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Sometimes [extrinsic motivators] work. Often they don’t. And many times, they inflict collateral damage.
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27 |
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…many more business models are organizing what we do – because we’re intrinsically motivated purpose maximizers, not only extrinsically motivated profit maximizers.
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32 |
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…the starting point for any discussion of motivation in the workplace is a simple fact of life: People have to earn a living.
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35 |
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…by diminishing intrinsic motivation… performance, creativity, and even upstanding behavior topple like dominoes.
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37 |
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If-then rewards require people to forfeit some of their autonomy… that can spring a hole in the bottom of their motivational bucket, draining an activity of its enjoyment.
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38 |
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People use rewards expecting to gain the benefit of increasing another person’s motivation and behavior, but in so doing, they often incur the unintentional and hidden cost of undermining that person’s intrinsic motivation toward the activity.
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39 |
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Rewards, by their very nature, narrow our focus. That’s helpful when there’s a clear path to a solution. They help us stare ahead and race faster. But ‘if-then’ motivators are terrible for challenges…
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44 |
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It is those who are least motivated to pursue extrinsic rewards who eventually receive them.
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46 |
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For artists, scientists, inventors, schoolchildren, and the rest of us, intrinsic motivation – the drive to do something because it is interesting, challenging, and absorbing – is essential for high levels of creativity.
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46 |
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…’if-then’ motivators that are the staple of most businesses often stifle, rather than stir, creative thinking.
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46 |
