Intrinsic Motivation Quotes

The ultimate form of intrinsic motivation is when a habit becomes part of your identity. It’s one thing to say I’m the type of person who wants this. It’s something very different to say I’m the type of person who is this.

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

If we are hunting the highest version of ourselves, then we need to turn work into play and not the other way round. Unless we invert this equation, much of our capacity for intrinsic motivation starts to shut down. We lose touch with our passion and become less than what we could be and that feeling never really goes away.

and half of learning to play is learning what not to play and she's learning the spaces she leaves have their own things to say and she's trying to sing just enough so that the air around her moves and make music like mercy that gives what it is and has nothing to prove she crawls out on a limb and begins to build her home and it's enough just to look around and to know that she's not alone up up up up up up up points the spire of the steeple but god's work isn't done by god it's done by people

Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated.

For artists, scientists, inventors, schoolchildren, and the rest of us, intrinsic motivation—the drive do something because it is interesting, challenging, and absorbing—is essential for high levels of creativity.

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

People use rewards expecting to gain the benefit of increasing another person’s motivation and behavior, but in so doing, they often incur the unintentional and hidden cost of undermining that person’s intrinsic motivation toward the activity.

...maybe strength in the 21st century isn't about dominance....it's about the capacity to evoke....the ability to spark the enduring bonds of shared values, intrinsic motivation, and mutually committed perseverance. It is, in short, not the power merely to command, subordinate, demean, insult — and then crow about it with impunity. It's the power to inspire, animate, infuse, spark, evoke — and then connect, link, and collaborate, to be a force multiplier.

People who see themselves as “good” are much more likely to do “evil” things. This is because believing you are the “good guy” allows you to define your actions as good because you are the one doing them. This is why many successful cultures frame humans as intrinsically wretched. It can seem harsh to raise a child to believe deeply in their own wretchedness, but doing so helps them remember to always second-guess themselves by remembering their lesser, selfishly motivated instincts. Instincts that run counter to your morality and values have every bit as much access to your intelligence as “the better angels” of your consciousness and will use your own knowledge and wit to justify their whims. You can’t outreason your worst impulses without stacking the deck in your favor. Coming from a culture that anticipates bad impulses and steels you against them can do that. That said, cultures will no doubt develop different, less harsh mechanisms for achieving the same outcome.

I came to understand, through the great George Orwell, that much of such thinking found its motivation in hatred of the rich and successful, instead of true regard for the poor. Besides, the socialists were more intrinsically capitalist than the capitalists. They believed just as strongly in money. They just thought that if different people had the money, the problems plaguing humanity would vanish.

Rewards do not undermine people’s intrinsic motivation for dull tasks because there is little or no intrinsic motivation to be undermined.

Since having a strong core self relies on acceptance of feelings, being out of touch with the emotional side puts a person out of touch with herself. What then remains to be esteemed? Only a false self, a concoction of what we would like to imagine ourselves to be and what we have divined others want us to be. Sooner or later, people come to realize that this false self — wanting what they think they should want, feeling what they think they should feel — does not work for them. When they look inside themselves, they discover a frightening emptiness, a vacuum, an absence of a true self or of intrinsic motivation.

A growing body of work in social psychology offers a possible explanation for this commercialization effect. These studies highlight the difference between intrinsic motivations (such as moral conviction or interest in the task at hand) and external ones (such as money or other tangible rewards). When people are engaged in an activity they consider intrinsically worthwhile, offering them money may weaken their motivation by depreciating or "crowding out" their intrinsic interest or commitment.

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.

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

that enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.

The skills that got you here today are not the same ones that will take you confidently into the future. Continue to learn and adapt.

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.

Scientists who study human motivation have lately learned that after basic survival needs have been met, the combination of autonomy (the desire to direct your own life), mastery (the desire to learn, explore, and be creative), and purpose (the desire to matter, to contribute to the world) are our most powerful intrinsic drivers—the three things that motivate us most. All three are deeply woven through the fabric of flow.

People work harder, longer, and more creatively if they are motivated by the intrinsic pleasure of their work. Managers must do everything they can to make the value of jobs obvious and the joy in them accessible.

There is a classic psychology experiment that seems to confirm Brewer's point. Children who enjoy drawing were given marker pens and allowed to go at it. Some were rewarded for drawing (they were given a certificate with a gold seal and a ribbon, and told ahead of time about this arrangement, whereas for others the issue of rewards was never raised. Weeks later, those who had been rewarded took less interest in drawing, and their drawings were judged to be lower in quality, whereas those who had not been rewarded continued to enjoy the activity and produced higher-quality drawings. The hypothesis is that the child begins to attribute his interest, which previously needed no justification, to the external reward, and this has the effect of reducing his intrinsic interest in it. That is, an external reward can affect one's interpretation of one's own motivation, an interpretation that comes to be self-fulfilling.

You can provide the conditions for the motivation of others and the leadership to help them find a way but they must have the intrinsic spark, the desire, to move, to overcome the inertia of the status quo and change things.

I am billionaire bold bright omnipotent lively determined to go within to win opening my omnific eyes to realize wisdom innovation naturalizes… My cascading flow of financial love lavishly streams gold bars as I realize gold is intrinsic wealth as my intuitive imagination is my intrinsic innovations…

Forcing children causes three problems: First, it undermines their intrinsic motivation—that is, it erodes a children’s natural drive to voluntarily do a task (see chapter 6). Second, it can damage your relationship with your child. When you force a child to do something, you run the risk of starting fights and creating anger on both sides. You can build walls. Third, you remove the opportunity for the child to learn and make decisions on their own.

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.

In fact, the business school professors suggest they should come with their own warning label: 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.

From the standpoint of education, genius means essentially 'giving birth to the joy in learning.' I'd like to suggest that this is the central task of all educators. It is the genius of the student that is the driving force behind all learning. Before educators take on any of the other important issues in learning, they must first have a thorough understanding of what lies at the core of each student's intrinsic motivation to learn, and that motivation originates in each student's genius.

If you can’t believe then you can’t achieve and belief is intrinsic to every human; so what are you waiting for? Go ahead and get what you believe to achieve.

Soccer must be played with the heart,not with strength and talent as perceived.

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

Intrinsic motivation comes from the inside: driven by self-fulfilment, curiosity and a genuine desire to learn.

they found “that enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.

Indeed, children’s intrinsic motivation in school has been shown to decline every year over the course of traditional schooling.

Persistence trumps talent. What's the most powerful force in the universe? Compound interest. It builds on itself. Over time, a small amount of money becomes a large amount of money. Persistence is similar. A little bit improves performance, which encourages greater persistence which improves persistence even more. And on and on it goes. Lack of persistence works the same way -- only in the opposite direction. Of course talent is important, but the world is lit erred with talented people who didn't persist, who didn't put in the hours, who gave up too early, who thought they could ride on talent alone. Meanwhile, people who might have less talent pass them by. That's why intrinsic motivation is so important. Doing things not the get an external reward like money or a promotion, but because you simple like doing it. The more intrinsic motivation you have , the more likely you are to persist. The more you persist, the more likely you are to succeed.

...an external reward can affect one's interpretation of one's own motivation, and interpretation that comes to be self-fulfilling. A similar effect may account for the familiar fact that when someone turns his hobby into a business, he often loses pleasure in it. Likewise, an intellectual who pursues an academic career gets professionalized, and this may lead him to stop thinking. This line of reasoning suggests that the kind of appreciative attention where one remains focused on what one is doing can arise only in leisure activities. Such a conclusion would put pleasurable absorption beyond the ken of any activity that is undertaken for the sake of making money, because although money is undoubtedly good, it is not intrinsically so.

Difficult roads can lead you to beautiful destinations; and the beauty of humanity is in our shared mutuality and intrinsic reciprocity, you are never alone in your difficulty, we are all made of the same stardust! The essence of spirituality and the bigger picture is to uncover who you truly are and share in that hard-won individuality; to be a force of good aligning with your gifts, talents and special qualities that we all grow from. We can transmute and transition every seemingly negative thought, emotion, and circumstance for our greater good and those around us.

By picking their own punishments, children become more internally driven to avoid them. By choosing their own rewards, children become more intrinsically motivated to achieve them. Let your kids take a greater role in raising themselves.

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

Children who grow up in family situations that facilitate clarity of goals, feedback, feeling of control, concentration on the task at hand, intrinsic motivation, and challenge will generally have a better chance to order their lives so as to make flow possible.

Children who grow up in family situations that facilitate clarity of goals, feedback, feeling of control, concentration on the task at hand, intrinsic motivation, and challenge will generally have a better chance to order their lives so as to make flow possible. Moreover,

Stewardship is not created through formal rules , but rather is facilitated through leaders who generate interpersonal and institutional trust, clarity regarding organizational strategy, and intrinsic motivation in followers; enabling followers to act with moral courage.

research suggests that all students are motivated to learn, as long as there are clear expectations, the tasks and activities have value, and the learning environment promotes intrinsic motivation (Wlodkowski & Ginsberg, 1995; Eccles & Wigfield, 1985; Feather, 1982; Kovalik & Olsen, 2005).

Self-Determination Theory (SDT), which is arguably the best understanding science currently has for why some pursuits get our engines running while others leave us cold.8 SDT tells us that motivation, in the workplace or elsewhere, requires that you fulfill three basic psychological needs—factors described as the “nutriments” required to feel intrinsically motivated for your work: Autonomy: the feeling that you have control over your day, and that your actions are important Competence: the feeling that you are good at what you do Relatedness: the feeling of connection to other people

motivation predicts higher academic performance, fewer criminal convictions, and better employment outcomes. Children who have a so-called “rage to master”—a term coined by Ellen Winner to describe the intrinsic motivation to master a specific domain—are more likely to be successful in any number of endeavors, from art to science.

Flow may be the biggest neurochemical cocktail of all. The state appears to blend all six of the brain’s major pleasure chemicals and may be one of the few times you get all six at once. This potent mix explains why people describe flow as their “favorite experience,” while psychologists refer to it as “the source code of intrinsic motivation.

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.

If we limit our sight to individual players, we'll never see the big picture. The issue is a systemic one, maintained by interconnected actors, all acting in their self-interest to further their goals. The trouble is not, or not always, the actors themselves, or their intrinsic motivations. Instead, it's the overarching goal of the entire system that's at fault: corporate profit above public health.

Encouragement during the early years is crucial because beginners are still figuring out whether they want to commit or cut bait. Accordingly, Bloom and his research team found that the best mentors at this stage were especially warm ans supportive: 'perhaps the major quality of these teachers was that they made the initial learning very pleasant and rewarding. much of the introduction to the field was as playful activity, and the learning at the beginning of this stage was like a game'. A degree of autonomy during the early years is also important. Longitudinal studies tracking learners confirm that overbearing parents and teachers erode intrinsic motivation. Kids whose parents let them make their own choices about what they like are more likely to develop interests later identified as a passion.

We should finally note a more radical challenge to the concept of Platonic utility that arises from nascent work in the reinforcement learning field under the rubric of intrinsic motivation. One idea is that the "true" evolutionarily appropriate metric for behavior is the extremely sparse one of propagating ones genes. What we think of as a Platonic utility over immediate rewards such as food or water, would merely be a surrogate that helps overcome the otherwise insurmountable credit assignment path associated with procreation. In these terms, even the Platonic utility is the same sort of heuristic expedient as the Pavlovian controller itself, with evolutionary optimality molding approximate economic rationality to its own ends. It as a sober thought that understanding values may be less important as a way of unearthing the foundations of choice that we might have expected.

to stand up for human goodness is to take a stand against the powers that be. For the powerful, a hopeful view of human nature is downright threatening. Subversive. Seditious. It implies that we’re not selfish beasts that need to be reined in, restrained and regulated. It implies that we need a different kind of leadership. A company with intrinsically motivated employees has no need of managers; a democracy with engaged citizens has no need of career politicians.

Without question, paddling fast enough to catch a possibility wave like abundance means we’ll need the most capable versions of ourselves doing the paddling. We’ll need to be better, faster, stronger, smarter. We’ll need intrinsic motivation and incredible cooperation. Our imaginations will have to be deeply engaged; our creative selves operating at their full Picasso. In other words, if we’re interested in forging a future of abundance, then we’re going to need flow.

He concludes that the most important trait of survivors is a “nonself-conscious individualism,” or a strongly directed purpose that is not self-seeking. People who have that quality are bent on doing their best in all circumstances, yet they are not concerned primarily with advancing their own interests. Because they are intrinsically motivated in their actions, they are not easily disturbed by external threats. With enough psychic energy free to observe and analyze their surroundings objectively, they have a better chance of discovering in them new opportunities for action.

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.

Identify your core competencies. There are the things you do best, and that other people cannot do nearly as well. If you’re in the right job—one that taps your intrinsic motivations, gives you lots of autonomy, and challenges you to the extent of your abilities—one of these will probably be the substance of your paid work. Others likely include nurturing your family members and other loved ones, and nurturing your own soul, brain, and body in ways that you excel at and enjoy. Make a list of your core competencies. How many of your 168 hours are you devoting to these things? How many are you devoting to other things?

Importantly, intrinsic motivation seems the more potent kind, because, you could argue, the rewards come from within our own brains.42 The contradiction produced here is that sometimes if you coerce people into doing something via rewards like financial incentives, they feel less like it’s their decision to do it, so their motivation becomes contingent on said rewards. Basically, once the reward is received/removed, the associated motivation fades away. This doesn’t seem to happen if it stems from an internal, personal source, if it’s our own decision to do it. One study focused on children who were given art supplies to play with.

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

should not be “losing 10 pounds,” it should be something intrinsically motivating, such as “Fitting into my sexy black pants (without gastrointestinal distress).” Suddenly, your weight-loss mission starts looking more like a playful quest, with frequent victories along the way, and less like a daily weigh-in on the bathroom scale

In psychology, there’s a concept of human motivation known as self-determination theory. According to this idea, people need to satisfy three intrinsic needs to feel happy and fulfilled. Sebastian Junger summarizes it in his short and excellent book about alienation and connection, Tribe. Human beings, he writes, “need to feel competent at what they do; they need to feel authentic in their lives; and they need to feel connected to others.

The conventions of hedonism and of utility can, in fact, be extremely elaborate. Its motives, however, though perhaps wholly free of greed, remain strictly those of need. Goodness remains reducible to utility, rightness to prudence, beauty to aesthetic enjoyment. The point of reference is individual preference, not the generically human vision of a moral sense of life. What is missing is the recognition of intrinsic beauty, rightness, goodness.

Programmed behavior cannot produce the level of spiritual development required to qualify one for eternal life. A necessary range of freedom and self-determination is essential to one’s spiritual development. With an understanding of correct principles and an intrinsic desire to apply them, one must be motivated within himself to do many good things of his own free will; for, as the revelation says, the power is in him wherein he is an agent unto himself (see D&C 58:27–28).

Non self-conscious individualism, or a strongly directed purpose that is not self-seeking. People who have that quality are bent on doing their best in all circumstances, yet they are not concerned primarily with advancing their own interests. Because they are intrinsically motivated in their actions, they are not easily disturbed by external threats. With enough psychic energy free to observe and analyze their surroundings objectively, they have a better chance of discovering in them new opportunities for action.

Cocaine exerts its euphoric effect by increasing the availability of the reward chemical dopamine in key brain circuits, and this is necessary for motivation and for mental and physical energy. Flooded with artificially high levels of dopamine triggered by external substances, the brain’s own mechanisms of dopamine secretion become lazy. They stop functioning at anywhere near full capacity, relying on the artificial boosters instead. Only long months of abstinence allow the intrinsic machinery of dopamine production to regenerate, and in the meantime, the addict will experience extremes of physical and emotional exhaustion.

It is easy for those of us who have enough, living a secure life, structured by goals that we can reasonably confidently aspire to achieve (that new sofa, the 50-inch flat screen, that second car) and institutions designed to help us get there (savings accounts, pension programs, home-equity loans) to assume, like the Victorians, that motivation and discipline are intrinsic. As a result, there are always worries about being overindulgent to the slothful poor. Our contention is that for the most part, the problem is the opposite: It is too hard to stay motivated when everything you want looks impossibly far away. Moving the goalposts closer may be just what the poor need to start running toward them.

just think there is a measure of gravitas in black people looking at the same food culture and not only learning important general information but being able to see themselves. This is greater than the intrinsic value of knowing where our food comes from and rescuing endangered foods. That Lost Ark-meets-Noah’s-ark mentality is intellectually thrilling and highly motivational, but it pales in comparison to the task of providing economic opportunity, cultural and spiritual reconnection, improved health and quality of life, and creative and cultural capital to the people who not only used to grow that food for themselves and others, but have historically been suppressed from benefiting from their ancestral legacy.

Can sin unsave the Christian?   One item that I feel I must make clear before answering this question is to make plain that neither I, nor anyone else can tell a man’s heart relationship with God. There is an intrinsic problem in answering this question, as the only basis the Bible gives us for judging one another is the fruit which we do or do not bear. The New Testament writers do assume, for the most part, that the life of faith does bear fruit, but the writers also seem to give much encouragement for saints to stay holy in their calling, and there are not a few instances where saints are scolded for allowing themselves to be pulled back into their former lives. Only God, who sees the hearts and motives of man can judge man; and that is as it should be. 

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. . . .

The expectation of a reward or evaluation, even a positive evaluation, squelched creativity. She calls this phenomenon the intrinsic theory of motivation. Stated simply: “People will be most creative when they feel motivated primarily by interest, enjoyment, satisfaction, and the challenge of the work itself—not by external pressures.” She warns that many schools and corporations, by placing such emphasis on rewards and evaluation, are inadvertently suppressing creativity. It’s a compelling theory, and one that, intuitively, makes sense. Who hasn’t felt creatively liberated writing in a private diary or doodling in a notebook, knowing no one will ever see these zany scribbles? The theory, though, doesn’t always jibe with the real world. If we are only motivated by the sheer joy of an activity, why do athletes perform better in the heat of competition rather than during training sessions? Why did Mozart abandon works in progress because his

People who see themselves as “good” are much more likely to do “evil” things. This is because believing you are the “good guy” allows you to define your actions as good because you are the one doing them. This is why many successful cultures frame humans as intrinsically wretched. It can seem harsh to raise a child to believe deeply in their own wretchedness, but doing so helps them remember to always second-guess themselves by remembering their lesser, selfishly motivated instincts. Instincts that run counter to your morality and values have every bit as much access to your intelligence as “the better angels” of your consciousness and will use your own knowledge and wit to justify their whims. You can’t outreason your worst impulses without stacking the deck in your favor. Coming from a culture that anticipates bad impulses and steels you against them can do that. That said, cultures will no doubt develop different, less harsh mechanisms for achieving the same outcome.

Embracing a different vocabulary, Mihaly Csikszentmihalyi has described a highly sought-after affective state called the flow state or flow experience. In such intrinsically motivating experiences, which can occur in any domain of activity, people report themselves as fully engaged with and absorbed by the object of their attention. In one sense, those "in flow" are not conscious of the experience at the moment; on reflection, however, such people feel that they have been fully alive, totally realized, and involved in a "peak experience." Individuals who regularly engage in creative activities often report that they seek such states; the prospect of such "periods of flow" can be so intense that individuals will exert considerable practice and effort, and even tolerate physical or psychological pain, in pursuit thereof. Committed writers may claim that they hate the time spent chained to their desks, but the thought that they would not have the opportunity to attain occasional periods of flow while writing proves devastating.

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.

How could the crusaders be motivated by love and piety, considering all the brutal violence and bloodshed they committed? Not only is such a question anachronistic—violence was part and parcel of the medieval world—but centuries before Islam, Christian theologians had concluded that “the so called charity texts of the New Testament that preached passivism and forgiveness, not retaliation, were firmly defined as applying to the beliefs and behavior of the private person” and not the state, explains historian Christopher Tyerman. Christ himself distinguished between political and spiritual obligations (Matt. 22:21). He praised a Roman centurion without calling on him to “repent” by resigning from one of the most brutal militaries of history (Matt. 8: 5–13). When a group of soldiers asked John the Baptist how they should repent, he advised them always to be content with their army wages (Luke 3:14). Paul urged Christians to pray for “kings and all that are in authority” (1 Tim. 2:2). In short, “there was no intrinsic contradiction in a doctrine of personal, individual forgiveness condoning certain forms of necessary public violence to ensure the security in which, in St. Paul’s phrase, Christians ‘may lead a quiet and peaceable life in all godliness and honesty’ (1 Tim. 2:2).”27 Or as that chief articulator of “Just War” theory, Saint Augustine (d. 430), concluded, “It is the injustice of the opposing side, that lays on the wise man the duty to wage war.

Parental efforts to gain leverage generally take two forms: bribery or coercion. If a simple direction such as “I'd like you to set the table” doesn't do, we may add an incentive, for example, “If you set the table for me, I'll let you have your favorite dessert.” Or if it isn't enough to remind the child that it is time to do homework, we may threaten to withdraw some privilege. Or we may add a coercive tone to our voice or assume a more authoritarian demeanor. The search for leverage is never-ending: sanctions, rewards, abrogation of privileges; the forbidding of computer time, toys, or allowance; separation from the parent or separation from friends; the limitation or abolition of television time, car privileges, and so on and so on. It is not uncommon to hear someone complain about having run out of ideas for what still might remain to be taken away from the child. As our power to parent decreases, our preoccupation with leverage increases. Euphemisms abound: bribes are called variously rewards, incentives, and positive reinforcement; threats and punishments are rechristened warnings, natural consequences, and negative reinforcements; applying psychological force is often referred to as modifying behavior or teaching a lesson. These euphemisms camouflage attempts to motivate the child by external pressure because his intrinsic motivation is deemed inadequate. Attachment is natural and arises from within; leverage is contrived and imposed from without. In any other realm, we would see the use of leverage as manipulation. In parenting, such means of getting a child to follow our will have become embraced by many as normal and appropriate. All attempts to use leverage to motivate a child involve the use of psychological force, whether we employ “positive” force as in rewards or “negative” force as in punishments. We apply force whenever we trade on a child's likes or when we exploit a child's dislikes and insecurities in order to get her to do our will. We resort to leverage when we have nothing else to work with — no intrinsic motivation to tap, no attachment for us to lean on. Such tactics, if they are ever to be employed, should be a last resort, not our first response and certainly not our modus operandi. Unfortunately, when children become peer-oriented, we as parents are driven to leverage-seeking in desperation. Manipulation, whether in the form of rewards or punishments, may succeed in getting the child to comply temporarily, but we cannot by this method make the desired behavior become part of anyone's intrinsic personality. Whether it is to say thank-you or sorry, to share with another, to create a gift or card, to clean up a room, to be appreciative, to do homework, or to practice piano, the more the behavior has been coerced, the less likely it is to occur voluntarily. And the less the behavior occurs spontaneously, the more inclined parents and teachers are to contrive some leverage. Thus begins a spiraling cycle of force and counterwill that necessitates the use of more and more leverage. The true power base for parenting is eroded.

I want to share three warnings. First, to stand up for human goodness is to stand up against a hydra–that mythological seven-headed monster that grew back two heads for every one Hercules lopped off. Cynicism works a lot like that. For every misanthropic argument you deflate, two more will pop up in its place. Veneer theory is a zombie that just keeps coming back. Second, to stand up for human goodness is to take a stand against the powers that be. For the powerful, a hopeful view of human nature is downright threatening. Subversive. Seditious. It implies that we’re not selfish beasts that need to be reined in, restrained and regulated. It implies that we need a different kind of leadership. A company with intrinsically motivated employees has no need of managers; a democracy with engaged citizens has no need of career politicians. Third, to stand up for human goodness means weathering a storm of ridicule. You’ll be called naive. Obtuse. Any weakness in your reasoning will be mercilessly exposed. Basically, it’s easier to be a cynic. The pessimistic professor who preaches the doctrine of human depravity can predict anything he wants, for if his prophecies don’t come true now, just wait: failure could always be just around the corner, or else his voice of reason has prevented the worst. The prophets of doom sound oh so profound, whatever they spout. The reasons for hope, by contrast, are always provisional. Nothing has gone wrong–yet. You haven’t been cheated–yet. An idealist can be right her whole life and still be dismissed as naive. This book is intended to change that. Because what seems unreasonable, unrealistic and impossible today can turn out to be inevitable tomorrow. The time has come for a new view of human nature. It’s time for a new realism. It’s time for a new view of humankind.

Careful consideration of reward effects reported in 128 experiments lead to the conclusion that tangible rewards tend to have a substantially negative effect on intrinsic motivation,

Since you have a small amount of willpower at the start of every day, the more you use it, the weaker you become. One reason why your willpower depletes is a lack of mental strength and lack of self-control. Hence, to enhance your discipline, you need to develop self-control. To do so you need to unlock your intrinsic motivation so you can exert your willpower.

intrinsic motivation help to attain more happiness and enhance the quality of life and overall well-being.

He also must have felt that prostitutes deserved to die, because one of them gave him a venereal disease. He told me he would not pick up prostitutes because he did not have money to pay for them. I replied that if he knew he was going to kill them he would not need money. He kept quiet after that. I classified him as a mission-motivated serial killer. He felt he had a mission to kill prostitutes, not because they were easy prey, but because their occupation had an intrinsic meaning for him – they reminded him of his mother.

BEFORE HARMONY, HAPPINESSTENDS TO BE OUR QUEST.

Although people often assume that cravings intensify over time, research shows that with active distraction, urges—even strong urges—usually subside within about fifteen minutes. Drawing on intrinsic motivation makes us far more likely to stick to a behavior, and to find it satisfying.

Hesse the autodidact, who had acquired all his learning from books that he had chosen himself (in this, he was in good company with other important authors, such as Thomas Mann), knew that anyone who motivates themselves to read, reads differently than someone who is simply working their way through a program of compulsory reading. The self-starting readers seeks answers for his life in all the books he reads, and he expects every new volume he embarks on to open up fresh horizons. Books to him are the food of life, one might even say an essential means of survival. Yet alongside this function they also have an intrinsic value as beautiful objects with which he likes to surround himself. He recommends certain books, at the very least identifying favorite books that he will read over and over, and will have rebound several times - or, should he possess an aptitude for handicraft (as Hesse did), rebinding them himself. In this way, the book collector becomes a co-creator.

Autonomy is the desire to steer our own ship. Mastery is the desire to steer it well. And purpose is the need for the journey to mean something. These three intrinsic rewards are the very motivators that motivate us most. In

Understand that all motivation is internal, or intrinsic.

The ultimate form of intrinsic motivation is when a habit becomes part of your identity.

Karim Lakhani and Boston Consulting Group consultant Bob Wolf surveyed 684 open-source developers, mostly in North America and Europe, about why they participated in these projects. Lakhani and Wolf uncovered a range of motives, but they found “that enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.”2 A large majority of programmers, the researchers discovered, reported that they frequently reached the state of optimal challenge called “flow.” Likewise, three German economists who studied open-source projects around the world found that what drives participants is “a set of predominantly intrinsic motives”—in particular, “the fun . . . of mastering the challenge of a given software problem” and the “desire to give a gift to the programmer community.”3 Motivation 2.0 has little room for these sorts of impulses.

A company with intrinsically motivated employees has no need of managers; a democracy with engaged citizens has no need of career politicians.

Executives receive compensation. They’re assumed to have no intrinsic motivation to serve society; instead, they demand to be compensated for doing so. You get compensation for an injury, for something unpleasant. Leaders receive reward. Reward is earned for something intrinsically desirable, like finding a missing person.

There is great intrinsic pleasure in helping already competent and admirable young people become highly skilled, socially valuable, autonomous, responsible professionals. It is not unlike the pleasure taken in raising children, and it is one of the primary motivators of valid ambition.

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.” If

rewards, like punishments, actually undermine the intrinsic motivation that promotes optimal performance.

Where schools or education systems can find individuals who are already intrinsically motivated to do the work required, or who already have a strong sense of purpose and belief in the importance of education (and who have therefore internalised the same goals as the school), good things come of it: positive work-related attitudes, effective performance, job satisfaction and psychological well-being. In order for this to happen, teachers need to feel that they are autonomous, and they are performing certain actions, like professional development, because they want to, not because they are being forced to. This is what makes Singapore's teaching career structure so clever.

As wonderful as it is to have clarity, I want to reach back to my younger self, through the years and past all the pain I put myself through. I want to go back and somehow shorten the winding road she’s starting down. I would go to the night she sat pointing at her Bible and tell her how much intrinsic value she had, just waiting to be unleashed.

Creativity can flourish in times of crisis, and the absence of specific instruments, circumstances can become a motivator to create. Shifting attention from “I don’t have this, that’s why I can’t do that” to “I want this, and how can I get that?” liberates intrinsic resources that help to be proactive and see opportunities rather than obstacles. Creativity is the result of giving birth to something new, and it’s challenging but the result is gratifying.

Dan Pink’s three elements of intrinsic motivation: autonomy (quashed by constant juggling of requests and priorities from multiple teams), mastery (“jack of all trades, master of none”), and purpose (too many domains of responsibility).

People who screw up their courage to participate in a study for which they aren’t paid, in which they’re repeatedly poked with needles, and in which they have only a fifty-fifty chance of getting an active drug are intrinsically motivated to solve their problem.

Thank you for believing that all humans have intrinsic value and that our job has society is to ensure that all are empowered and have enough.

Second, to stand up for human goodness is to take a stand against the powers that be. For the powerful, a hopeful view of human nature is downright threatening. Subversive. Seditious. It implies that we’re not selfish beasts that need to be reined in, restrained and regulated. It implies that we need a different kind of leadership. A company with intrinsically motivated employees has no need of managers; a democracy with engaged citizens has no need of career politicians.