简介
Pink argues that the secret to high performance and satisfaction in today's world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.
As Daniel H. Pink explains in his new and paradigm- shattering book Drive: The Surprising Truth About What Motivates Us, the secret to high performance and satisfaction in today's world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does--and how that affects every aspect of our lives. He demonstrates that while the old-fashioned carrot-and-stick approach worked successfully in the 20th century, it's precisely the wrong way to motivate people for today's challenges. In Drive, he reveals the three elements of true motivation: a) Autonomy: the desire to direct our own lives; b) Mastery: the urge to get better and better at something that matters; and c) Purpose: the yearning to do what we do in the service of something larger than ourselves. Along the way, he takes us to companies that are enlisting new approaches to motivation and introduces us to the scientists and entrepreneurs who are pointing a bold way forward.
目录
Table Of Contents:
INTRODUCTION: The Puzzling Puzzles of Harry Harlow and Edward Deci 1
"In scientific terms, it was akin to rolling a steel ball down an inclined plane to measure its velocity鈥攐nly to watch the ball float into the air instead."
"It suggested that our understanding of the gravitational pulls on our behavior was inadequate鈥攖hat what we thought were fixed laws had plenty of loopholes."
Part One A New Operating System
CHAPTER 1. The Rise and Fall of Motivation 2.0 15
"But in the first ten years of this century鈥攁 period of truly staggering underachievement in business, technology, and social progress---we've discovered that this sturdy, old operating system doesn't work nearly as well."
"It crashes鈥攐ften and unpredictably."
"It forces people to devise workarounds to bypass its flaws."
"Most of all, it is proving incompatible with many aspects of contemporary business."
CHAPTER 2. Seven Reasons Carrots and Sticks (Often) Don't Work 34
"In other words, rewards can perform a weird sort of behavioral akhemy: They can transform an interesting task into a drudge."
"They can turn play into work."
CHAPTER 2A ...and the Special Circumstances When They Do 60
"While an operating system centered around rewards and punishments has outlived its usefulness and badly needs an upgrade, that doesn't mean we should scrap its every piece."
CHAPTER 3. Type I and Type X 70
"A picture may be worth a thousand words鈥攂ut sometimes neither is as potent as just two letters."
Part Two The Three Elements
CHAPTER 4. Autonomy 85
"Perhaps it's time to toss the very word 'management' into the linguistic ash heap alongside 'icebox' and 'horseless carriage.'"
"This era doesn't call for better management."
"It calls for a renaissance of self-direction."
CHAPTER 5. Mastery 109
"In our offices and our classrooms we have way too much compliance and way too little engagement."
"The former might get you through the day, but only the latter will get you through the night."
CHAPTER 6. Purpose 131
"It's in our nature to seek purpose."
"But that nature is now being revealed and expressed on a scale that is demographically unprecedented and, until recently, scarcely imaginable."
"The consequences could rejuvenate our businesses and remake our world"
Part Three The Type I Toolkit
Type I for Individuals: Nine Strategies for Awakening Your Motivation 153
Type I for Organizations: Nine Ways to Improve Your Company, Office, or Group 162
The Zen of Compensation: Paying People the Type I Way 170
Type I for Parents and Educators: Nine Ideas for Helping Our Kids 174
The Type I Reading List: Fifteen Essential Books 185
Listen to the Gurus: Six Business Thinkers Who Get It 195
The Type I Fitness Plan: Four Tops for Getting (and Staying) Motivated to Exercise 201
Drive: The Recap 203
Drive: The Glossary 209
The Drive Discussion Guide: Twenty Conversation Starters to Keep You Thinking and Talking 212
Find Out More-About Yourself and This Topic 217
Acknowledgments 219
Notes 221
Index 231
INTRODUCTION: The Puzzling Puzzles of Harry Harlow and Edward Deci 1
"In scientific terms, it was akin to rolling a steel ball down an inclined plane to measure its velocity鈥攐nly to watch the ball float into the air instead."
"It suggested that our understanding of the gravitational pulls on our behavior was inadequate鈥攖hat what we thought were fixed laws had plenty of loopholes."
Part One A New Operating System
CHAPTER 1. The Rise and Fall of Motivation 2.0 15
"But in the first ten years of this century鈥攁 period of truly staggering underachievement in business, technology, and social progress---we've discovered that this sturdy, old operating system doesn't work nearly as well."
"It crashes鈥攐ften and unpredictably."
"It forces people to devise workarounds to bypass its flaws."
"Most of all, it is proving incompatible with many aspects of contemporary business."
CHAPTER 2. Seven Reasons Carrots and Sticks (Often) Don't Work 34
"In other words, rewards can perform a weird sort of behavioral akhemy: They can transform an interesting task into a drudge."
"They can turn play into work."
CHAPTER 2A ...and the Special Circumstances When They Do 60
"While an operating system centered around rewards and punishments has outlived its usefulness and badly needs an upgrade, that doesn't mean we should scrap its every piece."
CHAPTER 3. Type I and Type X 70
"A picture may be worth a thousand words鈥攂ut sometimes neither is as potent as just two letters."
Part Two The Three Elements
CHAPTER 4. Autonomy 85
"Perhaps it's time to toss the very word 'management' into the linguistic ash heap alongside 'icebox' and 'horseless carriage.'"
"This era doesn't call for better management."
"It calls for a renaissance of self-direction."
CHAPTER 5. Mastery 109
"In our offices and our classrooms we have way too much compliance and way too little engagement."
"The former might get you through the day, but only the latter will get you through the night."
CHAPTER 6. Purpose 131
"It's in our nature to seek purpose."
"But that nature is now being revealed and expressed on a scale that is demographically unprecedented and, until recently, scarcely imaginable."
"The consequences could rejuvenate our businesses and remake our world"
Part Three The Type I Toolkit
Type I for Individuals: Nine Strategies for Awakening Your Motivation 153
Type I for Organizations: Nine Ways to Improve Your Company, Office, or Group 162
The Zen of Compensation: Paying People the Type I Way 170
Type I for Parents and Educators: Nine Ideas for Helping Our Kids 174
The Type I Reading List: Fifteen Essential Books 185
Listen to the Gurus: Six Business Thinkers Who Get It 195
The Type I Fitness Plan: Four Tops for Getting (and Staying) Motivated to Exercise 201
Drive: The Recap 203
Drive: The Glossary 209
The Drive Discussion Guide: Twenty Conversation Starters to Keep You Thinking and Talking 212
Find Out More-About Yourself and This Topic 217
Acknowledgments 219
Notes 221
Index 231
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