The Puzzle Of Motivation By Dan Pink - 847 Words

While watching â€Å"The Puzzle of Motivation† by Dan Pink, I was very intrigued. Throughout the entire talk, there were several interesting points that were made. It really interested me when Pink talked about the group that was rewarded. Pink stated that if the contestants were in the top 25% of the fastest times, they would be rewarded five dollars. With this incentive, most would hope to do well, if not better than the person that would not be rewarded. Pink then goes on to point out the results. How much faster did the group that was offered a reward actually do? On average, it took them three and a half minutes longer. This really stood out to me because when offered a reward for a task, normally a person would be more motivated and thus do better. What amazed me even more was that this isn’t just a one time thing. This is has been replicated over and over for nearly 40 years. As Pink says around 04:33, â€Å"These contingent motivators -- if you do this, then yo u get that -- work in some circumstances. But for a lot of tasks, they actually either don t work or, often, they do harm.† These rewards that are being offered are being used to attempt to sharpen thinking and accelerate creativity, but instead it’s proving to do the opposite. It’s proving to dull thinking and block creativity. I am motivated by the feeling I get when I have disappointed someone or most importantly myself. When I do something incorrectly, it gives me the motivation to do better. I don’t ever want toShow MoreRelatedI love Lucy: Lucy Ball1481 Words   |  6 Pagesyou’ve never failed, you’ve never lived.† (â€Å"If youve never failed, youve never lived†-video) This video and short statement entails that life is about taking risks and learning from one’s mistakes. Without life’s mistakes, people wouldn’t have the motivation to become better. Failure is a part of life. Failure allows the term, â€Å"When you fall, you get back up† come into play, allowing individuals to realize that it is a natural part of life to lose at something; one must simply get back up and try harderRead MoreHistorian as curandera Essay4547 Words   |  19 Pageshtml 12. Brenà © Brown , The power of vulnerability taken from http://www.ted.com/talks/brene_brown_on_vulnerability.html 13. Simon Sinek released the book Start With Why taken from http://www.ted.com/speakers/simon_sinek.html 14. Dan Pink: The puzzle of motivation http://www.ted.com/talks/dan_pink_on_motivation.html 15. Jonathan Haidt: Religion, evolution, and the ecstasy of self-transcendence http://www.youtube.com/watch?v=2MYsx6WArKY 16. Fromm,E The forgotten langage , http://www.scribd.Read MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesIntroduction 1 What Is Organizational Behavior? 3 The Individual 2 3 4 5 6 7 8 Diversity in Organizations 39 Attitudes and Job Satisfaction 69 Emotions and Moods 97 Personality and Values 131 Perception and Individual Decision Making 165 Motivation Concepts 201 Motivation: From Concepts to Applications 239 3 The Group 9 10 11 12 13 14 15 Foundations of Group Behavior 271 Understanding Work Teams 307 Communication 335 Leadership 367 Power and Politics 411 Conflict and Negotiation 445 FoundationsRead MoreOrganisational Theory230255 Words   |  922 PagesObservation Room Research and the development of neo-modernist organization theory Why the Hawthorne Studies were so important How neo-modernist organization theory challenges understandings of the relationship between organizations and society A puzzle – is it is better to ‘belong’ or to be an ‘individual’? Longing to belong: too much commitment A reminder – the human relations approach is not the only neo-modernist story in town How neo-modernist organization theory challenges understandings ofRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesgreat control over organizational activities and helps ensure that the organization is pursuing its strategy, but it makes it difï ¬ cult for the people who are closest to problems and issues to respond to them in a timely manner. It also can lower the motivation of middle and ï ¬ rst-line managers and make them less ï ¬â€šexible and adaptable because they become reluctant to make decisions on their own, even when doing so is necessary. They get used to passing the buck. As we saw in Chapter 1, the pendulum is now