Motivation – what do we really know about the drive to do things?
Why do I write this? Why do you read this blog?
Is it to please your boss/earn brownie points/get higher salary or out of fear?
I do not think so. I think curiosity and the joy of exploring the slightly unknown are far superior explanations for why we do most of what we do. In his book “Drive”, Dan Pink explores what we know about work-related motivation, and how far away most company/school reward systems are from the reality of today. In his own words “There is a mismatch between what Science knows and what Business does”.
Since the TED presentation a couple of years ago, I wanted to read more from Pink, and now I finally got the book to dig deeper into the sea of positive forces that is just waiting to be explored. Most of the elements I recognize from my own experiences, but it helps to use the words to describe these semi-subconscious forces.
I have always felt oddly de-motivated when being sent on a training course, for instance, but eagerly energized whenever I get to choose myself. In the same way, great satisfaction has come from strenous efforts of learning Chinese, trying to master a new magic illusion or plowing away in electromagnetic field theory. I also feel energized and alive when working on wind-turbine technology and establishing the first sprouts of a permaculture food forest in our suburbian backyard. Pink distils these three Dimensions of Drive into: Autonomy, Mastery and Purpose.
In the past two years, I have been trying to establish an environment of trust and autonomy in my department. I strive to challenge-and-grow the engineers, to encourage their pursuit of mastery. However, the purpose is maybe slightly muddled in a corporate setting. We have China-for-China nationalism mixed with a technical support need and profitability concerns. I say that we focus on Railway and Wind, but in reality we work just as much on Diesel engines and steel mills.
There is a lot of convincing evidence that these factors drive us to perform better, but I have the feeling that the social aspects of work are equally important. Maybe this is stronger in Europe and in China than in Pink’s American setting? I guess that the culture of individualism reduces the value of the group. My hypothesis is that the group value of inclusion will come back, as I believe it is a fundamental part of being human. We are social animals and the energy that comes out of belonging to a clan or a team is magnificent. I wonder if there has been any research on this drive? (If you could point out some reference in this direction, please leave a message!)
What is very clear is that my own manager allows me to thrive with a great deal of independence, challenging tasks that stretch my capabilities and I sincerely feel that we are building something really important. I have autonomy, (building) mastery and purpose. I am a lucky man.
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