![]() ![]() ![]() ![]() To employees, Pink offers advice on how “type X”es - his coinage for people who prefer external rewards - can enroll themselves in the burgeoning ranks of the “type I”s, driven mostly by inner rewards. It’s about satisfying workers’ desire for autonomy, which stimulates their “innate capacity for self-direction.” To managers, he says that coaxing great performance out of employees is no longer a matter of compensating them lavishly for putting the business first and suppressing their inner selves. Managers’ received wisdom about what gets people to excel - money, stock options, more money, then some more money - doesn’t work well for a lot of today’s independent-minded, plugged-in cubicle dwellers, Daniel Pink says in this lively tour of recent scholarship on motivation.Ĭiting work by Teresa Amabile of Harvard Business School, consultant Tammy Erickson, and many others, Pink, who is also the author of 2005’s A Whole New Mind: Why Right-Brainers Will Rule the Future, looks at motivation from the viewpoints of both the leader and the led. ![]()
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