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Typically, if you reward something, you get more of it. You punish something, you get less of it. And our businesses have been built for the last 150 years very much on that kind of motivational scheme.

Daniel H. Pink

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Daniel H. Pink
Age: 61
Born: 1964
Born: January 1
Author
Journalist
Writer
Daniel Pink
Dan Pink
Kind
Rewards
Mind
Built
Something
Leadership
Typically
Years
Motivational
Punish
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Scheme
Last
Schemes
Less
Businesses
Much
Reward

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In many professions, what used to matter most were abilities associated with the left side of the brain: linear, sequential, spreadsheet kind of faculties. Those still matter, but they're not enough.
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One of the best predictors of ultimate success in either sales or non - sales selling isn't natural talent or even industry expertise, but how you explain your failures and rejections.
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Today it’s economically crucial and personally rewarding to create something that is also beautiful, whimsical, or emotionally engaging.
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Carry a notebook and write down examples of good and poor design. After a week, you'll begin to realize that nearly everything is the product of a design decision.
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Intrinsic motivation is conducive to creativity controlling extrinsic motivation is detrimental to creativity.
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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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Tens of millions of people have iPods, whereas eight years ago, they didn't know they were missing them.
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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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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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Rewards can deliver a short-term boost—just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off—and, worse, can reduce a person’s longer-term motivation to continue the project.
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If you understand the independent worker, the self-employed professional, the freelancer, the e-lancer, the temp, you understand how work and business in the U.S. operate today.
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Most of what we know about sales comes from a world of information asymmetry, where for a very long time sellers had more information than buyers. That meant sellers could hoodwink buyers, especially if buyers did not have a lot of choices or a way to talk back.
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If you want people to perform better, you reward them, right? Bonuses, commissions, their own reality show. Incentivize them. [...] But that's not happening here. You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. It dulls thinking and blocks creativity.
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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.
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The right brain is finally being taken seriously.
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If you create something, whether it's a painting or a company, I think if you care about it, you have some obligation to go out and tell people about it.
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In the past thirty years we have learned more about the workings of the human brain than in all of previous history.
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Do what you can't and experience the beauty of the mistakes you make.
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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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The ultimate freedom for creative groups is the freedom to experiment with new ideas.
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