Carlos Favila’s Reviews > Drive: The Surprising Truth About What Motivates Us > Status Update

Those men and women to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way

Type I behavior emerges when people have autonomy over the four T's: their task, their time, their technique and their team.

Autonomy over four aspects of work: ehat people do, when they do it, how they do it, and whom they do it with.

Management isn't about walking around and seeing if people are in their offices.
It's about creating conditions for people to do their best work.

Management isn't about walking around and seeing if people are in their offices. It's about creating conditions for people to do their best work

Positive feedback can have an enhancing effect on intrinsic motivation

But keep in mind one ginormus caveat: Repeated "now that" bonuses can quickly become expected "if-then" entitlements - which can ultimately crater effective performance.

Extrinsic rewards can promote bad behavior, create addiction, and encourage short-term thinking at the expense of the long view

Genuine motivation: automomy, mastery and purpose

"What is true is that mixing rewards with inherently interesting, creative, or noble tasks - deploying them without understanding the peculiar science of motivation - is a very dangerous game."