Daniel H. Pink
Books by Daniel H. Pink
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Drive
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To Sell Is Human
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Power of Regret
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Quotes by Daniel H. Pink
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Newtonian physics runs into problems at the subatomic level. Down there--in the land of hadrons, quarks, and Schrödinger's cat--things gent freaky. The cool rationality of Isaac Newton gives way to the bizarre unpredictability of Lewis Carroll.
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...if people do things for lunk-headed, backward-looking reasons, why wouldn't we also do things for significance-seeking, self-actualizing reasons? If we are predictably irrational - and we clearly are- why couldn't we also be predictably transcendent?
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Motivation 1.0 presumed that humans were biological creatures, struggling to obtain our basic needs for food, security and sex.Motivation 2.0 presumed that humans also responded to rewards and punishments. That worked fine for routine tasks but incompatible with how we organize what we do, how we think about what we do, and howwe do what we do. We need an upgrade. Motivation 3.0, the upgrade we now need, presumes that humans also have a drive to learn, to create, and to better the world.
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Autonomy isn't the opposite of accountability - it's the pathway to it.
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The monkeys solved the puzzle simply because they found it gratifying to solve puzzles. They enjoyed it. The joy of the task was its own reward.
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Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
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Autonomy isn't the opposite of accountability - it's the pathway to it.
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Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
Read quote -
Newtonian physics runs into problems at the subatomic level. Down there--in the land of hadrons, quarks, and Schrödinger's cat--things gent freaky. The cool rationality of Isaac Newton gives way to the bizarre unpredictability of Lewis Carroll.
Read quote -
The monkeys solved the puzzle simply because they found it gratifying to solve puzzles. They enjoyed it. The joy of the task was its own reward.
Read quote -
Motivation 1.0 presumed that humans were biological creatures, struggling to obtain our basic needs for food, security and sex.Motivation 2.0 presumed that humans also responded to rewards and punishments. That worked fine for routine tasks but incompatible with how we organize what we do, how we think about what we do, and howwe do what we do. We need an upgrade. Motivation 3.0, the upgrade we now need, presumes that humans also have a drive to learn, to create, and to better the world.
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...if people do things for lunk-headed, backward-looking reasons, why wouldn't we also do things for significance-seeking, self-actualizing reasons? If we are predictably irrational - and we clearly are- why couldn't we also be predictably transcendent?
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Empathy is about standing in someone else's shoes, feeling with his or her heart, seeing with his or her eyes. Not only is empathy hard to outsource and automate, but it makes the world a better place.
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Questions are often more effective than statements in moving others. Or to put it more appropriately, since the research shows that when the facts are on your side, questions are more persuasive than statements, don't you think you should be pitching more with questions?
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I think there are moral obligations, and I think there are economic transactions. So I think that chores are good; I think that allowances are good. I think combining them is bad.
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If you look at the very best presidents, the most effective presidents, they were always decent salespeople. Ronald Reagan was an extremely effective salesman, very tuned to the people he was selling to, very clear in what he was selling, very resilient and buoyant.
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Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.
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Entrepreneurs are moving from a world of problem-solving to a world of problem-finding. The very best ones are able to uncover problems people didn't realize that they had.
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In large organizations there are discrete functions. I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.
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In economic terms, we've always thought of work as a disutility - as something you do to get something else. Now it's increasingly a utility - something that's valuable and worthy in its own right.
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