---
product_id: 286366
title: "Drive: The Surprising Truth About What Motivates Us"
price: "€ 22.21"
currency: EUR
in_stock: true
reviews_count: 13
url: https://www.desertcart.fr/products/286366-drive-the-surprising-truth-about-what-motivates-us
store_origin: FR
region: France
---

# 4 decades of scientific research 3 core motivators: autonomy, mastery, purpose Transforms motivation for 21st-century success Drive: The Surprising Truth About What Motivates Us

**Price:** € 22.21
**Availability:** ✅ In Stock

## Summary

> 🚀 Unlock your inner drive: Master motivation for a purpose-driven life!

## Quick Answers

- **What is this?** Drive: The Surprising Truth About What Motivates Us
- **How much does it cost?** € 22.21 with free shipping
- **Is it available?** Yes, in stock and ready to ship
- **Where can I buy it?** [www.desertcart.fr](https://www.desertcart.fr/products/286366-drive-the-surprising-truth-about-what-motivates-us)

## Best For

- Customers looking for quality international products

## Why This Product

- Free international shipping included
- Worldwide delivery with tracking
- 15-day hassle-free returns

## Key Features

- • **Top-Ranked Bestseller:** Highly rated with 9,300+ reviews, trusted by professionals and lifelong learners alike.
- • **Science-Backed Insights:** Leverages 40 years of research to redefine motivation beyond money and rewards.
- • **Motivation 3.0 Framework:** Focuses on autonomy, mastery, and purpose to unlock intrinsic drive and peak performance.
- • **Practical Toolkit Included:** Offers actionable strategies for leaders, educators, and individuals to ignite motivation.
- • **Game-Changing Paradigm Shift:** Challenges outdated carrot-and-stick models with a fresh, human-centered approach.

## Overview

Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink is a groundbreaking bestseller that distills four decades of scientific research into a compelling new model of motivation. Moving beyond traditional reward-based systems, it reveals how autonomy, mastery, and purpose fuel intrinsic motivation, boosting performance and satisfaction in work and life. Packed with practical strategies and backed by top-tier endorsements, this book is essential for leaders, professionals, and lifelong learners eager to thrive in the modern world.

## Description

“Pink’s ideas deserve a wide hearing. Corporate boards. . .could do well by kicking out their pay consultants for an hour and reading Pink’s conclusions instead.”— Forbes The New York Times bestseller that gives readers paradigm-shattering ways to think about motivation from the author of When: The Scientific Secrets of Perfect Timing Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others ). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.

Review: A Must Read and Game Changer for Life-long Learners and Leaders - Some books for me are "game changers." All of Malcolm Gladwell's books fall into this category: "Tipping Point," "Blink" and "Outliers." Frans Johansson's "The Medici Effect" prompted me to organize two leadership gatherings: The White Rhino Intersection and Intersection 2.0. Daniel Pink's latest book, "Drive," belongs in this same category. I love what Gladwell said about Pink's book: "I spent as much time thinking about what this book means as I did reading it." Well said; I have had the same response. To regular readers of The White Rhino Report, Pink is no stranger. I wrote effusively about his earlier book, "A Whole New Mind." I recently offered a link to a TED talk that summarizes the most salient points of "Drive." Having been thoroughly mesmerized and intrigued by the "Drive" video, I wondered if I needed to read the book. I am glad I chose to take that additional step. The video serves as an excellent appetizer and introductory tool, but the main nutrient's can be found in the book. Pink's genius is his ability to take previously published research from a variety of fields, synthesize and coordinate the data and present the findings to a lay audience in a way that does not "dumb down" the content or the significance of the discoveries. He takes the "what," and turns it into a powerful "so what?". In discussing what motivates individuals and teams in almost any setting, Pink describes two types of motivation: Type X (extrinsic) and Type I (intrinsic). "Type I behavior is a renewable resource. Think of Type X behavior as coal, and Type I behavior as the sun. For most of recent history, coal has been the cheapest, easiest, most efficient resource. But coal has two downsides. First, it produces nasty things like air pollution and greenhouse gases. Second, it's finite; getting more of it becomes increasingly difficult and expensive each year. Type X behavior is similar. An emphasis on rewards and punishments spews its own externalities. And 'if-then' motivators always grow more expensive. But Type I behavior, which is built around intrinsic motivation, draws on resources that are easily replenished and inflict little damage. It is the motivational equivalent of clean energy: inexpensive, safe to use, and endlessly renewable." (Page 80) He goes on to describe what lies at the heart of Type I behavior and the underlying motivations. He issues what amounts to a manifesto for change. "Ultimately, Type I behavior depends upon three nutrients: autonomy, mastery, and purpose. Type I behavior is self-directed. It is devoted to becoming better and better at something that matters. and it connects that quest for excellence to a larger purpose. Some might dismiss notions like these as gooey and idealistic, but the science says otherwise. The science confirms that this sort of behavior is essential to being human - and that now, in a rapidly changing economy, it is also critical for professional, personal, and organizational success of any kind. So we have a choice. We can cling to a view of human motivation that is grounded more in old habits than in modern science. Or we can listen to the research, drag our business and personal practices into the twenty-first century, and craft a new operating system to help ourselves, our companies, and our world work a little better. It won't be easy. It won't happen overnight. So let's get started." (Pages 80-81) As the author continues to sketch out the components of what he calls Motivation 3.0 - a large quantum leap beyond the traditional Motivation 2.0 that fueled the Industrial Revolution - he describes four aspects of autonomy. "And what a few future-looking businesses are discovering is that one of these essential features is autonomy - in particular, autonomy over four aspects of work: what people do, when they do it, how they do it, and whom they do it with. As Atlassian's experience shows, Type I behavior emerges when people have autonomy over the four T's: their task, their time, their technique, and their team." (Pages 93-94) In discussing the importance of "Purpose" as a factor in motivation, Pink's work comes close to the themes of the book "Half Time - Moving from Success to Significance," by Bob Buford, which I reviewed in this space a few months ago: These themes are also resonant with Rick Warren's best-seller, "The Purpose Driven Life." The demographic time bomb that is my generation of Baby Boomers presents an interesting dilemma and opportunity occasioned by our anticipated increased longevity. "Upon comprehending that they could have another twenty-five years, sixty-year-old boomers look back twenty-five years - to when they were thirty-five - and a sudden thought clonks them on the side of the head. 'Wow. That sure happened fast,' they say. 'Will the next twenty-five years race by like that? If so, when I am going to do something that matters? When am I going to live my best life? When am I going to make a difference in the world?' Those questions, which swirl through conversations taking place at boomer kitchen tables around the world, may sound touch-feely. But they're now occurring at a rate that is unprecedented in human civilization. Consider: Boomers are the largest demographic cohort in most western countries, as well as in places like Japan, Australia and New Zealand. . . In America alone, one hundred boomers turn sixty every thirteen minutes. When the cold front of demographics meets the warm front of unrealized dreams, the result will be a thunderstorm of purpose the likes of which the world has never seen." (Pages 132-133) In my observation, the impact is even more dramatic than that which Pink describes. In my role as a career coach, life coach, recruiter and mentor to many emerging leaders, men and women are beginning to ask the "purpose question" at increasingly younger ages. This bodes well for our future, and will force companies to address this issue if they hope to survive and to attract and to retain top talent. The purpose dynamic has another aspect to it. In the absence of working for a higher purpose, Type X high achievers - the classic "Type A" personalities - work longer and longer hours to achieve material success and promotion. The result is burnout and dissatisfaction. "One of the reasons for anxiety and depression in the high attainers in that they're not having good relationships. They're busy making money and attending to themselves, and that means that there's less room in their lives for love and attention and caring and empathy and the things that truly count." (Page 144) In the title of this review, I call this book a "Must Read," yet the book is not for everyone. I recommend it to you only if you meet the following criteria: * You are a life-long learner who is willing to learn new facts and to change your thinking and behavior in accordance with these new insights. * You are in a position of leadership - in a company, in the military, in a family, in a school, in an organization - in which you need to and desire to create an environment of work and learning that maximizes autonomy, mastery, and purpose. * You want to make a positive difference in the world and in the lives of those whom you influence. If this is you, then order this book now, devour it, breath it, taste it, smell it, talk about it and live it. And then pass it on to the next generation of Type I leaders. Enjoy the drive . . . and the journey! Al
Review: The Drive to Thrive - Carrots and sticks are so 20th century. We need to understand the drive to thrive in the 21st century. That's my twitter summary of Drive: The Surprising Truth About What Motivates Us by Daniel Pink. Summary There is a great disconnect between what we practice in business - and I will add, in life - and what science is telling us in the area of motivation. The current model of motivation is carrots or sticks, money or termination. If-then rewards actually extinguish intrinsic motivation and diminish performance, crush creativity, and reduce good behavior. They also motivate people into behavior we do not want to see happen: unethical behavior, additions, and short-term thinking. While carrots and sticks are not the best motivators, they are not all bad, however. They can be effective for rule-based routine tasks that are not very interesting and do not demand much creative thinking, though their motivation is minimal. Science, however, shows us that we need to upgrade our operating system to motivation 3.0. The new OS has three essential elements: autonomy, mastery, and purpose. Autonomy "involves behaving with a full sense of volition and choice." Motivation is different from independence. It is not the go-it-alone individualism of the American West. It means acting with a choice, meaning we can be both autonomous and happily interdependent with others. And more importantly, this is a human concept, not a Western one. Autonomy has a powerful effect on performance. It promotes great conceptual understanding, better grades, enhanced persistence at school and in sporting activities, higher productivity, less burnout, and greater levels of psychological well-being. In addition, autonomous people impact the workplace. A study by Cornell University demonstrated that businesses that offered autonomy grew at four times the rate of non-autonomous businesses and had one-third the turnover. The opposite of autonomy is control. Control leads to compliance; autonomy leads to engagement. Engagement leads to mastery, the desire to get better at something that matters. For the tasks of the 21st century, an inquiring mind and willingness to experiment to find a fresh solution is required. That means the ability to have autonomy over our tasks, techniques, team, and time. This all works to allow people to be engaged in their tasks and to master them. Autonomous people working toward mastery perform at very high levels. But those who do so in the service of some greater objective can achieve even more. The most deeply motivated people connect their desires to a cause larger than themselves. Thoughts I really enjoy the writings of Daniel Pink. He assembles complicated research and makes it accessible to the masses. I appreciate how Pink makes the research in the areas of motivation easy for those who are not scientists to understand. In fact, in Drive, he does a magnificent job. Much of the background for this book comes from the research of Mihaly Csikszentmihalyi, a Hungarian psychology professor, who emigrated to the United States at the age of 22. Now at Claremont Graduate University, he is the former head of the department of psychology at the University of Chicago and of the department of sociology and anthropology at Lake Forest College. He is noted for his work in the study of happiness and creativity, but is best known as the architect of the notion of flow and for his years of research and writing on the topic. He is the author of many books and over 120 articles or book chapters. Martin Seligman, former president of the American Psychological Association, described Csikszentmihalyi as the world's leading researcher on positive psychology. I do a lot of church planter assessments and one of the things we look for is intrinsic motivation. This allows us to see what will keep them going when things get tough. It also allows us to determine if money is a primary motivator. Drive provides us with the research behind the importance of this needed tool for church planting. And for ministry in the 21st century as well. Drive is also a marker for entrepreneurial ministry. And entrepreneurialism in general. The book is easy to read despite its topic. It makes good use of emerging research. But it's a very practical book as well. At the end of the book, Pink provides a toolkit. In it, he provides strategies for awakening motivation for individuals, parents, educators, and businesses. He provides a great reading list of 15 essential books to encourage and promote a healthy environment for autonomy, mastery, and purpose. He also provides a discussion guide to get the discussion started. This is a fabulous book, and will be effective for leaders and followers alike. Whether you are a pastor, small group leader, or business person, this will help motivate those you lead and even help you understand yourself better.

## Features

- Great product!

## Technical Specifications

| Specification | Value |
|---------------|-------|
| Best Sellers Rank | #6,330 in Books ( See Top 100 in Books ) #4 in Occupational & Organizational Popular Psychology #9 in Sales & Selling (Books) |
| Customer Reviews | 4.5 out of 5 stars 9,338 Reviews |

## Images

![Drive: The Surprising Truth About What Motivates Us - Image 1](https://m.media-amazon.com/images/I/71xdekIlSfL.jpg)

## Customer Reviews

### ⭐⭐⭐⭐⭐ A Must Read and Game Changer for Life-long Learners and Leaders
*by A***E on December 28, 2010*

Some books for me are "game changers." All of Malcolm Gladwell's books fall into this category: "Tipping Point," "Blink" and "Outliers." Frans Johansson's "The Medici Effect" prompted me to organize two leadership gatherings: The White Rhino Intersection and Intersection 2.0. Daniel Pink's latest book, "Drive," belongs in this same category. I love what Gladwell said about Pink's book: "I spent as much time thinking about what this book means as I did reading it." Well said; I have had the same response. To regular readers of The White Rhino Report, Pink is no stranger. I wrote effusively about his earlier book, "A Whole New Mind." I recently offered a link to a TED talk that summarizes the most salient points of "Drive." Having been thoroughly mesmerized and intrigued by the "Drive" video, I wondered if I needed to read the book. I am glad I chose to take that additional step. The video serves as an excellent appetizer and introductory tool, but the main nutrient's can be found in the book. Pink's genius is his ability to take previously published research from a variety of fields, synthesize and coordinate the data and present the findings to a lay audience in a way that does not "dumb down" the content or the significance of the discoveries. He takes the "what," and turns it into a powerful "so what?". In discussing what motivates individuals and teams in almost any setting, Pink describes two types of motivation: Type X (extrinsic) and Type I (intrinsic). "Type I behavior is a renewable resource. Think of Type X behavior as coal, and Type I behavior as the sun. For most of recent history, coal has been the cheapest, easiest, most efficient resource. But coal has two downsides. First, it produces nasty things like air pollution and greenhouse gases. Second, it's finite; getting more of it becomes increasingly difficult and expensive each year. Type X behavior is similar. An emphasis on rewards and punishments spews its own externalities. And 'if-then' motivators always grow more expensive. But Type I behavior, which is built around intrinsic motivation, draws on resources that are easily replenished and inflict little damage. It is the motivational equivalent of clean energy: inexpensive, safe to use, and endlessly renewable." (Page 80) He goes on to describe what lies at the heart of Type I behavior and the underlying motivations. He issues what amounts to a manifesto for change. "Ultimately, Type I behavior depends upon three nutrients: autonomy, mastery, and purpose. Type I behavior is self-directed. It is devoted to becoming better and better at something that matters. and it connects that quest for excellence to a larger purpose. Some might dismiss notions like these as gooey and idealistic, but the science says otherwise. The science confirms that this sort of behavior is essential to being human - and that now, in a rapidly changing economy, it is also critical for professional, personal, and organizational success of any kind. So we have a choice. We can cling to a view of human motivation that is grounded more in old habits than in modern science. Or we can listen to the research, drag our business and personal practices into the twenty-first century, and craft a new operating system to help ourselves, our companies, and our world work a little better. It won't be easy. It won't happen overnight. So let's get started." (Pages 80-81) As the author continues to sketch out the components of what he calls Motivation 3.0 - a large quantum leap beyond the traditional Motivation 2.0 that fueled the Industrial Revolution - he describes four aspects of autonomy. "And what a few future-looking businesses are discovering is that one of these essential features is autonomy - in particular, autonomy over four aspects of work: what people do, when they do it, how they do it, and whom they do it with. As Atlassian's experience shows, Type I behavior emerges when people have autonomy over the four T's: their task, their time, their technique, and their team." (Pages 93-94) In discussing the importance of "Purpose" as a factor in motivation, Pink's work comes close to the themes of the book "Half Time - Moving from Success to Significance," by Bob Buford, which I reviewed in this space a few months ago: These themes are also resonant with Rick Warren's best-seller, "The Purpose Driven Life." The demographic time bomb that is my generation of Baby Boomers presents an interesting dilemma and opportunity occasioned by our anticipated increased longevity. "Upon comprehending that they could have another twenty-five years, sixty-year-old boomers look back twenty-five years - to when they were thirty-five - and a sudden thought clonks them on the side of the head. 'Wow. That sure happened fast,' they say. 'Will the next twenty-five years race by like that? If so, when I am going to do something that matters? When am I going to live my best life? When am I going to make a difference in the world?' Those questions, which swirl through conversations taking place at boomer kitchen tables around the world, may sound touch-feely. But they're now occurring at a rate that is unprecedented in human civilization. Consider: Boomers are the largest demographic cohort in most western countries, as well as in places like Japan, Australia and New Zealand. . . In America alone, one hundred boomers turn sixty every thirteen minutes. When the cold front of demographics meets the warm front of unrealized dreams, the result will be a thunderstorm of purpose the likes of which the world has never seen." (Pages 132-133) In my observation, the impact is even more dramatic than that which Pink describes. In my role as a career coach, life coach, recruiter and mentor to many emerging leaders, men and women are beginning to ask the "purpose question" at increasingly younger ages. This bodes well for our future, and will force companies to address this issue if they hope to survive and to attract and to retain top talent. The purpose dynamic has another aspect to it. In the absence of working for a higher purpose, Type X high achievers - the classic "Type A" personalities - work longer and longer hours to achieve material success and promotion. The result is burnout and dissatisfaction. "One of the reasons for anxiety and depression in the high attainers in that they're not having good relationships. They're busy making money and attending to themselves, and that means that there's less room in their lives for love and attention and caring and empathy and the things that truly count." (Page 144) In the title of this review, I call this book a "Must Read," yet the book is not for everyone. I recommend it to you only if you meet the following criteria: * You are a life-long learner who is willing to learn new facts and to change your thinking and behavior in accordance with these new insights. * You are in a position of leadership - in a company, in the military, in a family, in a school, in an organization - in which you need to and desire to create an environment of work and learning that maximizes autonomy, mastery, and purpose. * You want to make a positive difference in the world and in the lives of those whom you influence. If this is you, then order this book now, devour it, breath it, taste it, smell it, talk about it and live it. And then pass it on to the next generation of Type I leaders. Enjoy the drive . . . and the journey! Al

### ⭐⭐⭐⭐ The Drive to Thrive
*by D***S on August 4, 2010*

Carrots and sticks are so 20th century. We need to understand the drive to thrive in the 21st century. That's my twitter summary of Drive: The Surprising Truth About What Motivates Us by Daniel Pink. Summary There is a great disconnect between what we practice in business - and I will add, in life - and what science is telling us in the area of motivation. The current model of motivation is carrots or sticks, money or termination. If-then rewards actually extinguish intrinsic motivation and diminish performance, crush creativity, and reduce good behavior. They also motivate people into behavior we do not want to see happen: unethical behavior, additions, and short-term thinking. While carrots and sticks are not the best motivators, they are not all bad, however. They can be effective for rule-based routine tasks that are not very interesting and do not demand much creative thinking, though their motivation is minimal. Science, however, shows us that we need to upgrade our operating system to motivation 3.0. The new OS has three essential elements: autonomy, mastery, and purpose. Autonomy "involves behaving with a full sense of volition and choice." Motivation is different from independence. It is not the go-it-alone individualism of the American West. It means acting with a choice, meaning we can be both autonomous and happily interdependent with others. And more importantly, this is a human concept, not a Western one. Autonomy has a powerful effect on performance. It promotes great conceptual understanding, better grades, enhanced persistence at school and in sporting activities, higher productivity, less burnout, and greater levels of psychological well-being. In addition, autonomous people impact the workplace. A study by Cornell University demonstrated that businesses that offered autonomy grew at four times the rate of non-autonomous businesses and had one-third the turnover. The opposite of autonomy is control. Control leads to compliance; autonomy leads to engagement. Engagement leads to mastery, the desire to get better at something that matters. For the tasks of the 21st century, an inquiring mind and willingness to experiment to find a fresh solution is required. That means the ability to have autonomy over our tasks, techniques, team, and time. This all works to allow people to be engaged in their tasks and to master them. Autonomous people working toward mastery perform at very high levels. But those who do so in the service of some greater objective can achieve even more. The most deeply motivated people connect their desires to a cause larger than themselves. Thoughts I really enjoy the writings of Daniel Pink. He assembles complicated research and makes it accessible to the masses. I appreciate how Pink makes the research in the areas of motivation easy for those who are not scientists to understand. In fact, in Drive, he does a magnificent job. Much of the background for this book comes from the research of Mihaly Csikszentmihalyi, a Hungarian psychology professor, who emigrated to the United States at the age of 22. Now at Claremont Graduate University, he is the former head of the department of psychology at the University of Chicago and of the department of sociology and anthropology at Lake Forest College. He is noted for his work in the study of happiness and creativity, but is best known as the architect of the notion of flow and for his years of research and writing on the topic. He is the author of many books and over 120 articles or book chapters. Martin Seligman, former president of the American Psychological Association, described Csikszentmihalyi as the world's leading researcher on positive psychology. I do a lot of church planter assessments and one of the things we look for is intrinsic motivation. This allows us to see what will keep them going when things get tough. It also allows us to determine if money is a primary motivator. Drive provides us with the research behind the importance of this needed tool for church planting. And for ministry in the 21st century as well. Drive is also a marker for entrepreneurial ministry. And entrepreneurialism in general. The book is easy to read despite its topic. It makes good use of emerging research. But it's a very practical book as well. At the end of the book, Pink provides a toolkit. In it, he provides strategies for awakening motivation for individuals, parents, educators, and businesses. He provides a great reading list of 15 essential books to encourage and promote a healthy environment for autonomy, mastery, and purpose. He also provides a discussion guide to get the discussion started. This is a fabulous book, and will be effective for leaders and followers alike. Whether you are a pastor, small group leader, or business person, this will help motivate those you lead and even help you understand yourself better.

### ⭐⭐⭐⭐⭐ This impacts you and everyone you impact
*by A***S on January 29, 2010*

There are some books you read and you simply absorb and move on about your business. These books either impact you profoundly at a subconscious level, and you don't realize the impact until much much later; or, they don't impact you at all. There are other books that seem to reframe your view right away and the more you converse, you find the language of the text seeping into your conversations and thusly reinforce what you've learned every time you employ the wisdom transfered through your readership. Dan Pink has written three books in a row that have had impact on my perspective. Any regular follower of the blog knows how much I've been influenced by A Whole New Mind: Why Right-Brainers Will Rule the Future or " The Adventures of Johnny Bunko: The Last Career Guide You'll Ever Need ." Those texts highlighted to me where I needed to go next given the headspace I was in when I read them. If there's any big "a-ha" to me from Pink's new book, " Drive: The Surprising Truth About What Motivates Us ," it's that he's writing about where I am now. Dan Pink is ahead of the future curve, letting people know behind him what's coming up ahead. When I try to boil down the theme of the book to one central idea, it's that of intrinsic vs. extrinsic motivations. He frames this early on in the book in a number of ways. First, by talking about the failures of Arthur Anderson, Enron, Wall Street and our financial institutions, he dispels the notions that focusing on the mushy stuff doesn't affect the bottom line. Clearly, by losing focus on things like greater purpose, ethics, the people we affect, the change we want to see in the world -- losing that kind of focus and, instead, hyper-focusing on performance results (extrinsic motivators) affects material gains, at least in the short-term, but at the expense of losing those material games and wreaking unspeakable havoc on the lives of people far beyond the scope of your perceived impact. Pink highlights a number of changes I didn't know about that are starting to happen -- for instance, in April 2008, Vermont became the first US state to allow a new type of business called an L3C (low-profit limited liability corporation). It operates like a for-profit business but it's primary aim is to offer significant social benefits. -- an interesting alternative to a 503c corporation. Second, Pink frames the praise of intrinsic motivation by highlighting, with multiple examples, that this isn't new, it's well researched and the evidence holds true in the face of how we think about rewards. He links the notion of how work can translate to play (or vice-versa) to the example of Tom Sawyer getting his friends to pay to paint his fence. This "Sawyer Effect" was researched by behavioral scientists like Harlow (1940s), Maslow (1950s) and Deci (1960s), Lepper and Greene (1970s). There's now seven decades of research on how people are actually motivated, and while you might not have heard of these names, if you're in learning you've no doubt heard of Abraham Maslow. The theme of "the hidden costs of rewards" is recalled with several examples. To be clear, Pink doesn't admonish rewards or money or anything like that. He's making the case, very convincingly, that there's something else, bigger than the material, that we need to focus on -- that once we've met some very basic survival needs, we're ultimately leading unsatisfying lives unless we're working for something bigger than what's immediately in front of us. By tapping into that greater good, we unlock a lot more contribution, engagement and ultimately rewards of a virtuous cycle. One way to identify this potential, Pink cites fairly early on, is identifying heuristics vs. algorithms. This is critically important and timely. By putting creative people on rote tasks all the time (algorithms), we crush the creative spirit that is capable of innovation. Instead, give our workers big goals and the decision latitude to work with whom they need to accomplish and exceed expectations without a lot of constraint (heuristics), and be amazed by the speed and the totality of the result. There are countless examples of these successes, but while we marvel at the outcome we generally close our eyes to the process (or lack of process) by which those outcomes are achieved. If you're new to Pink's writing style, let me tell you that this book is a fast read. It's an easy read. It's an important read and it will open you up to some very interesting research and science behind motivation. This impacts you; this impacts how you impact the people you work with and work for.

## Frequently Bought Together

- Drive: The Surprising Truth about What Motivates Us
- Radical Candor: Fully Revised and Updated Edition: How to Get What You Want by Saying What You Mean
- Start With Why: How Great Leaders Inspire Everyone to Take Action

---

## Why Shop on Desertcart?

- 🛒 **Trusted by 1.3+ Million Shoppers** — Serving international shoppers since 2016
- 🌍 **Shop Globally** — Access 737+ million products across 21 categories
- 💰 **No Hidden Fees** — All customs, duties, and taxes included in the price
- 🔄 **15-Day Free Returns** — Hassle-free returns (30 days for PRO members)
- 🔒 **Secure Payments** — Trusted payment options with buyer protection
- ⭐ **TrustPilot Rated 4.5/5** — Based on 8,000+ happy customer reviews

**Shop now:** [https://www.desertcart.fr/products/286366-drive-the-surprising-truth-about-what-motivates-us](https://www.desertcart.fr/products/286366-drive-the-surprising-truth-about-what-motivates-us)

---

*Product available on Desertcart France*
*Store origin: FR*
*Last updated: 2026-09-05*