更新时间：2019-09-21 00:27:30
封面
版权信息
赞誉
献词
Foreword by Ken Blanchard
Introduction: Stop Beating Your People with Carrots
Ask the Right Question
We Have Learned How to Put the Science to Work
Potential answer 1: You are not aware of the evidence
Potential answer 2: You don't believe the evidence
Potential answer 3: You don't know what to do with the evidence
From Theory to Practice
1. The Motivation Dilemma
The Appraisal Process: How Motivation Happens
Why do we say that people are already motivated?
The heart of employee engagement
A Spectrum of Motivation
The Problem with Feeding People Motivational Junk Food
Try Serving Motivational Health Food
Junk Food or Health Food—You Choose
Motivation Mini Case Study: Himesh's Story
Recapping “The Motivation Dilemma”
2. What Motivates People: The Real Story
Illuminating the True Nature of Human Motivation
The First Psychological Need: Autonomy
The Second Psychological Need: Relatedness
The Third Psychological Need: Competence
Psychological Needs: The Rainbow's ARC
The ARC Domino Effect
Motivation Mini Case Study: The Art of Schmoozing
Recapping “What Motivates People: The Real Story”
3. The Danger of Drive
Anti-Drive Theory
Self-Regulation: The Means to a Satisfying End
The Nature of Self-Regulation: Eating the Marshmallow
The MVPs of Self-Regulation
Mindfulness: The first MVP of self-regulation
Values: The second MVP of self-regulation
Purpose: The third MVP of self-regulation
Motivation Mini Case Study: Self-Regulation and Mohammedan
Recapping “The Danger of Drive”
4. Motivation Is a Skill
Try This: Select a Challenging Task Goal or Situation
Activating Optimal Motivation
Skill 1: Identify your current motivational outlook
Skill 2: Shift to (or maintain) an optimal motivational outlook
Skill 3: Reflect
Motivation Mini Case Study: Leader Heal Thyself
Recapping “Motivation Is a Skill”
5. Making Shift Happen
When Should You Conduct an Outlook Conversation?
Outlook Conversations—What Doesn't Work
Do not problem solve
Do not impose your values
Do not expect a shift
Outlook Conversations—What Does Work
Prepare
Trust the process
Close
Blair's Outlook Conversation Turnaround
Motivational Outlook Conversation with Sonny: The Power of Why
Motivational Outlook Conversation with Simon: Linking to Values and Purpose
Office Maneuvers
Motivation Mini Case Study: Walter's First Time
Recapping “Making Shift Happen”
6. Rethinking Five Beliefs That Erode Workplace Motivation
Rethink the First Eroding Belief: It's Not Personal; It's Just Business
Rethink the Second Eroding Belief: The Purpose of Business Is to Make Money
Rethink the Third Eroding Belief: Leaders Are in a Position of Power
Rethink the Fourth Eroding Belief: The Only Thing That Really Matters Is Results
Option 1: Redefine and reframe results
Option 2: Set high-quality goals
Option 3: Do not imply that ends justify the means
Rethink the Fifth Eroding Belief: If You Cannot Measure It It Doesn't Matter
The nature of things that cannot be measured
Some things are best left unmeasured
Recapping “Rethinking Five Beliefs That Erode Workplace Motivation”
7. The Promise of Optimal Motivation
The Promise of Optimal Motivation for You as a Leader
The Promise of Optimal Motivation for the Organization
The Promise of Optimal Motivation for the Individuals You Lead
The Essence of the Promise of Optimal Motivation
Afterword by Ken Blanchard
Epilogue: Masters of Motivation
Phil Jackson
Colleen Barrett
Mike Easley
Billy Yamaguchi
Garry Ridge
Dr. Beth Scalone
Matt Manion
Dr. Margie Blanchard
Dr. Scott Rigby Dr. Richard Ryan and Dr. Edward Deci
Frequently Asked Questions
1. Is there ever a time when rewards are appropriate?
2. I need people to achieve goals and meet deadlines. How do I make expectations clear without putting people into an imposed motivational outlook?
3. Why do you refer to suboptimal and optimal motivational outlooks instead of extrinsic and intrinsic motivation?
