Post by stephenratke on Sept 23, 2016 22:25:39 GMT
I listened to Daniel Pink's Drive via audio book on my way to and from Fort Worth this week. There's a handy youtube video summary here, though:
www.youtube.com/watch?v=u6XAPnuFjJc
in six + hours of driving, it gave me a lot of time to think about the points being made, and I enjoyed the detailed, nuanced take on motivation and what it means for running teams. Having just watched the "buy your why" TED talk before starting this, I thought it offered a much more detailed and supported approach to explaining motivation and even building motivation in an organization or team.
At various times, I was thinking about:
Less relatedly, I was even thinking about things like the Wall street crisis and other situations where incentives work to create more cheating and worse results. I was also relating Daniel's idea of "motivation 3.0" to "How We Got to Now: Six Innovations That Made the Modern World" by Steve Johnson, a book I recommend on how innovation is really based on the immediately adjacent, and how each subsequent innovation is only possible with the previous innovations to enable the outside of the box thinking that further push the boundaries. I think the idea of motivation 3.0 and changing human needs and motivation blends well with the idea of the immediate adjacency.
Lastly, a video from Casey Neistat from who I draw tremendous creative inspiration from, and his 27 second movie on life:
www.youtube.com/watch?v=L9VBpbnXhWk
www.youtube.com/watch?v=u6XAPnuFjJc
in six + hours of driving, it gave me a lot of time to think about the points being made, and I enjoyed the detailed, nuanced take on motivation and what it means for running teams. Having just watched the "buy your why" TED talk before starting this, I thought it offered a much more detailed and supported approach to explaining motivation and even building motivation in an organization or team.
At various times, I was thinking about:
- How FHWA can foster intrinsic motivation generally
- Goals and incentives in the context of FHWA's performance rating system
- SMART goals, and Daniel's recommendation for somewhat more vague goals, those that drive towards a purpose, rather than outcomes that can be gamed.
- Working with others, including the DOT, to understand their purpose and motivations
- If even one of the suggested exercises could be worked into my current work environment (in particular, I liked the idea of the autonomy index test, which seems particularly applicable to my team of technical specialists and a road towards better feedback)
- If there's a way to build on the 20% time / fedex day model for employees within FHWA to spend time outside of their normal responsibilities, but to work on passion projects or to bring alternative improvements to the agency with that time.
Less relatedly, I was even thinking about things like the Wall street crisis and other situations where incentives work to create more cheating and worse results. I was also relating Daniel's idea of "motivation 3.0" to "How We Got to Now: Six Innovations That Made the Modern World" by Steve Johnson, a book I recommend on how innovation is really based on the immediately adjacent, and how each subsequent innovation is only possible with the previous innovations to enable the outside of the box thinking that further push the boundaries. I think the idea of motivation 3.0 and changing human needs and motivation blends well with the idea of the immediate adjacency.
Lastly, a video from Casey Neistat from who I draw tremendous creative inspiration from, and his 27 second movie on life:
www.youtube.com/watch?v=L9VBpbnXhWk