Book Review-Drive: the surprising truth about what motivates us|Entrepreneur|Business|Best seller|Best book|

DRIVE By Daniel H. Pink|Best Seller|Entrepreneurship|Business|

The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation

Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach.That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.by Daniel H. Pink is one of those books that makes you wonder why we are having so much trouble getting over the command-and-control/face- time-and-billable-hours business models. In a nutshell--or should I say, in a "tweet"--which Pink so gamely prepares for us: "Carrots & sticks are so last century. Drive says for 21st century work, we need to upgrade to
 autonomy, mastery & purpose."

While Drive is like a lot of business books that focus on a new trend--i.e., really just an extended magazine article--it does hammer home some salient points. What I liked was that it broke down which types of work can be motivated by carrots and sticks and which types of work can't.  Of course that explains what could be the downfall of the book/theory: How do you treat different parts of a single company differently and then make it all blend together? The examples within the book were often "all in" ROWE, or results-only workplace environments. A company realistically would have to learn howto be more of a hybrid--adapting appropriate managerial behavior to its diverse employees.  That could be extremely difficult to implement.

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