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Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.

Daniel H. Pink

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Daniel H. Pink
Age: 60
Born: 1964
Born: January 1
Author
Journalist
Writer
Daniel Pink
Dan Pink
Goal
Organization
Intrinsic
Use
Behavior
Systematic
Care
Taking
Increased
Problem
Cause
Organizations
May
Problems
Cooperation
Decreased
Risk
Dues
Narrowed
Focus
Goals
Unethical
Causes
Motivation
Applying

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We live in a world of breathtaking material plenty. That has freed hundreds of millions of people from day-to-day struggles and liberated us to pursue more significant desires: purpose, transcendence, and spiritual fulfillment.
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I think the more important task for a young person than developing a personal brand is figuring out what she's great at, what she loves to do, and how she can use that to leave an imprint in the world. Those are tough questions, but essential ones. Answer those - and the personal brand follows.
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Were born to be players, not pawns.
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But in the end, mastery involves working and working and showing little improvement, perhaps with a few moments of flow pulling you along, then making a little progress, and then working and working on that new, slightly higher plateau again. It's grueling, to be sure. But that's not the problem that's the solution.
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My generation's parents told their children, Become an accountant, a lawyer, or an engineer that will give you a solid foothold in the middle class. But these jobs are now being sent overseas. So in order to make it today, you have to do work that's hard to outsource, hard to automate.
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The future belongs to a very different kind of person with a very different kind of mind - creators and empathizers, pattern recognizers and meaning makers.
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To sell well is to convince someone else to part with resources—not to deprive that person, but to leave him better off in the end.
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For many of us, the opposite of talking isn't listening. It's waiting. When others speak, we typically divide our attention between what they're saying now and what we're going to say next - and end up doing a mediocre job at both.
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It's a question we all ask ourselves. What have we done lately? It rattles us each birthday.
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Harness the power of peers.
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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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Tens of millions of people have iPods, whereas eight years ago, they didn't know they were missing them.
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What do artists do? Artists give people something they didn't know they were missing: a dance, a piece of music, a painting, a piece of sculpture. Catering to that need is the best business strategy.
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The future belongs to a different kind of person with a different kind of mind: artists, inventors, storytellers-creative and holistic 'right-brain' thinkers whose abilities mark the fault line between who gets ahead and who doesn't.
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Studying design has made me a much, much more astute observer of this aspect of business. And I'm working mightily to improve my empathic skills. I've dramatically improved my ability to read facial expressions - and I'm trying to be a better, more attentive listener.
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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 happen to be extremely left-brained my instinct is to draw a chart rather than a picture. I'm trying to get my right-brain muscles into shape. I actually think this shift toward right-brain abilities has the potential to make us both better off and better in a deeper sense.
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