58 pages • 1 hour read
Daniel H. PinkA modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more.
Pink addresses educators and parents, offering a toolkit for raising children who exhibit Type I Behavior. Schools have been based on a Motivation 2.0 operating system for a long time, and this system tends to kill students’ intrinsic motivations. To change this, he offers a few recommendations:
Pink emphasizes how important it is for students to understand the purpose of what they’re learning and see its real-world application. He also emphasizes the importance of paying teachers fairly and not tying teacher salaries to students’ standardized test performances. Doing so has been shown to increase cheating while failing to improve student performance. Instead, he argues that the base pay for teachers should be raised high enough that monetary concerns are no longer an issue for those in the profession, while making it easier to get rid of bad teachers who are more interested in gaming the system rather than giving students a good education.
Pink concludes this chapter by highlighting a few schools that, in his view, are doing good work to foster more Type I Behavior in students, placing the focus on autonomy, mastery, and purpose rather than rewards and punishments. He also brings up “unschoolers,” a segment of the homeschooling movement that focuses on letting children explore their own interests rather than sticking to a strict formal curriculum. Lastly, he recommends allowing students to become teachers, demonstrating their mastery of a subject by teaching it to others.
The fifth chapter lists 15 books Pink recommends for further reading on the subjects in Drive. These include works by a few of the key figures mentioned in earlier chapters, such as Edward Deci and Mihaly Csikszentmihalyi. Pink offers a brief summary of each book and how it links to his own work, and also includes a “Type I Insight” for each book, a brief quote or point from the work that links to the arguments laid out in Drive.
Pink lists seven important thinkers who are working to change the culture of businesses management. These are people with ideas for designing organizations around the principles of Motivation 3.0, with an emphasis on autonomy, mastery, and purpose. Pink briefly explains each of these thinkers’ background and accomplishments, then describes which “big idea” they have contributed to (such as Douglas McGregor’s “Theory X vs. Theory Y” idea discussed in Chapter 3). The big ideas are once again followed by a “Type I Insight,” a quote or two connecting the thinker to Pink’s overall arguments in the book.
In the brief final chapter, Pink offers four tips for keeping up your motivation to exercise: set your own goals; find a form of exercise that you enjoy; choose an activity that’s challenging but not too challenging, to encourage the pursuit of mastery; and reward yourself not with “if-then” rewards but by contributing to a charity or giving yourself random “now that” rewards.
In this group of chapters, Pink turns away from the business world to consider how the principles of Drive can be applied in readers’ personal lives. Several key ideas from earlier in the book are referenced in this section. The advice Pink gives tends to be focused on The Human Desire for Autonomy, Mastery, and Purpose—the three elements of Type I Behavior. In Chapter 4, he gives advice on providing greater autonomy to students, offering opportunities for flow and mastery, and fostering a greater sense of purpose and meaning in what they’re doing. He notes that many of the same techniques that work in a business context—including “Fed-ex Days” and separating compensation from performance (or allowance from chores) also work in child-rearing. Pink also circles back again to a point that has been frequently brought up throughout Drive, which is the importance of paying people fairly and adequately. Money may be ineffective and harmful when used as a contingent “if-then” reward to motivate work, but that doesn’t mean that people don’t want or need money. He advises that teachers especially should have their wages raised dramatically, because when pay is inadequate, it functions as a de-motivator, and unmotivated teachers can have negative consequences for students. As expressed elsewhere in the book, monetary compensation should be enabling, freeing people from the burden of having to worry about money so that their intrinsic motivation can be allowed to thrive.
In the final chapters, Pink offers specific resources for readers looking to apply the book’s ideas in their own lives. The reading list in Chapter 5 and the list of thought leaders in Chapter 6 aim to empower readers to learn more by doing some of the same reading and research Pink did in putting the book together. The fitness advice in the final chapter transposes the book’s advice to yet another new context, showing how readers can harness the power of intrinsic motivation to take control of their physical health as well as their work lives.
By Daniel H. Pink