|
|
Drive:
The idea that management is built on certain assumptions about the basic natures of those being managed… presumes that to take action or more forward, we need a prod…
|
88 |
|
|
Drive:
…our basic nature is to be curious and self-directed.
|
89 |
|
|
Drive:
…today economic accomplishment, not to mention personal fulfillment, more often swings on a different hinge. It depends not on keeping our nature submerged but allowing it to surface.
|
89 |
|
|
Drive:
…while the idea of independence has national and political reverberations, autonomy appears to be a human concept rather than a western one.
|
90 |
|
|
Drive:
A sense of autonomy has a powerful effect on individual performance and attitude.
|
90 |
|
|
Drive:
…autonomous motivation promotes greater conceptual understanding, better grades, enhanced persistence…, higher productivity, less burnout, and greater levels of psychological well-being.
|
91 |
|
|
Drive:
Most twenty-first-century notions of management presume that, in the end, people are pawns rather than players.
|
91 |
|
|
Drive:
…management isn’t the solution; it’s the problem.
|
92 |
|
|
Drive:
…intrinsic behavior emerges when people have autonomy over the four T’s: their task, their time, their technique, and their team.
|
94 |
|
|
Drive:
Autonomy measures can work in a range of fields – and offer a promising source for innovations and even institutional reforms.
|
97 |
