Drive: The Surprising Truth About What Motivates Us

Then We Came to the End, Ferris
Theories of management X and Y
Third drive. See Intrinsic motivation
Thompson, Jody and flextime ROWE experiment ; Why Work Sucks and How to Fix It
Three M, autonomy at
Time, autonomy and
The Tinkering School
Titmuss, Richard
TOMS shoes
Toolkit, Type I,
Transcendence
Trump, Donald
Tulley, Gever
Tversky, Amos
Twain, Mark, The Adventures of Tom Sawyer
“20 percent time organizations and

Type A behavior Type X and
Type B behavior
Type I behavior ; autonomy and ; by bosses individual lawyers and ; mastery and purpose and
Type I Fitness Plan
Type I organizations
Type I reading list
Type I Toolkit
Type X behavior and flow ; and purpose
Unethical behavior extrinsic motivation and
Unexpected rewards
United States Military Academy, West Point
University of Rochester
Unschooling
Utility, work as
Vermontcorporations
Video games, flow experiences
Vocation Vacations
Volunteerism
Wages, above average
Waldorf schools
The War of Art Break Through the Blocks and Win Your Inner Creative Battles, Pressfield
Washor, Elliot
Weaknesses, work on, mastery and
Wealth maximization
Web server software, open source
Webber, Alan, Rules of Thumb
Websites: design of for motivational posters schools
Welch, Jack
White-collar work
Whole Foods
A Whole New Mind Why Right-Brainers Will Rule the Future, Pink
Why We Do What We Do Understanding Self-Motivation, Deci and Flaste
Why Work Sucks and How to Fix It, Ressler and Thompson
Wikipedia
Winfrey, Oprah
W. L. Gore & Associates
Wolf, Bob
Woods, Tiger
Work; autonomy and definitions and flow state and play ; fulfilling good management theories motivations and nature of, Twain and nonroutine;
routine; Taylor’s idea
Workforce, engagement of
Workplace: and motivation Motivation 3.0-style
Wrzesniewski, Amy
Yellen, Janet
Young adults, and purpose
Yunus, Muhammad
Zappos.com
Zen of compensation

a
Here’s the two-sided definition of the Sawyer Effect practices that can either turn play into work or turn work into play.
b
The results for the 119 men in the experiment were somewhat different. The payment had no statistically significant effect, positive or negative, on the decision to give blood.
c
The fine was per child, so a parent with two children would have to pay twenty Israeli shekels (NS 20) for each instance of tardiness. When the experiment was conducted, ten Israeli shekels was equivalent to about three US. dollars.
d
Alas, its impact was greater in the classroom than in the boardroom. Many companies did move their practices more in the direction of Theory Y. But talk to many managers even today and—in private—they’ll often voice the same assumptions of Theory X that McGregor articulated in 1960.
e
You can even try with this people you don’t know. See if you agree. Enron’s Jeff Skilling was Type X Berkshire Hathaway’s Warren Buffett is Type I.
Antonio Salieri was Type X Wolfgang Amadeus Mozart was Type I. The very wealthy Donald Trump is Type X the even wealthier Oprah Winfrey is Type
I. Former CEO of GE Jack Welch is Type X Interface Global founder Ray Anderson is Type I. Simon Cowell is Type X Bruce Springsteen is Type I. Fora more nuanced view, checkout the Type I Toolkit at the end of the book to find a free online assessment of the category to which you belong.
f
In her 2006 book, Mindset: The New Psychology of Success, which I recommend in the Type I Toolkit, Dweck refers to these two views as the fixed mindset and the growth mindset.”
g
A maximum of 140 characters, as required by Twitter (see www.twitter.com
). Feel free to retweet this summary or one of your own.
h
A maximum of 100 words, or less than a minute of talking.
i
If you’d like your question included in the Discussion Guide for future editions of Drive, send it directly tome at dhp@danpink.com.