Techniques (How they do it) to foster Type-I behaviors and to elevate the overall performance of individual and gradually of organization. He cited examples of various companies which offered autonomy over even one of Ts outperforming companies which don’t recognized the power of giving the ‘Autonomy’.

Chapter 5: Mastery; Here he emphasizes the origination of mastery and its importance in performance and one's conduct. He believes that Motivation 2.0 requires compliance differing from motivation 3.0 which demands engagement and full concentration. Only engagement will develop mastery (Becoming better day by day that matters). Explains that how mastery begins with flow-Optimal experiences when the challenges we face are beautifully matched to our inner capabilities. He says that mastery is mindset: It requires capacity to see your abilities not as finite but as infinitely upgradable and improvable. Mastery is pain: It demands grit, effort and deliberate practice and Mastery is asymptote: It is impossible to fully realize, which is better that it will be never ending journey of thrills for developing mastery despite simultaneous frustration and allurement.

Chapter 6: Purpose; Humans by nature, beseech purpose – a greater cause and more enduring that oneself interest. In motivation 3.0, purpose maximization is taking its place along with the aim of maximizing profit and guiding principles. This new “Purpose” is expresses itself in three different ways within the organizations; In ‘goals’ that use profit to reach purpose, In ‘words’ that emphasizes than self-interest, and in ‘Policies’ that allow people to pursue purpose on their own terms which combining all this rejuvenates organization with both profit maximization and purpose maximization.

I would say that I agree to what Writer Daniel H. Pink had written in the Book as it was all backed by evidences and scientific experiments by the social scientists. However he had cited examples of all developed nations, of biggest companies and cited examples of computer software engineers and mostly about high skilled people who works in popular companies. He didn’t cited examples from undeveloped nations. Though it is 21^st century, many nations are undeveloped and have just facilities of as same as late 20^th century of those developed nations now. So, I have doubt that how it can be applied by the small organizations and small undeveloped nations. And one short fall I find is that he is basically relating to finding ones passion, but in this competitive era, individual person cannot opt what he or she like, unless he or she is very rich or having large assets of inheritance. Many middle class and lower income or less skilled people just landed up in whatever or first job they get just to get salary to support their life and family. So, every individual cannot adopt what he has said about motivation 3.0, because many just not know how to use autonomy over time, technique, team and task as they being always directed from above.

Having said that, over all I was impressed by what has written by him, so I am going to buy his book more in future. The most essential take away from his book just now in my personal life is Doing what matters to a lot with greater purpose, living a life fully by creating less restriction to myself and having more autonomy over my daily doing and plans, and essentially, I have learned that rewards should not impress, and punishment should not be leading me to unethical practices.

My professionals take away, from this very enlightening book is, as policing is also mixed with non-routine and creative task, I would apply while briefing my men as per the nature of work they are doing. For example, Patrolling is very routine job, so to inspire them , one have to acknowledge it’s a boring and by letting them know the larger purpose of doing patrolling would instill energy to do patrolling well. Whatever I have learned personally from this book can definitely be applicable to group of person in police organization and department as whole. And lastly but not the least knowing what to say to my men and when to say while performing my duties and their duties to elevate level of motivation to staff rightly according to their task, so that the result will be effective with maximum satisfaction to individual level and department as whole.

Finally, I would say that the book is very enriching and surely change the approach how we look upon the life and what motivates us and others, which is inseparable drive of every human being since time immemorial.

Karma Tshelthrim ()