Intrinsic And Extrinsic Motivation Quotes

I want to make beautiful things, even if nobody cares.

Intrinsic motivation is conducive to creativity; controlling extrinsic motivation is detrimental to creativity.

Cars are empowered by either petrol or diesel or gas. That is their fuel. I don't care whether you want to pour pepper soup or orange juice into that car... It can't work! You can't live without intrinsic and extrinsic motivations and move forward

A stark sense of isolation encloses anyone who looks outward for validation.

Of course, the starting point for any discussion of motivation in the workplace is a simple fact of life: People have to earn a living. Salary, contract payments, some benefits, a few perks are what I call “baseline rewards.” If someone’s baseline rewards aren’t adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of her circumstance. You’ll get neither the predictability of extrinsic motivation nor the weirdness of intrinsic motivation. You’ll get very little motivation at all. The best use of money as a motivator is to pay people enough to take the issue of money off the table.

Few readers will be shocked by the news that extrinsic motivators are a poor substitute for genuine interest in what one is doing. What is likely to be far more surprising and disturbing is the further point that rewards, like punishments, actually undermine the intrinsic motivation that promotes optimal performance.

Ideally, the end of extrinsically applied education should be the start of an education that is motivated intrinsically.

Ideally, the end of extrinsically applied education should be the start of an education that is motivated intrinsically. At that point the goal of studying is no longer to make the grade, earn a diploma, and find a good job. Rather, it is to understand what is happening around one, to develop a personally meaningful sense of what one’s experience is all about.

Harmonious passion is related to having high levels of grit, whereas obsessive passion is not.23 If you’re obsessively passionate, you’re thinking short-term. You’re trying to force things to go your way. But you don’t truly want whatever it is you’re seeking. You just think you need it because you’re unresolved internally. Whether you get what you want or not, sooner or later you’ll shift that unhealthy need onto something else—the hedonic treadmill will continue. Similar to harmonious passion, intrinsic motivation is also related to having high levels of grit, whereas extrinsic motivation is not.24

In their writing on education, Deci and Ryan proceed from the principle that humans are natural learners and children are born creative and curious, “intrinsically motivated for the types of behaviors that foster learning and development.” This idea is complicated, however, by the fact that part of learning anything, be it painting or programming or eighth-grade algebra, involves a lot of repetitive practice, and repetitive practice is usually pretty boring. Deci and Ryan acknowledge that many of the tasks that teachers ask students to complete each day are not inherently fun or satisfying; it is the rare student who feels a deep sense of intrinsic motivation when memorizing her multiplication tables. It is at these moments that extrinsic motivation becomes important: when behaviors must be performed not for the inherent satisfaction of completing them, but for some separate outcome. Deci and Ryan say that when students can be encouraged to internalize those extrinsic motivations, the motivations become increasingly powerful. This is where the psychologists return to their three basic human needs: autonomy, competence, and relatedness. When teachers are able to create an environment that promotes those three feelings, they say, students exhibit much higher levels of motivation. And how does a teacher create that kind of environment? Students experience autonomy in the classroom, Deci and Ryan explain, when their teachers “maximize a sense of choice and volitional engagement” while minimizing students’ feelings of coercion and control. Students feel competent, they say, when their teachers give them tasks that they can succeed at but that aren’t too easy — challenges just a bit beyond their current abilities. And they feel a sense of relatedness when they perceive that their teachers like and value and respect them.

To recap, Motivation 2.0 suffers from three compatibility problems. It doesn't mesh with the way many new business models are organizing what we do - because we're intrinsically motivated purpose maximizers, not only extrinsically motivated profit maximizers. It doesn't comport with the way that twenty-first-century economics thinks about what we do - because economists are finally realizing tht we're full-fledged human beings, not single-minded economic robots. And perhaps most important, it's hard to reconcile with much of what we actually do at work - because for growing numbers of people, work is often creative, interesting, and self-directed rather than routine, boring and other-directed. Taken together, these compatibility problems warn us that something's gone awry in our motivational operating system.

Ideally, the end of extrinsically applied education should be the start of an education that is motivated intrinsically. At that point the goal of studying is no longer to make the grade, earn a diploma, and find a good job. Rather, it is to understand what is happening around one, to develop a personally meaningful sense of what one’s experience is all about. From that will come the profound joy of the thinker, like that experienced by the disciples of Socrates that Plato describes in Philebus: “The young man who has drunk for the first time from that spring is as happy as if he had found a treasure of wisdom; he is positively enraptured. He will pick up any discourse, draw all its ideas together to make them into one, then take them apart and pull them to pieces. He will puzzle first himself, then also others, badger whoever comes near him, young and old, sparing not even his parents, nor anyone who is willing to listen. . . .

Ideally, the end of extrinsically applied education should be the start of an education that is motivated intrinsically. At that point the goal of studying is no longer to make the grade, earn a diploma, and find a good job. Rather, it is to understand what is happening around one, to develop a personally meaningful sense of what one’s experience is all about. From that will come the profound joy of the thinker, like that experienced by the disciples of Socrates that Plato describes in Philebus: “The young man who has drunk for the first time from that spring is as happy as if he had found a treasure of wisdom; he is positively enraptured. He will pick up any discourse, draw all its ideas together to make them into one, then take them apart and pull them to pieces. He will puzzle first himself, then also others, badger whoever comes near him, young and old, sparing not even his parents, nor anyone who is willing to listen….” The quotation is about twenty-four centuries old, but a contemporary observer could not describe more vividly what happens when a person first discovers the flow of the mind.

When we sacrifice relationship building in favor of control tactics, our children may age, but in many ways, they developmentally remain toddlers, because they miss out on years of building the emotion regulation, coping skills, intrinsic motivation, and inhibition of desires that are necessary for life success. When we are busy exerting extrinsic control over our children’s external behavior, we sacrifice teaching these critical internal skills.

the 1980s, as they progressed in their work, Deci and Ryan moved away from categorizing behavior as either extrinsically motivated or intrinsically motivated to categorizing it as either controlled or autonomous.

ask yourself what assumptions have to prove true for you to be happy in the choice you are contemplating. Are you basing your position on extrinsic or intrinsic motivators? Why do you think this is going to be something you enjoy doing? What evidence do you have? Every time you consider a career move, keep thinking about the most important assumptions that have to prove true, and how you can swiftly and inexpensively test if they are valid. Make sure you are being realistic about the path ahead of you.

In transformative teaching, understanding motivation theories such as intrinsic and extrinsic motivation is essential for fostering students' internal drive and interest in learning.

Type I behavior: A way of thinking and an approach to life built around intrinsic, rather than extrinsic, motivators. It is powered by our innate need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.   Type X behavior: Behavior that is fueled more by extrinsic desires than intrinsic ones and that concerns itself less with the inherent satisfaction of an activity and more with the external rewards to which that activity leads.

Type I behavior promotes greater physical and mental well-being. According to a raft of studies from SDT researchers, people oriented toward autonomy and intrinsic motivation have higher self-esteem, better interpersonal relationships, and greater general well-being than those who are extrinsically motivated. By contrast, people whose core aspirations are Type X validations such as money, fame, or beauty tend to have poorer psychological health. There’s even a connection between Type X and Type A. Deci found that those oriented toward control and extrinsic rewards showed greater public self-consciousness, acted more defensively, and were more likely to exhibit the Type A behavior pattern.5

If someone’s baseline rewards aren’t adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of her circumstance. You’ll get neither the predictability of extrinsic motivation nor the weirdness of intrinsic motivation. You’ll get very little motivation at all. But once we’re past that threshold, carrots and sticks can achieve precisely the opposite of their intended aims. (Pink, 2009, p. 35)

ultimately, open source depends on intrinsic motivation with the same ferocity that older business models rely on extrinsic motivation,

real humans do not like being micro-managed and the majority of workers are motivated more by intrinsic factors than extrinsic rewards.

Without intrinsic motivation engaging the learner, educators must apply extrinsic motivation, and frequently that motivation takes the form of manipulation, coercion, and grades as punishment and reward. Today’s predominant assembly line organizational structure makes it impossible to simultaneously apply these three basic motivators to 25 students.

the intrinsic motivation principle of creativity, which holds, in part: “Intrinsic motivation is conducive to creativity; controlling extrinsic motivation is detrimental to creativity.”11

intrinsically motivated purpose maximizers, not only extrinsically motivated profit maximizers.

Intrinsic motivation trumps extrinsic motivation every time.

Richard the Second is our launching pad that brings convicts back to normalcy. Then we break the curse that they are defined by their deeds with Henry the Fourth. After that, we build in them the potential for greatness with Henry the Fifth. In Henry the Sixth, we teach them to keep that potential grounded in realistic options. And with Richard the Third, we show them that it is essential that they follow their intrinsic motivations. Richard the Third is the consequence of not being rewarded as one thinks he should be. He is the consequence of extrinsic motivation.

Individuals can often be better motivated by intrinsic rewards—by the satisfaction of doing a job well—than by extrinsic rewards (money).

on extrinsic and intrinsic motivators10 shows that intrinsic motivation leads to better job performance than external motivators. You care more and get better results when there’s a deeper reason for what you’re doing than just money.

Before you take a job, carefully list what things others are going to need to do or to deliver in order for you to successfully achieve what you hope to do. Ask yourself: “What are the assumptions that have to prove true in order for me to be able to succeed in this assignment?” List them. Are they within your control? Equally important, ask yourself what assumptions have to prove true for you to be happy in the choice you are contemplating. Are you basing your position on extrinsic or intrinsic motivators? Why do you think this is going to be something you enjoy doing? What evidence do you have? Every time you consider a career move, keep thinking about the most important assumptions that have to prove true, and how you can swiftly and inexpensively test if they are valid. Make sure you are being realistic about the path ahead of you.

Happiness becomes untethered to income, because once we can meet our basic needs, the lure of all the stuff it took to meet them, begins to lose its luster. Once extrinsic drivers start to fade, intrinsic drivers take over.

Purpose also becomes a more powerful source of energy when it moves from being externally to internally motivated. Extrinsic motivation reflects the desire to get more of something that we don’t feel we have enough of: money, approval, social standing, power or even love. “Intrinsic” motivation grows out of the desire to engage in an activity because we value it for the inherent satisfaction it provides.

What are the assumptions that have to prove true in order for me to be able to succeed in this assignment?” List them. Are they within your control? Equally important, ask yourself what assumptions have to prove true for you to be happy in the choice you are contemplating. Are you basing your position on extrinsic or intrinsic motivators? Why do you think this is going to be something you enjoy doing? What evidence do you have?

you’re moving from “extrinsic” motivation (that is, meditating because you feel like you have to) to the much more powerful “intrinsic” motivation (that is, meditating because you want to).

Whether intrinsic or extrinsic, instinctive, cognitive, or emotional, we are motivated to achieve or to stay comfortable.

Can you be totally intrinsically motivated? “Not necessarily, it’s not always black and white,” says Brad Feld, partner at the Boulder, Colorado-based venture capital firm Foundry Group. I consider Brad a good friend and an expert at understanding the difference between intrinsic and extrinsic motivation. I met Brad through a good friend, Bing Gordon, the founder of EA Sports, and we quickly became friends. As he explains, “People fall along a continuum.” Brad uses tennis star Rafael Nadal as an example. He sees Nadal as having a blend of both extrinsic and intrinsic motivation. Nadal clearly likes to win. He likes the limelight and the attention he gets. “Yet . . . Nadal, after he loses a match, he’s a very gracious loser, acknowledging that the other guy played better and did an awesome job,” Brad explained to me. Nadal recharges his battery by heading off to the beach, and then he is back in training for the next tournament. His daily training regime includes four hours of playing tennis on court, two and a half hours in the gym, and a strict stretching routine. He’s continued this training whether he is ranked at number one, five, or seven in the world. It’s for him, not for the ranking. Brad also believes something I’ve really taken to heart—that one person can’t truly motivate another person, a concept especially important in business when you manage people. “I can’t motivate another person, but [I can] create a context in which they are motivated, and part of being a leader is to understand what motivates other people,” explained Brad. “So if I’m the leader of an organization that you’re a part of, I have to understand what motivates you. Then I can create a context in which to motivate you. Most people struggle to understand how somebody else is motivated because they do it based on what motivates them.” Brad’s words ring true: While my own inspiration has come from various people, none of them actually motivated me. When I was extrinsically motivated, it was based largely on what others thought about me. My inner desire to win was based on extrinsic rewards. Only I had the power to change that.

Forms of punishment that do not include the human reckoning of accountability and the human grappling of remorse rely exclusively on extrinsic motivation— a threat from outside. One of the effects of accountability is to help foster people’s intrinsic motivation, which manifests in part as remorse.

The lesson for gamification is simple: Don’t mindlessly attach extrinsic motivators to activities that can be motivated using intrinsic regulators.

Douglas McGregor, a professor at MIT’s Sloan School of Management. In The Human Side of Enterprise, published in 1960, McGregor laid out two theories of human motivation, foreshadowing much of modern motivational theory. The first, “Theory X,” framed people as fundamentally selfish and lazy, willing only to work for themselves and for extrinsic rewards such as money, status, and power. The second, “Theory Y,” hypothesized that people are motivated as much or more by intrinsic rewards—by the pleasures of mastery and autonomy, by the opportunity to build relationships with others, and by the desire for meaning and purpose. Theory Y anticipated much modern research in postulating that people are as much “groupish” as they are selfish, that they are hard wired to enjoy being part of a group and even—under certain circumstances—to act cooperatively and even altruistically. The book was sometimes interpreted as an argument in favor of Theory Y, but McGregor himself insisted that his point was not that Theory Y was correct, but that both theories are useful models, and that to rely on Theory X alone is a dangerous oversimplification that leaves many powerful sources of motivation off the table. One

Agile HR Manifesto We are uncovering better ways of developing an engaging workplace culture by doing it and helping others do it. Through this work, we have come to value: Collaborative networks over hierarchical structures Transparency over secrecy Adaptability over prescriptiveness Inspiration and engagement over management and retention Intrinsic motivation over extrinsic rewards Ambition over obligation That is, while there is value in the items on the right section of the sentence, we value the items on the left more.

Unfortunately, our society increasingly allows children’s creativity and imagination to fall by the wayside in favor of the passive consumption of social media and television as well as superficial learning evaluated by standardized tests—which only serve to increase extrinsic motivation, often at the expense of intrinsic passion. And

people oriented toward autonomy and intrinsic motivation have higher self-esteem, better interpersonal relationships, and greater general well-being than those who are extrinsically motivated.

Experimental safe zones also created intrinsic motivations, which are much more powerful than extrinsic motivations because they unleash creativity. Instead of working hard for fear of losing their jobs (extrinsic),

Demand for Dealogic’s services had grown briskly over the last twenty years. To keep quality high in the face of growth, managers kept refining internal processes, which included quantifiable performance metrics. Ordinarily, process refinement sounds pretty good if you are a COO. But it can also present long-term problems, which I touched on in chapter 2: it can replace intrinsic motivation with extrinsic motivation. KPIs and the accompanying career implications lead the fear system to dominate the seeking system, taking creativity and enthusiasm down with it.1 The extrinsic rewards crowd out the intrinsic buzz.

Intrinsic motivation, doing something because it’s personally rewarding to you, is uniquely different than extrinsic motivation, where the task is seen as a means to obtain something else or avoid punishment

The difference between an organization where people are extrinsically rewarded to give their all and one where people are intrinsically motivated to do so is the difference between an organization filled with mercenaries versus one filled with zealots.

Extrinsic motivation can spark initial effort, but without intrinsic interest, it often leads to a superficial understanding of material.

Intrinsic motivation fuels learning from within, and is driven by personal interest and satisfaction, while extrinsic motivation relies on external rewards like grades or praise.