Daniel H. Pink Citas

• Los seres humanos tienen un impulso interior innato de ser autónomos, autodeterminados y estar conectados entre sí. Y cuando ese impulso se libera, las personas logran más y viven vidas más ricas.

  Daniel H. Pink

  Motivational, Self, People

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.71, Penguin

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• Asking "Why?" can lead to understanding. Asking "Why not?" can lead to breakthroughs.

  Daniel H. Pink

  Education, Asking Why, Understanding

  Daniel H. Pink (2006). “A Whole New Mind: Why Right-Brainers Will Rule the Future”, p.130, Penguin

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• Control leads to compliance; autonomy leads to engagement.

  Daniel H. Pink

  Engagement, Autonomy, Compliance

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.108, Penguin

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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.

  Daniel H. Pink

  Mind, Different, Patterns

  Daniel H. Pink (2006). “A Whole New Mind: Why Right-Brainers Will Rule the Future”, p.14, Penguin

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• The three things that motivate creative people - autonomy, mastery, purpose!

  Daniel H. Pink

  People, Creative, Three

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• All of us want to be part of something bigger than ourselves, something that matters.

  Daniel H. Pink

  Want, Matter, Bigger

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

  Daniel H. Pink

  Motivation, Creativity, Artist

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.45, Penguin

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• Nacimos para ser jugadores, no peones.

  Daniel H. Pink

  Life, Motivational, Moving

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.106, Penguin

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• Las últimas décadas han pertenecido a un cierto tipo de personas con un cierto tipo de mente: programadores informáticos capaces de escribir códigos, abogados capaces de redactar contratos, MBA capaces de hacer números... Pero las llaves del reino están cambiando de manos. Pero las llaves del reino están cambiando de manos: el futuro pertenece a un tipo muy distinto de personas con un tipo muy diferente de mente: creadores y empáticos, reconocedores de patrones y creadores de sentido. Estas personas -artistas, inventores, diseñadores, narradores, cuidadores, consoladores, pensadores con visión de conjunto- cosecharán ahora las mayores recompensas de la sociedad y compartirán sus mayores alegrías.

  Daniel H. Pink

  Education, Creativity, Artist

  Daniel H. Pink (2006). “A Whole New Mind: Why Right-Brainers Will Rule the Future”, p.14, Penguin

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• Do what you can't and experience the beauty of the mistakes you make.

  Daniel H. Pink

  Error

  Daniel H. Pink (2006). “A Whole New Mind: Why Right-Brainers Will Rule the Future”, p.133, Penguin

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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.

  Daniel H. Pink

  Motivation, Block, Inspiration

  "The puzzle of motivation". TED Talks, www.ted.com. July 2009.

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• When the reward is the activity itself--deepening learning, delighting customers, doing one's best--there are no shortcuts.

  Daniel H. Pink

  Rewards, Shortcuts, Customers

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.49, Penguin

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• Cumplir puede ser una estrategia eficaz para la supervivencia física, pero es pésima para la realización personal. Vivir una vida satisfactoria requiere algo más que cumplir las exigencias de quienes tienen el control. Sin embargo, en nuestros despachos y aulas hay demasiada conformidad y muy poco compromiso. Puede que lo primero te permita pasar el día, pero sólo lo segundo te permitirá pasar la noche.

  Daniel H. Pink

  Night, Office, Survival

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.110, Penguin

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• Empathy is about standing in someone else's shoes, feeling with his or her heart, seeing with his or her eyes. Not only is empathy hard to outsource and automate, but it makes the world a better place.

  Daniel H. Pink

  Leadership, Eye, Heart

  "Why right-brainers will rule this century". Interview with Oprah Winfrey, www.cnn.com. May 7, 2009.

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• Harness the power of peers.

  Daniel H. Pink

  Power, Peers, Harness

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

  Daniel H. Pink

  Motivation, Creativity, Intrinsic Motivation

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.29, Penguin

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• Money can extinguish intrinsic motivation, diminish performance, crush creativity, encourage unethical behavior, foster short-term thinking, and become addictive.

  Daniel H. Pink

  Crush, Money, Motivation

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• Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.

  Daniel H. Pink

  Inspirational, Meaningful, Positivity

  Daniel H. Pink (2010). “Drive: The Surprising Truth About What Motivates Us”, p.58, Canongate Books

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• One source of frustration in the workplace is the frequent mismatch between what people must do and what people 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 the match is just right, the results can be glorious. This is the essence of flow.

  Daniel H. Pink

  Fall, Frustration, Essence

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• The misuse of extrinsic rewards, so common in business, impedes creativity, stifles personal satisfaction and turns play into work.

  Daniel H. Pink

  Creativity, Play, Rewards

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• For many of us, the opposite of talking isn't listening. It's waiting. When others speak, we typically divide our attention between what they're saying now and what we're going to say next - and end up doing a mediocre job at both.

  Daniel H. Pink

  Jobs, Talking, Opposites

  Daniel H. Pink (2012). “To Sell Is Human: The Surprising Truth About Moving Others”, p.127, Penguin

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• As Carol Dweck says, “Effort is one of the things that gives meaning to life. Effort means you care about something, that something is important to you and you are willing to work for it. It would be an impoverished existence if you were not willing to value things and commit yourself to working toward them.

  Daniel H. Pink

  Mean, Giving, Effort

  Daniel H. Pink (2011). “Drive: The Surprising Truth About What Motivates Us”, p.123, Penguin

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• To sell well is to convince someone else to part with resources—not to deprive that person, but to leave him better off in the end.

  Daniel H. Pink

  Ends, Resources, Wells

  Daniel H. Pink (2012). “To Sell Is Human: The Surprising Truth About Moving Others”, p.31, Penguin

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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.

  Daniel H. Pink

  Motivation, Organization, Goal

  Daniel H. Pink (2010). “Drive: The Surprising Truth About What Motivates Us”, p.51, Canongate Books

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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.

  Daniel H. Pink

  Natural Talent, Rejection, Motivational Sales

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