Mastery People naturally want to get better at skills and be recognized for their skills. To make faster progress on the path to mastery, conduct deliberate practice : Do challenging tasks that are at the limit of your ability, but not so hard that you will certainly fail.
Set clear goals for yourself. Keep doing the above consistently. Management guidance: apply the principles of deliberate practice to workers. Striving for mastery is painful. Purpose Understanding the purpose and impact of work is motivating. A particularly common and especially motivating purpose is helping other people. To promote purpose in the workplace: Explain why something needs to be done. Want to learn the rest of Drive in 21 minutes? Interactive exercises: apply the book's ideas to your own life with our educators' guidance.
PDF Summary Introduction People often leave lucrative jobs to take lower-paying ones that provide a clearer purpose or are more inherently enjoyable. Recognizing Motivation 2. Instead, give an unexpected reward given after the task is finished.
Use nontangible rewards. Instead of cash, give positive feedback, which unlike money can actually increase intrinsic motivation. Provide useful feedback. Be specific and praise effort and strategy, rather than the outcome. Studies show that people who prefer autonomy and intrinsic motivation have higher psychological health and better relationships than Type X people. Healthier people may be in a better position to get more creative jobs that allow for more intrinsic motivation.
Autonomy Over Tasks In typical work environments, the entirety of what you work on is decided. Post-its arose from this free time. Georgetown University The book states there are three psychological components to Mastery.
Growth mindset people interpret failures as feedback to use to get better. Growth mindset people see effort as the way to get better. Fixed mindset people tend to set performance goals for themselves, like grades or promotions. Growth mindset people tend to set goals centered around progress and learning, with Why are Shortform Summaries the Best?
What's alarming here is that our business operating system -- think of the set of assumptions and protocols beneath our businesses, how we motivate people, how we apply our human resources-- it's built entirely around these extrinsic motivators, around carrots and sticks.
That's actually fine for many kinds of 20th century tasks. But for 21st century tasks, that mechanistic, reward-and-punishment approach doesn't work, often doesn't work, and often does harm. Let me show you. He offered three levels of rewards small-medium-large for how well they did. The results: as long as the task involved only mechanical skill, bonuses worked as they would be expected: the higher the pay, the better the performance. But once the task called for even rudimentary cognitive skill, a larger reward led to poorer performance.
He repeated the test in Madurai, India where the modest rewards would be much more powerful but the results were the same. If we really want to get out of this economic mess, if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things, to entice people with a sweeter carrot, or threaten them with a sharper stick. We need a whole new approach. The good news is that the scientists who've been studying motivation have given us this new approach.
It's built much more around intrinsic motivation. Around the desire to do things because they matter, because we like it, they're interesting, or part of something important. And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose. Autonomy: the urge to direct our own lives. Mastery: the desire to get better and better at something that matters. Purpose: the yearning to do what we do in the service of something larger than ourselves.
These are the building blocks of an entirely new operating system for our businesses. Where are we going and what are we doing? Two seemingly opposing views with a unified message about the discrepancy between organizational behavior theory and business practice By Joan Marques. I will definitely recommend this book to non fiction, business lovers.
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