The puzzle of motivation | Dan Pink

12 insights saved from this video by @business

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Atlassian's periodic 24-hour FedEx Days let engineers build outside their jobs, creating software fixes that might otherwise never exist.
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Wikipedia’s unpaid, intrinsically motivated model defeated Microsoft’s professionally staffed and financially managed Encarta.
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At Google, engineers’ 20% autonomous time produced about half of the new products, including Gmail, Orkut, and Google News.
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In India, the highest-paid participants performed worst, and higher incentives hurt performance on eight of nine tasks.
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In an MIT study, bigger rewards improved mechanical performance but worsened performance when tasks required rudimentary cognitive skill.
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A London School of Economics review of 51 company pay-for-performance studies found financial incentives could hurt overall performance.
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Autonomy starts with adequate, fair pay. Money must stop being an unresolved concern.
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Build motivation around autonomy, mastery, and purpose: self-direction, meaningful improvement, and connection to something larger.
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Traditional management secures compliance. Self-direction generates engagement.
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Too many organizations still make talent decisions using outdated folklore instead of examined scientific evidence.
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A review of 51 pay-for-performance studies found financial incentives can negatively affect overall performance.
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High performance comes from the intrinsic desire to do meaningful things, not from rewards and punishments.

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