“...if people do things for lunk-headed, backward-looking reasons, why wouldn't we also do things for significance-seeking, self-actualizing reasons? If we are predictably irrational - and we clearly are- why couldn't we also be predictably transcendent?”

“...if people do things for lunk-headed, backward-looking reasons, why wouldn't we also do things for significance-seeking, self-actualizing reasons? If we are predictably irrational - and we clearly are- why couldn't we also be predictably transcendent?”

“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.”

“I don't think it's a Western thing to really talk about intrinsic motivation and the drive for autonomy, mastery and purpose. You have to not be struggling for survival. For people who don't know where their next meal is coming, notions of finding inner motivation are comical.”

“Never argue. To win an argument is to lose a sale.”

“The quality of the problem that is found is a forerunner of the quality of the solution that is attained. It is in fact the discovery and creation of problems rather than any superior knowledge, technical skill, or craftsmanship, that often sets the creative person apart from others in his field.”

“... In a ROWE* people don't have schedules.They show up when they want.They don't have to be in the office at certain time, or anytime.They just have to get their work done.How they do it ?When they do it ?Where they do it ?It's totally up to them.Meetings & this kind of environments are Optional.What happens ... ?Almost across the board !- Productivity goes up- Worker Engagement goes up- Worker Satisfaction goes up- Turnovers goes down- Autonomy .. Mastery .. Purpose -these are the building blocks of new way of doing things."______________________________________________________________*ROWE: results-only work environment”

“One source of frustration in the workplace is the frequent mismatch between what people must do and whatpeople can do. When what they must do exceeds their capabilities, the result is anxiety. When what they must do falls short of their capabilities,the result is boredom. But when thematch is just right, the results can be glorious. This is the essence of flow.”

“While complying can be an effective strategyfor physical survival, it's a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those incontrol. Yet in our offices and our classrooms we have way too much compliance and way too little engagement. The former might get youthrough the day, but only the latter will get you through the night.”

“Autonomy isn't the opposite of accountability - it's the pathway to it.”

“Policy makers and business leaders take note: money matters. But often the best use of money as a motivator is to pay people enough to take the issue of money off the table—so that people can focus on the work rather than on the cash.”

“Lawyers often face intense demands but have relatively little “decision latitude.” Behavioral scientists use this term to describe the choices, and perceived choices, a person has. In a sense, it’s another way of describing autonomy—and lawyers are glum and cranky because they don’t have much of it.”