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If you reward your children for doing their homework, they will usually respond by getting it done. But is this the most effective method of motivation? No, says psychologist Edward L. Deci, who challenges traditional thinking and shows that this method actually works against performance. The best way to motivate people—at school, at work, or at home—is to support their sense of autonomy. Explaining the reasons why a task is important and then allowing as much personal freedom as possible in carrying out the task will stimulate interest and commitment, and is a much more effective approach than the standard system of reward and punishment. We are all inherently interested in the world, argues Deci, so why not nurture that interest in each other? Instead of asking, "How can I motivate people?" we should be asking, "How can I create the conditions within which people will motivate themselves?"
"An insightful and provocative meditation on how people can become more genuinely engaged and succesful in pursuing their goals." —Publisher's Weekly
- Sales Rank: #36886 in Books
- Brand: Unknown
- Published on: 1996-08-01
- Released on: 1996-08-01
- Original language: English
- Number of items: 1
- Dimensions: 7.80" h x .40" w x 5.10" l, .37 pounds
- Binding: Paperback
- 240 pages
- Why We Do What We Do: Understanding Self-Motivation
From Publishers Weekly
Univ. of Rochester psychology professor Deci and Flaste, former science and health editor for the New York Times, here compile decades of experimentation and research on human motivation conducted by Deci and his colleagues. The product is an insightful and provocative meditation on how people can become more genuinely engaged and successful in pursuing their goals?in school, the workplace and relationships. Concerned with what makes people want to succeed, Deci conducted extensive studies demonstrating that when subjects are encouraged to pursue a task for its own sake, they do it better and enjoy it more than those told to do it for a reward or informed that they will be punished if they don't do it correctly. These results lead to his conclusion?amply illustrated through anecdotal and scholarly evidence?that authoritarian motivational strategies such as the reward/punishment systems commonly used in American schools and businesses alienate people from their work, make them less productive and leave them less fulfilled. Deci calls for "autonomy-supportive" behavior from those in positions of authority to encourage motivation emanating from within.
Copyright 1995 Reed Business Information, Inc.
About the Author
Edward L. Deci, Ph.D., professor of pyschology at the University of Rochester, is director of its human motivation program.
Richard Flaste, former Science and Health Editor of The New York Times, led the team that won the Pulitzer Prize for national reporting in 1987.
Most helpful customer reviews
168 of 182 people found the following review helpful.
Humanistic Psychology revisited
By Boris Bangemann
Few things are harder to understand than why we do what we do. In fact, most psychologists would agree that it is virtually impossible for a person to understand his or her own motivation - and consequently that it is not possible to understand the full scope of motivation of another person. Therefore it would be asking too much from this book to give an answer to the question why we do what we do.
What the book does is summarize findings in the psychology of self-determination and intrinsic motivation, the main fields of research of the author, who has published two books on this subject previously.
Deci starts from the position that individuals have something that can be called a "true self," and that people wish to act in accord with this "true self." They wish to be autonomous (authentic) rather than controlled. If they act autonomously (authentically), they are self-motivated. If they act autonomously, they also respect others because the "true self" wishes to be related to others (a point on which Aristoteles would have agreed, and Thomas Hobbes would have strongly disagreed). Deci assumes that human beings are cooperative by nature, rather than competitive.
The "true self," of course, is an artificial construct, a theory. And even if we assume that there is such a "true self," it is conceivable that there are people whose "true self" is competitive as well as people whose "true self" is cooperative. Some people may simply enjoy open confrontations whereas other people may abhor disharmony and clashes. Deci's book is mostly silent about such issues of personality, and his assumption that the "true self" is expressive of human connectedness is just that - a very general assumption.
Deci's book builds on the theories of an American school of psychology called "Humanistic Psychology." One of the most important proponents of this school was Abraham Maslow (1908-1970) who pioneered the concept of "self-actualization," a technical term for what Nietzsche once called "becoming who you are." Maslow's book "Motivation and Personality" (1954) is still well worth reading.
So, what does this book tell us if it does not tell us why we do what we do? It tells us - quite convincingly - that control is always second-best to autonomy. Deci's core thesis is that "self-motivation, rather than external motivation, is at the heart of creativity, responsibility, healthy behavior, and lasting change," (9) and that "social contexts that support and affirm people's perceived autonomy and perceived competence enhance intrinsic motivation, while social contexts that diminish people's perceived autonomy and perceived competence undermine intrinsic motivation." (81)
This is not exactly rocket science, but it gets interesting when Deci delves into the details of what "autonomy support" means - not permissiveness, but being clear, consistent and setting limits in an understanding, empathic way. He spells this out on about twenty pages in Chapter 10 titled "How to Promote Autonomy," and I would love to make these pages required reading for parents and managers.
In the nature-nurture debate, Deci's focus lies on the nurture side: "Although the social context is ENORMOUSLY important in affecting people's motivation and behavior, people's personalities ALSO affect their motivation and behavior" (184; italics are mine). In fact, Deci is largely silent about matters of personality, or defines it simply as "autonomy orientation," whereas he discusses the impact of the social context at length.
I am very much a fan of humanistic psychology, which has seen its heyday in the 1960s. It conveys important insights into the impact of "nurture" on human beings. But the assumptions of humanistic psychology about what constitutes human nature appear quite unfounded in the 21st century. To make claims about human nature without recourse to genetics, evolutionary theory, twin research, or the biochemistry of the brain is rather futile. In this respect "Why We Do What We Do" is definitely behind the curve (to make up for this I recommend Matt Ridley's "Nature via Nurture: Genes, Experience and What Makes Us Human" (2003) - popular science writing at its best and quite an education).
46 of 50 people found the following review helpful.
A Must Read!
By A Customer
This book will be a great addition to any teachers, managers, or parents bookshelves. It explores the psychology of intrinsic (vs. extrinsic) motivation and shows how supervisors, and other people in "one-up" positions, can be more than managers, but true leaders who foster autonomous, authentic growth and responsible decision-making in their subordinates. A must read for anyone who recognizes the lack of responsiblity and accountability in people today and would like to foster positive change in our schools, our companies, and our society.
15 of 16 people found the following review helpful.
Convincing, but not a Work of Curiosity
By Passionate Therapist
Deci very eloquently and thoroughly makes his main point, which is that humans thrive when they make their own decisions without any pressure, coaxing, or reward. Creativity and satisfaction in life requires autonomy. Reward, punishment, and pressure destroy creativity and breeds defiance, open or covert. In addiction studies this basic truth is incorporated into the technique of motivational interviewing. Deci is well backed by myriad studies, some of his own design, that demonstrate just that. Clearly, the nagging or helicopter styles of parenting (or social welfare work) backfires. Anyone who does not already believe so should read this work. There are suggestions for work groups as well.
However, this occurs on the highest or most surface level of motivation. From the title, I expected a deeper, more complex work examining the many layers of motivation, internal and external, conscious and unconscious, biological and psychological. This book is not so much a psychological study as a sociological or philosophical one. The author seems to work backwards from a strong stance of egalitarianism (which in psychology is called humanism), finding an area of social psychology research that affirms that stance strongly. That is, he talks both about how he thinks things should be, and how they are. he mixes an aspirational point of view with an empirical one. Humanism tends to simplistically insist on sameness as a condition of justice. Where he does find evidence of difference, such as gender differences (in one study women were discernibly more demotivated by ambiguous praise than men) rather than get enormously curious and study the difference, he goes on to modify experimental conditions so that this difference disappears! Is that true science or is that politics? Influence over others is treated as intrinsically bad (rather than just risky for misuse) The topic of leadership, authority, legitimate inducement have no natural take off point from his thesis.
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