Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink, is a compelling book that discusses the evolution of what motivates us as humans and how our view of motivation is slowly changing to meet the needs of our society. The introduction opens with the story of an experiment on what motivates us conducted on rhesus monkeys by Harry F. Harlow in 1949, a psychologist at the University of Wisconsin (P. 07), and subsequently taken up by Edward Deci, a graduate in psychology student at Carnegie Mellon University in 1969, who performed a similar experiment with two groups of college students (P. 11). In this experiment, these men examined differences in motivation by observing the effects of extrinsic rewards on the human psyche and collecting data on the results of some simple tests. The results were surprising: contrary to all previous beliefs, both humans and primates demonstrated that after receiving extrinsic rewards their motivation to complete tasks decreased dramatically. It has been established that for simple, repetitive tasks, extrinsic motivation techniques, such as the carrot and stick method, can work well; but for complex tasks that require creativity, extrinsic motivation can have a negative outcome on the success of one's work. Over the course of human civilization, we have transcended at least two complete phases of what drives our motivation. Originally, in motivation 1.0 (P. 30), our behavior was simple, what motivated us was the search for food, shelter and the desire to reproduce. This motivation platform or human operating system was simple and worked effectively until the population of humanity grew so much that it became imperative for humans to interact with each other and work together in... middle of paper... .we would or wouldn't do when trying to start, build or grow a business. We wouldn't use extrinsic desires to motivate my employees. Instead we would attempt to be a Theory Y manager. As Theory Y managers, we would spend more time in the hiring and recruiting process to find the best Type I employees available. We would be much freer, allowing our employees more leeway to do their jobs. Allow employees to come to work and leave whenever they want. Additionally, we would incorporate a 20% concept, whereby all employees are allowed to work on whatever they want within the company for 20% of their working time. Whether it's trying to create a new product or idea, or simply improving something already available. These management strategies have the ability to improve productivity, job satisfaction and psychological well-being.