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Sometimes [extrinsic motivators] work. Often they don’t. And many times, they inflict collateral damage.
|
27 |
 |
…certain kinds of extrinsic rewards on top of inherently interesting tasks can often dampen motivation and diminish performance.
|
31 |
 |
It is those who are least motivated to pursue extrinsic rewards who eventually receive them.
|
46 |
 |
When used improperly, extrinsic motivators can have another unintended collateral consequence: They can give us more of what we don’t want.
|
49 |
 |
Like all extrinsic motivators, goals narrow our focus. That’s one reason they can be effective; they concentrate the mind. But as we’ve seen, a narrowed focus exacts a cost.
|
50 |
 |
…when an extrinsic goal is paramount… its presence can restrict our view of the broader dimensions of our behavior.
|
50 |
 |
The problem with making an extrinsic reward the only destination that matters is that some people will choose the quickest route there, even if it means taking the low road.
|
51 |
 |
…extrinsic motivators – especially tangible, ‘if-then’ ones – can also reduce the depth of our thinking. They can focus our sights on only what’s immediately before us rather than what’s off in the distance.
|
56 |
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…while controlling extrinsic motivators can clobber creativity, ‘informational or enabling motivators can be conducive’ to it.
|
67 |
 |
While some companies have oiled the gears a bit… core management hasn’t changed much in a hundred years. Its central ethic remains control; its chief tools remain extrinsic motivators.
|
88 |
