|
|
Drive:
Autonomy over task has long been critical to [people’s] ability to create. And good leaders (as opposed to competent ‘managers’) understand this in their bones.
|
98 |
|
|
Drive:
The billable hour is a relic… It makes some sense for routine tasks – And if your starting assumption is that workers’ default setting is to shirk.
|
99 |
|
|
Drive:
If we begin from an alternative, and more accurate, presumption – that people want to do good work – then we ought to let them focus on the work itself rather than the time it takes them to do it.
|
100 |
|
|
Drive:
Without sovereignty over our time, it’s nearly impossible to have autonomy over our lives.
|
101 |
|
|
Drive:
…studies… have shown that people high in intrinsic motivation are better coworkers. And that makes the possibilities on this front enormous.
|
106 |
|
|
Drive:
Autonomy, it turns out, can be contagious.
|
106 |
|
|
Drive:
Ample research has shown that people working in self-organized teams are more satisfied than those working in inherited teams.
|
106 |
|
|
Drive:
We’re born to be players, not pawns. We’re meant to be autonomous individuals, not individual automatons.
|
107 |
|
|
Drive:
Control leads to compliance; autonomy leads to engagement.
|
110 |
|
|
Drive:
Solving complex problems requires an inquiring mind and the willingness to experiment one’s way to a fresh solution.
|
111 |
