If you want people to perform better, you reward them, right? Bonuses, commissions, their own reality show. Incentivize them. [...] But that's not happening here. You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. It dulls thinking and blocks creativity.— Daniel H. Pink
The most unbelievable Daniel H. Pink quotes to get the best of your day
Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.
Most of what we know about sales comes from a world of information asymmetry, where for a very long time sellers had more information than buyers. That meant sellers could hoodwink buyers, especially if buyers did not have a lot of choices or a way to talk back.
Now it's easy for someone to set up a storefront and reach the entire world in very modest ways. So these technologies that we thought would dis-intermediate traditional sellers gave more people the tools to be sellers. It also changed the balance of power between sellers and buyers.
The three things that motivate creative people - autonomy, mastery, purpose!
The future belongs to a very different kind of person with a very different kind of mind - creators and empathizers, pattern recognizers and meaning makers.
Control leads to compliance; autonomy leads to engagement.
Asking "Why?" can lead to understanding. Asking "Why not?" can lead to breakthroughs.
Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives.
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.
The misuse of extrinsic rewards, so common in business, impedes creativity, stifles personal satisfaction and turns play into work.
The ultimate freedom for creative groups is the freedom to experiment with new ideas.
One of the best predictors of ultimate success in either sales or non - sales selling isn't natural talent or even industry expertise, but how you explain your failures and rejections.
The future belongs to a different kind of person with a different kind of mind: artists, inventors, storytellers-creative and holistic 'right-brain' thinkers whose abilities mark the fault line between who gets ahead and who doesn't.
Abstract thinking leads to greater creativity.
.. But in our businesses and our lives, we often do the opposite. We intensify our focus rather than widen our view.
Symphony is the ability to see the big picture, connect the dots, combine disparate things into something new. Visual artists in particular are good at seeing how the pieces come together. I experienced this myself by trying to learn to draw.
Money can extinguish intrinsic motivation, diminish performance, crush creativity, encourage unethical behavior, foster short-term thinking, and become addictive.
Studying design has made me a much, much more astute observer of this aspect of business. And I'm working mightily to improve my empathic skills. I've dramatically improved my ability to read facial expressions - and I'm trying to be a better, more attentive listener.
We have this myth that extroverts are better salespeople.
As a result, extroverts are more likely to enter sales; extroverts are more likely to get promoted in sales jobs. But if you look at the correlation between extroversion and actual sales performance - that is, how many times the cash register actually rings - the correlation's almost zero.
Financial firms are sending their back-office jobs overseas.
But what do fine artists do? They create something new, unexpected, and delightful that changes the world. MFA abilities are harder to outsource and more important in an abundant world.
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. Indeed, most of the scandals and misbehavior that have seemed endemic to modern life involve shortcuts.
I think the more important task for a young person than developing a personal brand is figuring out what she's great at, what she loves to do, and how she can use that to leave an imprint in the world. Those are tough questions, but essential ones. Answer those - and the personal brand follows.
The teacher showed us how to see proportions, relationships, light and shadow, negative space, and space between space - something I never noticed before! In one week, I went from not knowing how to draw to sketching a detailed portrait. It literally changed the way I see things.
Intrinsic motivation is conducive to creativity;
controlling extrinsic motivation is detrimental to creativity.
In large organizations there are discrete functions.
I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.
In the past thirty years we have learned more about the workings of the human brain than in all of previous history.
One aspect of play is the importance of laughter, which has physiological and psychological benefits. Did you know that there are thousands of laughter clubs around the world? People get together and laugh for no reason at all!
Today it’s economically crucial and personally rewarding to create something that is also beautiful, whimsical, or emotionally engaging.
A lot of times when you have very short-term goals with a high payoff, nasty things can happen. In particular, a lot of people will take the low road there. They'll become myopic. They'll crowd out the longer-term interests of the organization or even of themselves.
It's nothing short of a whole new brain.
.. animated by a different form of thinking and a new approach to life.
What do artists do? Artists give people something they didn't know they were missing: a dance, a piece of music, a painting, a piece of sculpture. Catering to that need is the best business strategy.
We live in a world of breathtaking material plenty.
That has freed hundreds of millions of people from day-to-day struggles and liberated us to pursue more significant desires: purpose, transcendence, and spiritual fulfillment.
What's important now are the characteristics of the brain's right hemisphere: artistry, empathy, inventiveness, big-picture thinking. These skills have become first among equals in a whole range of business fields.
Newtonian physics runs into problems at the subatomic level.
Down there--in the land of hadrons, quarks, and Schrödinger's cat--things gent freaky. The cool rationality of Isaac Newton gives way to the bizarre unpredictability of Lewis Carroll.
I tend to pull nuggets out of many books - rather than having a handful of books that serve as guiding lights.
Were born to be players, not pawns.
The ultimate pitch for an era of short attention spans begins with a single word - and doesn't go any further.
As Carol Dweck says, “Effort is one of the things that gives meaning to life.
Effort means you care about something, that something is important to you and you are willing to work for it. It would be an impoverished existence if you were not willing to value things and commit yourself to working toward them.
I don't think it's a Western thing to really talk about intrinsic motivation and the drive for autonomy, mastery and purpose. You have to not be struggling for survival. For people who don't know where their next meal is coming, notions of finding inner motivation are comical.
Rewards can deliver a short-term boost—just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off—and, worse, can reduce a person’s longer-term motivation to continue the project.
When the reward is the activity itself--deepening learning, delighting customers, doing one's best--there are no shortcuts.
I happen to be extremely left-brained;
my instinct is to draw a chart rather than a picture. I'm trying to get my right-brain muscles into shape. I actually think this shift toward right-brain abilities has the potential to make us both better off and better in a deeper sense.
"Mad" magazine is like one of my few formative experiences, absolutely.
"Mad" magazine teaches a whole generation of people to be irreverent toward power.
Experimentalists never know when their work is finished.
But in the end, mastery involves working and working and showing little improvement, perhaps with a few moments of flow pulling you along, then making a little progress, and then working and working on that new, slightly higher plateau again. It's grueling, to be sure. But that's not the problem; that's the solution.
Tens of millions of people have iPods, whereas eight years ago, they didn't know they were missing them.
It seems the best approach for any venture is a combo platter - Japan's quality-consciousness paired with America's willingness to experiment and (sometimes) fail.
Questions are often more effective than statements in moving others.
Or to put it more appropriately, since the research shows that when the facts are on your side, questions are more persuasive than statements, don't you think you should be pitching more with questions?
While complying can be an effective strategy for physical survival, it's a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those in control. Yet 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.
We have in our head something called story grammar.
We see the world as a series of episodes rather than logical propositions... In our serious society, storytelling is seen as being soft. But people process the world through story.