Drive

1. Intrinsic motivation trumps extrinsic rewards for complex tasks

"When money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity."

Carrots and sticks are outdated. Traditional reward systems based on extrinsic motivators (like money or punishments) are ineffective for complex, creative tasks that dominate the modern workplace. Research by Edward Deci and others shows that for tasks requiring cognitive skills, higher rewards led to poorer performance.

Intrinsic motivation is key. People perform better when driven by internal factors such as enjoyment, curiosity, and personal growth. This is especially true for non-routine, conceptual work that requires problem-solving and creativity. Companies like Google and 3M have tapped into this by allowing employees to spend a portion of their time on self-directed projects, leading to innovations like Gmail and Post-it notes.

The Sawyer Effect illustrates this principle. Named after Tom Sawyer's fence-painting trick, it shows how turning work into play can increase motivation and performance. Conversely, adding external rewards to an enjoyable task can make it feel like work, reducing motivation and creativity.

2. Autonomy, mastery, and purpose drive human behavior

"Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives."

Autonomy fuels engagement. People thrive when they have control over their tasks, time, team, and technique. Companies like Atlassian and Best Buy have implemented "FedEx Days" and Results-Only Work Environments (ROWE), allowing employees to work on self-directed projects or manage their own schedules, resulting in increased productivity and job satisfaction.

Mastery motivates improvement. The desire to get better at something that matters is a powerful driver of human behavior. This explains why people engage in challenging hobbies or pursue difficult career paths without external rewards. Providing opportunities for skill development and growth is crucial for maintaining motivation in the workplace.

Purpose provides direction. Connecting work to a larger cause or meaning enhances motivation and performance. Companies that articulate a clear purpose beyond profit-making tend to have more engaged employees and better long-term success. This is particularly important for younger generations entering the workforce, who prioritize meaningful work over traditional rewards.

3. Traditional management methods stifle creativity and productivity

"Management isn't about walking around and seeing if people are in their offices. It's about creating conditions for people to do their best work."

Command-and-control is obsolete. Traditional management approaches based on close supervision and standardized processes are ill-suited for knowledge work and creative tasks. These methods can reduce autonomy, stifle innovation, and decrease intrinsic motivation.

Empowerment is key. Forward-thinking organizations are shifting towards environments that foster self-direction and creativity. This involves:

• Giving employees more control over their work processes
• Encouraging experimentation and risk-taking
• Providing constructive feedback rather than punitive measures
• Focusing on results rather than face time or rigid schedules

Trust yields better results. When managers trust employees to manage their own time and tasks, it often leads to higher productivity and job satisfaction. Companies like Zappos have implemented self-management systems, allowing teams to organize themselves and make decisions autonomously, resulting in better customer service and employee engagement.

4. "If-then" rewards can backfire and reduce performance

"Rewards can deliver a short-term boost—just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off—and, worse, can reduce a person's longer-term motivation to continue the project."

Contingent rewards narrow focus. "If-then" rewards (e.g., "If you do X, then you'll get Y") can be effective for simple, straightforward tasks. However, for complex tasks requiring creativity or problem-solving, they can actually hinder performance by limiting thinking to a narrow, reward-focused path.

Short-term gains, long-term losses. While extrinsic rewards might provide a temporary boost in motivation or performance, they often lead to decreased intrinsic motivation over time. This can result in:

• Reduced creativity and innovation
• Lower quality work once rewards are removed
• Increased likelihood of unethical behavior to achieve rewards

Alternatives to "if-then" rewards. Instead of contingent rewards, organizations can:

• Provide meaningful, non-controlling feedback
• Offer unexpected "now that" rewards after task completion
• Focus on creating an environment that supports autonomy, mastery, and purpose

5. Flow state is essential for peak performance and satisfaction

"The highest, most satisfying experiences in people's lives were when they were in flow."

Flow is optimal experience. Psychologist Mihaly Csikszentmihalyi identified "flow" as a state of deep engagement and enjoyment where people lose track of time and self-consciousness. This state occurs when skills are well-matched to challenges, goals are clear, and feedback is immediate.

Fostering flow in work and life. To promote flow experiences:

• Set clear goals and provide immediate feedback
• Balance challenges with skills (Goldilocks tasks)
• Minimize distractions and interruptions
• Allow for autonomy in task execution

Flow leads to mastery and satisfaction. Regular flow experiences not only enhance performance but also contribute to overall life satisfaction and personal growth. Organizations that create conditions conducive to flow states are likely to see increased productivity, creativity, and employee well-being.

6. Mastery requires embracing challenges and viewing abilities as improvable

"Mastery is a mindset: It requires the capacity to see your abilities not as finite, but as infinitely improvable."

Growth mindset is crucial. Stanford psychologist Carol Dweck's research shows that people with a "growth mindset" (believing abilities can be developed) achieve more than those with a "fixed mindset" (believing abilities are innate and unchangeable). Embracing challenges and viewing failures as learning opportunities are key to developing mastery.

Deliberate practice drives improvement. Achieving mastery requires:

• Setting specific goals for improvement
• Seeking constant, critical feedback
• Focusing on areas of weakness
• Pushing beyond comfort zones
• Persistence in the face of setbacks

Mastery is a journey, not a destination. True mastery is asymptotic – it can be approached but never fully reached. This continuous pursuit provides ongoing motivation and satisfaction, as there's always room for improvement and new challenges to tackle.

7. Purpose-driven work leads to greater fulfillment and success

"The most deeply motivated people—not to mention those who are most productive and satisfied—hitch their desires to a cause larger than themselves."

Purpose maximization alongside profit. Organizations that emphasize purpose alongside profit often see better long-term results. This involves:

• Articulating a clear mission beyond financial gains
• Connecting individual roles to larger organizational goals
• Allowing employees to pursue purpose-driven projects

Personal purpose enhances motivation. Individuals who connect their work to a larger purpose or personal values tend to be more engaged and resilient. This can involve:

• Seeking work aligned with personal values
• Finding ways to make current work more meaningful
• Volunteering or engaging in side projects that provide purpose

Purpose-driven organizations attract talent. Especially among younger generations, companies with a strong sense of purpose are more attractive to potential employees. This can lead to a more engaged workforce and better overall performance.

8. The mismatch between science and business practices hinders progress

"There is a mismatch between what science knows and what business does."

Outdated practices persist. Despite decades of research showing the limitations of carrot-and-stick motivation, many businesses continue to rely on these methods. This mismatch leads to suboptimal performance and decreased employee satisfaction.

Barriers to change include:

• Inertia and resistance to new ideas
• Short-term focus on immediate results
• Misunderstanding of human motivation
• Fear of losing control

Bridging the gap. To align business practices with scientific knowledge:

• Educate leaders on modern motivation research
• Experiment with new management approaches
• Measure long-term outcomes, not just short-term metrics
• Foster a culture of continuous learning and adaptation

9. Type I behavior fosters innovation and long-term success

"Type I behavior is fueled more by intrinsic desires than extrinsic ones. It concerns itself less with the external rewards to which an activity leads and more with the inherent satisfaction of the activity itself."

Type I vs. Type X behavior. Type I (intrinsically motivated) individuals tend to be more creative, productive, and satisfied than Type X (extrinsically motivated) individuals. Organizations that foster Type I behavior are more likely to innovate and succeed in the long term.

Cultivating Type I behavior:

• Provide autonomy over tasks, time, team, and technique
• Offer opportunities for skill development and mastery
• Connect work to a larger purpose or meaning
• Use "now that" rewards instead of "if-then" rewards
• Encourage experimentation and learning from failures

Type I behavior is self-reinforcing. As individuals experience the benefits of intrinsic motivation, they're more likely to seek out and create environments that support it. This can lead to a virtuous cycle of increased engagement, creativity, and success.

Last updated: January 22, 2025