Motivation- due 11/10
5 views
Skip to first unread message
Mrs Sparrow
Nov 5, 2011, 12:53:45 PM11/5/11
to ap-psych...@googlegroups.com
Please watch one of the following TED talks and respond with a thoughtful connection to concepts from Ch 12 and other relevant material we have previously studied. Your post must be completed before your test on Thursday 11/10. Enjoy!
The "Flow" expert- Mihaly Csikszentmihalyi
Or...
Business analyst Dan Pink
khan...@townisp.com
Nov 6, 2011, 5:04:22 PM11/6/11
to AP Psychology P4
On Nov 5, 11:53 am, Mrs Sparrow <erinsparro...@gmail.com> wrote:
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
>
> Or...
>
> Business analyst Dan Pink
>
> http://www.ted.com/talks/lang/eng/dan_pink_on_motivation.html
Mihaly Csikszentmihalyi first tries answering the question: “What
> Or...
>
> Business analyst Dan Pink
>
> http://www.ted.com/talks/lang/eng/dan_pink_on_motivation.html
makes a life worth living?” He addresses the concept of flow, which
is the completely involved, focused state of consciousness, with
diminished awareness of self and time, resulting from optimal
engagement of one’s skills. He shares a quote from a poet who
experiences flow when he writes, who states that, “It’s like opening a
door that’s floating in the middle of nowhere and all you have to do
is go and turn the handle and open it and let yourself sink into it.”
He also looks at a study on roots of happiness, concluding that 30% of
people surveyed in the United States since 1956 are happy, even
including the fact that income has nearly doubled. This could have to
do with motivations, which are feelings or ideas that cause us to act
toward a goal. Our secondary drives, which are resources like money
that can get us the things we need by working, also comes into play
here. These working people with rising incomes and happiness work so
they can earn money to pay for things they need. This also indirectly
relates to the drive reduction theory which states that our behavior
is motivated by biological needs. Since one needs food, one needs
money, and one needs to work to earn that money. Mihaly also became
interested in studying artists and scientists and figuring out why, to
them, it is worth working in their professions if they won’t become
extremely rich or famous because of it, yet it can still fulfill
them. In other words, they are not influenced by extrinsic
motivators, which are rewards we get for accomplishments from outside
of ourselves. These people are instead influenced by intrinsic
motivators, which are things such as enjoyment and satisfaction that
we receive from our accomplishments. This is where the concept of
flow came back into play. He interviewed a musician who explained
that he reaches an intense state of ecstasy in which his brain has no
control over what his hand is composing. In this study, Mihaly is
trying to explain the motivations behind more complex behaviors, as
illustrated by the theory of achievement motivation. Since the
musician claims when he writes that he isn’t hungry or tired, this
could have to do with his lateral hypothalamus, which is the part of
the hypothalamus involved in hunger motivation.
Chris Akerson
Nov 7, 2011, 9:22:33 AM11/7/11
to AP Psychology P4
I was very intrigued by the talk from Dan Pink. As someone who is
interested in studying business in college and in the future it is
very interesting to someone say that rewards are not the motivation
that will drive people in companies to do the best work. Everything I
have ever seen in terms of motivation in the workplace would imply to
me that the greater the reward would always bring the best work. Dan
Pink proves that this is incorrect in any case where creative thinking
is needed and provides evidence to support what he is saying. This is
a good example of what our book calls Industrial-organizational
psychology where psychological ideas are implemented into the work
place. It would be very interesting to see what would happen to many
American corporations if this type of Industrial-organizational
psychology was implemented. Our book also determines that employee
satisfaction contributes to a successful business. Dan Pink does not
talk about this specifically but he talks about autonomy in the
workplace, and it is likely that this would make employees happier if
they are given more freedom. I am sure that Pink would agree that
satisfied workers also will do better work than employees who are not
doing what they love, and only trying to obtain rewards. Dan Pink has
certainly changed the way view people's work at their jobs. Never
before have I thought that rewards could possibly hinder an employee's
production but after watching Dan Pink's talk and seeing the evidence
he provides I certainly am open to changing my ideas.
interested in studying business in college and in the future it is
very interesting to someone say that rewards are not the motivation
that will drive people in companies to do the best work. Everything I
have ever seen in terms of motivation in the workplace would imply to
me that the greater the reward would always bring the best work. Dan
Pink proves that this is incorrect in any case where creative thinking
is needed and provides evidence to support what he is saying. This is
a good example of what our book calls Industrial-organizational
psychology where psychological ideas are implemented into the work
place. It would be very interesting to see what would happen to many
American corporations if this type of Industrial-organizational
psychology was implemented. Our book also determines that employee
satisfaction contributes to a successful business. Dan Pink does not
talk about this specifically but he talks about autonomy in the
workplace, and it is likely that this would make employees happier if
they are given more freedom. I am sure that Pink would agree that
satisfied workers also will do better work than employees who are not
doing what they love, and only trying to obtain rewards. Dan Pink has
certainly changed the way view people's work at their jobs. Never
before have I thought that rewards could possibly hinder an employee's
production but after watching Dan Pink's talk and seeing the evidence
he provides I certainly am open to changing my ideas.
Steve Trudeau
Nov 7, 2011, 9:24:27 PM11/7/11
to AP Psychology P4
I was really intrigued by the way that Csikszentmihalyi incorporated
the idea of flow into talking about everyday life. The book spoke of
flow mainly referring to artists who became so entrenched in their
work that they lost track of time and the inspiration carried their
work to completion. Csikszentmihalyi's explanation of flow as the
brain's preoccupation with the task at hand that it does not have
sufficient attention to be aware of time, hunger, or even itself, was
very interesting. Such focus on a task allows one to block out the
world. Extrinsic motivators cease to have value since the only thing
that the brain perceives is its goal and how to achieve it. Thus
intrinsic motivators become the only substantial motivators. Even
basic physiological motivators like hunger and thirst may be
overridden or not even perceived. Resources like oxygen and glucose
are funneled away from areas such as the lateral hypothalamus that
trigger sensations of hunger, to areas involved in completing whatever
task the individual is facing. Therefore, if one is intrinsically
motivated at work, even work can trigger flow. Ideally, personnel
psychologists should seek to find employees whose skills might enable
them to achieve flow in whatever field they are in. Such employees
would be happier and more productive. Organizational psychologists
should look to continually challenge their employees to keep them
engaged in their work and maintain flow, without drifting into boredom
or apathy.
the idea of flow into talking about everyday life. The book spoke of
flow mainly referring to artists who became so entrenched in their
work that they lost track of time and the inspiration carried their
work to completion. Csikszentmihalyi's explanation of flow as the
brain's preoccupation with the task at hand that it does not have
sufficient attention to be aware of time, hunger, or even itself, was
very interesting. Such focus on a task allows one to block out the
world. Extrinsic motivators cease to have value since the only thing
that the brain perceives is its goal and how to achieve it. Thus
intrinsic motivators become the only substantial motivators. Even
basic physiological motivators like hunger and thirst may be
overridden or not even perceived. Resources like oxygen and glucose
are funneled away from areas such as the lateral hypothalamus that
trigger sensations of hunger, to areas involved in completing whatever
task the individual is facing. Therefore, if one is intrinsically
motivated at work, even work can trigger flow. Ideally, personnel
psychologists should seek to find employees whose skills might enable
them to achieve flow in whatever field they are in. Such employees
would be happier and more productive. Organizational psychologists
should look to continually challenge their employees to keep them
engaged in their work and maintain flow, without drifting into boredom
or apathy.
Liz Franger
Nov 7, 2011, 10:05:27 PM11/7/11
to AP Psychology P4
> The "Flow" expert- Mihaly Csikszentmihaly
Csikszentmihaly first talked about how the amount of money a person
makes doesn't necessarily make them more or less happy. It mainly
depends on if someone finds something they are truly passionate about
and enjoy doing every day. When he referred to the music composer, the
man said he fell into an "ecstatic state" and it was such an intense
and mind-occupying time that he didn't feel it was reality. The books
definition of flow is the completely involved, focused state of
consciousness with diminished awareness of self and time, which
results from the optimal engagement of one's skills, and all of his
examples showed this. I think it's interesting seeing the real life
application to this idea, and how crazy it can seem. The people had no
attention to how they felt, like if they were hungry or tired, and
those basic physiological needs are so vital to humans but can still
be ignored while we are conscious. They lost focus of any problems in
their life and were completely focused on the task at hand. He saw
this in poets and ice skaters as well. Another interesting point he
brought up was that they all had intrinsic motivation, which is the
internal motivation that a person wants to do a task or job for
themselves, not their parents, peers, etc. A calling is a fulfilling
and socially useful activity that also fits the definition of flow.
Doing something that is so satisfying is hard to find, it isn't just a
job that pays the bills. Control and arousal were also two aspects
that challenge people to succeed and find the flow. A person has to
want to have that undying passion for something, and needs to have the
control and dedication to follow through with it. High skills and high
challenges are also two important factors for flow. Flow can be hard
to attain, but the accomplishment is more satisfying than almost
anything else. Time passes quickly, and important work is done with no
bad feelings or thoughts because of the passion that is behind it.
Csikszentmihaly first talked about how the amount of money a person
makes doesn't necessarily make them more or less happy. It mainly
depends on if someone finds something they are truly passionate about
and enjoy doing every day. When he referred to the music composer, the
man said he fell into an "ecstatic state" and it was such an intense
and mind-occupying time that he didn't feel it was reality. The books
definition of flow is the completely involved, focused state of
consciousness with diminished awareness of self and time, which
results from the optimal engagement of one's skills, and all of his
examples showed this. I think it's interesting seeing the real life
application to this idea, and how crazy it can seem. The people had no
attention to how they felt, like if they were hungry or tired, and
those basic physiological needs are so vital to humans but can still
be ignored while we are conscious. They lost focus of any problems in
their life and were completely focused on the task at hand. He saw
this in poets and ice skaters as well. Another interesting point he
brought up was that they all had intrinsic motivation, which is the
internal motivation that a person wants to do a task or job for
themselves, not their parents, peers, etc. A calling is a fulfilling
and socially useful activity that also fits the definition of flow.
Doing something that is so satisfying is hard to find, it isn't just a
job that pays the bills. Control and arousal were also two aspects
that challenge people to succeed and find the flow. A person has to
want to have that undying passion for something, and needs to have the
control and dedication to follow through with it. High skills and high
challenges are also two important factors for flow. Flow can be hard
to attain, but the accomplishment is more satisfying than almost
anything else. Time passes quickly, and important work is done with no
bad feelings or thoughts because of the passion that is behind it.
Kailey Filiere
Nov 8, 2011, 7:07:53 PM11/8/11
to AP Psychology P4
After watching The "Flow" expert I got a completely different
understanding of what flow was and how it impacts our daily lives. Our
book defines flow as being a completely involved and focused state of
conciousness with diminshed awareness of self and time, resulting from
optimal engagement of one's skill. Mihlay Csikszentmihalyi further
characterized flow as being in a state of ecstasy, which is extreme
happiness. He mentions that the feeling of ecstasy can be triggered by
different activities due to what intrests the individual. There are
many emotions such as arousal and control that can lead people to
later feel flow. Once the state of flow is achieved, then it is
possible for an individual to be motivated. Motivation is simply a
need or desire that energizes and directs behavior. It is apparent
through Mihlay's talk that people that have achieved the feeling of
flow have also a greater sense of enjoyment for their work. This makes
sense because if you are interested in something that you do, such as
work, then you are more inclined to be focused and motivated to do a
good job. Therefore, it is safe to say that most people that achieve a
sense of flow in their occupation also aquire achievement motivation.
This desire of significant accomplishment (such as being successful in
a job) will drive someone to achieve at a mastery level and attain a
high standard. From Mihlay's talk, I came to the realization that flow
can be seen everywhere in everyday life, from different occupations to
playing the piano, all in which an individual must maintain an
extremely focused state to later achieve their goal.
understanding of what flow was and how it impacts our daily lives. Our
book defines flow as being a completely involved and focused state of
conciousness with diminshed awareness of self and time, resulting from
optimal engagement of one's skill. Mihlay Csikszentmihalyi further
characterized flow as being in a state of ecstasy, which is extreme
happiness. He mentions that the feeling of ecstasy can be triggered by
different activities due to what intrests the individual. There are
many emotions such as arousal and control that can lead people to
later feel flow. Once the state of flow is achieved, then it is
possible for an individual to be motivated. Motivation is simply a
need or desire that energizes and directs behavior. It is apparent
through Mihlay's talk that people that have achieved the feeling of
flow have also a greater sense of enjoyment for their work. This makes
sense because if you are interested in something that you do, such as
work, then you are more inclined to be focused and motivated to do a
good job. Therefore, it is safe to say that most people that achieve a
sense of flow in their occupation also aquire achievement motivation.
This desire of significant accomplishment (such as being successful in
a job) will drive someone to achieve at a mastery level and attain a
high standard. From Mihlay's talk, I came to the realization that flow
can be seen everywhere in everyday life, from different occupations to
playing the piano, all in which an individual must maintain an
extremely focused state to later achieve their goal.
sarah_rook
Nov 9, 2011, 4:04:38 PM11/9/11
to AP Psychology P4
The first image that was displayed in Mihaly Csikszentmihalyi's TED
talk, I found to be very interesting. It displayed in a graph, that
happiness has not changed as income has increased. I found this very
surprising. Although it is always said that money can't buy happiness,
I still thought that it would have at least a little impact on overall
happiness, but clearly I was wrong. As Csikszentmihalyi progressed in
his speech he began talking about his concept of "flow". This stemmed
from the fact that money has not been a result of happiness, thus
leading to another cause, which could be flow. Flow is perceived as a
completely involved, focused state of consciousness, with diminished
evident to see that flow not only exists in creative environments, but
also within everyday tasks. This idea allowed me to realize that being
involved in an activity or hobby that you enjoy will ultimately allow
you to easily achieve flow. Flow can also be very useful within the
workplace. If an employee is engaged in flow than they are more likely
to accomplish the task at hand as well as accomplish it with great
detail. Knowing this a business should promote an environment that
encourages flow. Also flow can be connected to motivation, a need or
desire that energizes or directs behavior, being that a person is in a
sate of flow, they are also motivated to accomplish whatever the task
at hand may be. After experiencing flow a person may also be more apt
to have the desire to experience it again, therefore relating to
achievement motivation, which is a desire for significant
accomplishment: for mastery of things, people, or ideas; for attaining
a high standard. Obtaining achievement motivation can also be very
useful within the workplace, because it can drive people to accomplish
different responsibilities. Drives can also be tied into flow. Drives
are needs that people feel the need to reduce. Relating to work,
people may feel a drive to earn money. Reducing that drive by working
hard and experiencing flow is a part of the drive- reduction theory,
which is when a need motivates an individual to satisfy the need.
Overall flow can be seen as a very positive thing within a work
setting, ultimately motivating people to achieve all that they can.
talk, I found to be very interesting. It displayed in a graph, that
happiness has not changed as income has increased. I found this very
surprising. Although it is always said that money can't buy happiness,
I still thought that it would have at least a little impact on overall
happiness, but clearly I was wrong. As Csikszentmihalyi progressed in
his speech he began talking about his concept of "flow". This stemmed
from the fact that money has not been a result of happiness, thus
leading to another cause, which could be flow. Flow is perceived as a
completely involved, focused state of consciousness, with diminished
awareness of self and time, resulting from optimal engagement of one's
skill. From the examples that Csikszentmihalyi gave, it was very
evident to see that flow not only exists in creative environments, but
also within everyday tasks. This idea allowed me to realize that being
involved in an activity or hobby that you enjoy will ultimately allow
you to easily achieve flow. Flow can also be very useful within the
workplace. If an employee is engaged in flow than they are more likely
to accomplish the task at hand as well as accomplish it with great
detail. Knowing this a business should promote an environment that
encourages flow. Also flow can be connected to motivation, a need or
desire that energizes or directs behavior, being that a person is in a
sate of flow, they are also motivated to accomplish whatever the task
at hand may be. After experiencing flow a person may also be more apt
to have the desire to experience it again, therefore relating to
achievement motivation, which is a desire for significant
accomplishment: for mastery of things, people, or ideas; for attaining
a high standard. Obtaining achievement motivation can also be very
useful within the workplace, because it can drive people to accomplish
different responsibilities. Drives can also be tied into flow. Drives
are needs that people feel the need to reduce. Relating to work,
people may feel a drive to earn money. Reducing that drive by working
hard and experiencing flow is a part of the drive- reduction theory,
which is when a need motivates an individual to satisfy the need.
Overall flow can be seen as a very positive thing within a work
setting, ultimately motivating people to achieve all that they can.
Maddy McKinley
Nov 9, 2011, 4:37:03 PM11/9/11
to AP Psychology P4
I watched the TED talk by Dan Pink. I found this to be very
interesting because it gave me a whole new perspective on how business
works. Dan Pink discussed how there is a "mismatch in what science
knows and what business does." Ordinarily, bosses will bribe their
workers with rewards so they will work harder in return. These
extrinsic motivators, which business think increases success, actually
decreases success significantly. This everyday concept was now being
challenged which caused the audience to wonder why rewards don't work.
All our life we believed that they did. In reality, "As long as the
task involved only mechanical skill, bonuses worked as they would be
expected: the higher the pay, the better the performance." Then, when
the task called for the employer to use "rudimentary cognitive skill,
a larger reward led to poorer preformance." Larger incentives led to
worse preformance. Intrinsic motivation is the key to success in the
business world, not rewards. Intrinsic motivation will help employees
preform better because they want to preform better. Unlike extrinsic
motivation, intrinsic motivation focuses on three things: automony,
mastery, and purpose. Automony is when the person wants to preform to
the best of their abilities, mastery is when the person wants to
understand and preform their skill well, and purpose gives the
employer a personal goal worth achieving.
interesting because it gave me a whole new perspective on how business
works. Dan Pink discussed how there is a "mismatch in what science
knows and what business does." Ordinarily, bosses will bribe their
workers with rewards so they will work harder in return. These
extrinsic motivators, which business think increases success, actually
decreases success significantly. This everyday concept was now being
challenged which caused the audience to wonder why rewards don't work.
All our life we believed that they did. In reality, "As long as the
task involved only mechanical skill, bonuses worked as they would be
expected: the higher the pay, the better the performance." Then, when
the task called for the employer to use "rudimentary cognitive skill,
a larger reward led to poorer preformance." Larger incentives led to
worse preformance. Intrinsic motivation is the key to success in the
business world, not rewards. Intrinsic motivation will help employees
preform better because they want to preform better. Unlike extrinsic
motivation, intrinsic motivation focuses on three things: automony,
mastery, and purpose. Automony is when the person wants to preform to
the best of their abilities, mastery is when the person wants to
understand and preform their skill well, and purpose gives the
employer a personal goal worth achieving.
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
Alicia Hillsamer
Nov 9, 2011, 5:04:59 PM11/9/11
to AP Psychology P4
Dan Pink's talk was very interesting and gave me a new outlook on
business. His connection to the Candle Problem with other situations
was interesting. The fact that traditional rewards work in the
business world. Motivation is a need or desire that energizes and
directs behavior. Dan Pink defends how certain rewards are not always
successful in everyday tasks and in business. He says that there's a
mismatch between what science does and what business does. It's
strange that Dan Pink who is a lawyer doesn't agree that certain
motivations work in business. Higher incentives can lead to poorer
performances because of the stress to complete the task and be
rewarded. Dan Pink states that businesses are making their decisions
based on assumptions instead of science. These employers could be
making halo errors where their judgments are based on personal
qualities rather than on the job behavior. The most productive and
engaged workers are those working in satisfying environments. When
there is more employee satisfaction there are higher profits, higher
productivity, lower turnover, and more loyal customers. Dan Pink talks
about a results work only and employee engagement goes up. A business
might be more successful if there was a social leadership that had
group oriented leadership that builds teamwork, mediates conflict, and
offers support which could lead to more employee engagement.
Ultimately, Dan Pink has influenced and changed the way people can
think about their work and the business world.
business. His connection to the Candle Problem with other situations
was interesting. The fact that traditional rewards work in the
business world. Motivation is a need or desire that energizes and
directs behavior. Dan Pink defends how certain rewards are not always
successful in everyday tasks and in business. He says that there's a
mismatch between what science does and what business does. It's
strange that Dan Pink who is a lawyer doesn't agree that certain
motivations work in business. Higher incentives can lead to poorer
performances because of the stress to complete the task and be
rewarded. Dan Pink states that businesses are making their decisions
based on assumptions instead of science. These employers could be
making halo errors where their judgments are based on personal
qualities rather than on the job behavior. The most productive and
engaged workers are those working in satisfying environments. When
there is more employee satisfaction there are higher profits, higher
productivity, lower turnover, and more loyal customers. Dan Pink talks
about a results work only and employee engagement goes up. A business
might be more successful if there was a social leadership that had
group oriented leadership that builds teamwork, mediates conflict, and
offers support which could lead to more employee engagement.
Ultimately, Dan Pink has influenced and changed the way people can
think about their work and the business world.
Ben Vokes
Nov 9, 2011, 5:44:03 PM11/9/11
to AP Psychology P4
Mihaly Csikszentmihalyi speaks on the occurrence of flow within our
society and our everyday lives. At first; however, he discusses his
childhood experience and observations during WW2. Explaining how most
adults were not themselves and always fearing for their safety, the
more unnecessary levels of Maslow’s hierarchy could have been
affected. With fear of no safety comes stress which forces individuals
to focus more on how to be safe or how to get by with their
physiological needs. Esteem, love, etc. could be affected negatively
or ignored due to high tensions during a time of war and stress within
a population. Going on, Mihaly discusses the use and experience of
flow within skilled individuals. Flow, the focused state of
consciousness and diminished awareness of self and time from one’s
engagement of skill is represented in well practiced individuals. It
can only be achieved if one is controlling and aware in his own mind,
while solitude to their environment. This state also requires a
willingness to work the task at hand with the importance of skill and
experience. A musician discusses his sense of flow as “an ecstatic
state to such a point that you feel as though you almost don’t exist."
He goes on to say that his continued repetitive practice has led to
music that flows outward leaving him in a state of awe. Without a
source of flow, life is less happier for many. Flow is a good output
or way to expend feelings and energy only to receive good feelings
back. Since 1956 the U.S. was surveyed on their level of happiness and
income. Although income had increased, the population still felt at
around the same level of happiness. Everyone’s situation is different;
however, if one is holding a job that is not making use of their
skills to produce a type of flow, the individual may be less happier.
No good output means no good input either. If someone has a job that
makes them ecstatic, then flow is used more often and the result is an
increase of happiness. The topic and achievement of flow is very
important in order for the accomplishment of happiness.
society and our everyday lives. At first; however, he discusses his
childhood experience and observations during WW2. Explaining how most
adults were not themselves and always fearing for their safety, the
more unnecessary levels of Maslow’s hierarchy could have been
affected. With fear of no safety comes stress which forces individuals
to focus more on how to be safe or how to get by with their
physiological needs. Esteem, love, etc. could be affected negatively
or ignored due to high tensions during a time of war and stress within
a population. Going on, Mihaly discusses the use and experience of
flow within skilled individuals. Flow, the focused state of
consciousness and diminished awareness of self and time from one’s
engagement of skill is represented in well practiced individuals. It
can only be achieved if one is controlling and aware in his own mind,
while solitude to their environment. This state also requires a
willingness to work the task at hand with the importance of skill and
experience. A musician discusses his sense of flow as “an ecstatic
state to such a point that you feel as though you almost don’t exist."
He goes on to say that his continued repetitive practice has led to
music that flows outward leaving him in a state of awe. Without a
source of flow, life is less happier for many. Flow is a good output
or way to expend feelings and energy only to receive good feelings
back. Since 1956 the U.S. was surveyed on their level of happiness and
income. Although income had increased, the population still felt at
around the same level of happiness. Everyone’s situation is different;
however, if one is holding a job that is not making use of their
skills to produce a type of flow, the individual may be less happier.
No good output means no good input either. If someone has a job that
makes them ecstatic, then flow is used more often and the result is an
increase of happiness. The topic and achievement of flow is very
important in order for the accomplishment of happiness.
Spencer Stevens
Nov 9, 2011, 6:11:07 PM11/9/11
to AP Psychology P4
In Mihaly Csikszentmihalyi’s video of flow, he outlined the basic
concepts of his idea and applied them to activities that his audience
would understand, such as a figure skater and an artist. The figure
skater, who commented on flow, described the music as being “part of
himself/herself.” Flow, in short, is the general state of being one
enters when they become so focused on a task that they lose all sense
of time and fear of inadequacy. I was fascinated by the artist who
commented that he felt like his hand “wasn’t even moving” while he was
painting; he just got so involved in his work that he forgot who and
where he was. I found it interesting how, when in flow, the brain
“forgets to pay attention” to itself and physiological needs (e.g.
hunger, tiredness) and even situational events at home are put on the
backburner until the task has been completed. I especially liked his
connections to Ancient Greece and how flow is similar to the Greek’s
definition of ecstasy, in which they were removed from their comfort
zones and everyday life into a new, more exciting environment. I
thought this connection was also interesting because it reveals that,
while he’s done his work in the last century, the ideas he expresses
have been researched and explored for millennia.
concepts of his idea and applied them to activities that his audience
would understand, such as a figure skater and an artist. The figure
skater, who commented on flow, described the music as being “part of
himself/herself.” Flow, in short, is the general state of being one
enters when they become so focused on a task that they lose all sense
of time and fear of inadequacy. I was fascinated by the artist who
commented that he felt like his hand “wasn’t even moving” while he was
painting; he just got so involved in his work that he forgot who and
where he was. I found it interesting how, when in flow, the brain
“forgets to pay attention” to itself and physiological needs (e.g.
hunger, tiredness) and even situational events at home are put on the
backburner until the task has been completed. I especially liked his
connections to Ancient Greece and how flow is similar to the Greek’s
definition of ecstasy, in which they were removed from their comfort
zones and everyday life into a new, more exciting environment. I
thought this connection was also interesting because it reveals that,
while he’s done his work in the last century, the ideas he expresses
have been researched and explored for millennia.
Julie Nergararian
Nov 9, 2011, 6:40:45 PM11/9/11
to AP Psychology P4
Surprisingly enough, I have seen an adaptation of Dan Pink's speech in
the form of a very interesting animated video, which I will link
below. I didn't realize this until Dan Pink mentioned the ideal
business motto of "Autonomy, Mastery, and Purpose." The concept may
not have stuck the first time I was introduced to the subject, but now
I will definitely remember it for quite a while. Dan Pink's TED talk
explains that the extrinsic incentive of money is not as beneficial as
people may think it is - in fact, it's harmful. This is an
unbelievably shocking finding and will definitely (if it hasn't
already) revolutionalize organizational psychology today. The finding
makes sense though - people are more driven by what they are
intrinsically motivated to do. This, in a way, represents Mihaly
Csikszentmihalyi's theory of flow, where an individual is completely
involved in a task with a diminished awareness of self and time.
Putting money as a reward automatically severs the possibility of
flow, because a sense of time and self is important to meeting
deadlines and continuing with a task motivated by an extrinsic
motivator. If one can choose one's own tasks and how to complete them,
flow would be present and surely some amazing things would result
(like Dan Pink's example of Wikipedia).
http://www.youtube.com/watch?v=u6XAPnuFjJc
the form of a very interesting animated video, which I will link
below. I didn't realize this until Dan Pink mentioned the ideal
business motto of "Autonomy, Mastery, and Purpose." The concept may
not have stuck the first time I was introduced to the subject, but now
I will definitely remember it for quite a while. Dan Pink's TED talk
explains that the extrinsic incentive of money is not as beneficial as
people may think it is - in fact, it's harmful. This is an
unbelievably shocking finding and will definitely (if it hasn't
already) revolutionalize organizational psychology today. The finding
makes sense though - people are more driven by what they are
intrinsically motivated to do. This, in a way, represents Mihaly
Csikszentmihalyi's theory of flow, where an individual is completely
involved in a task with a diminished awareness of self and time.
Putting money as a reward automatically severs the possibility of
flow, because a sense of time and self is important to meeting
deadlines and continuing with a task motivated by an extrinsic
motivator. If one can choose one's own tasks and how to complete them,
flow would be present and surely some amazing things would result
(like Dan Pink's example of Wikipedia).
http://www.youtube.com/watch?v=u6XAPnuFjJc
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
Bridie McKenna
Nov 9, 2011, 7:53:04 PM11/9/11
to AP Psychology P4
Watching Mihaly Csikszentmihalyi’s talk on flow made understanding the
concept easier by putting it in the context of our everyday lives. The
book defines flow as the completely involved, focused state of
consciousness , with diminished awareness of self and time, resulting
in optimal engagement of one's skills. I found it difficult to discern
between a person experiencing flow as opposed to someone simply zoning
out while performing an activity. In his talk, Csikszentmihalyi
explains that he can examine the details of his hand for hours without
regard to anything but his hand, but this does not mean he is
experiencing flow. He explains that flow is when an individual is
using his or her own strengths and abilities to achieve a goal so much
so that other needs and realities are ignored. He made an analogy to
the fact that we cannot listen to and process two people talking to
use at once. One person requires are focused attention, so much so
that we are unable to listen to a second person speaking to us. Flow
is similar in that an individual is focusing so much attention on
preforming a task which optimizes their skills that they do not have
the capacity to focus on anything else. Csikszentmihalyi talked about
people's reactions to experiencing flow, like the example in the book
with the artist. Before listening to his talk, I didn't really
understand why, in order to be happy, people had to experience flow.
However, Csikszentmihalyi alludes to the definition of ecstasy as
being removed from an individuals everyday environment and place into
a more stimulating one. This concept is very similar to flow. Our idea
of ecstasy today is complete joy and elation, therefore flow must also
have a similar affect.
concept easier by putting it in the context of our everyday lives. The
book defines flow as the completely involved, focused state of
consciousness , with diminished awareness of self and time, resulting
in optimal engagement of one's skills. I found it difficult to discern
between a person experiencing flow as opposed to someone simply zoning
out while performing an activity. In his talk, Csikszentmihalyi
explains that he can examine the details of his hand for hours without
regard to anything but his hand, but this does not mean he is
experiencing flow. He explains that flow is when an individual is
using his or her own strengths and abilities to achieve a goal so much
so that other needs and realities are ignored. He made an analogy to
the fact that we cannot listen to and process two people talking to
use at once. One person requires are focused attention, so much so
that we are unable to listen to a second person speaking to us. Flow
is similar in that an individual is focusing so much attention on
preforming a task which optimizes their skills that they do not have
the capacity to focus on anything else. Csikszentmihalyi talked about
people's reactions to experiencing flow, like the example in the book
with the artist. Before listening to his talk, I didn't really
understand why, in order to be happy, people had to experience flow.
However, Csikszentmihalyi alludes to the definition of ecstasy as
being removed from an individuals everyday environment and place into
a more stimulating one. This concept is very similar to flow. Our idea
of ecstasy today is complete joy and elation, therefore flow must also
have a similar affect.
Julie O'Connor
Nov 9, 2011, 8:18:41 PM11/9/11
to AP Psychology P4
I chose to watch Dan Pink’s TED talk because I plan on studying
business at college. Dan Pink’s talk took an industrial-organizational
psychological approach as he applied psychological ideas in studying
behavior in the workplace. He explained how the motivation tactic used
by companies to motivate employees to work harder with high bonuses
and rewards is not successful. These extrinsic motivators do not
encourage workers when their job requires “rudimentary cognitive
skill”. In fact, higher incentives lead to poorer performance because
the rewards narrow one‘s focus. was exemplified through the experiment
in India, where higher incentives did not cause workers to do better
in the tasks. Successfully motivating workers with greater rewards
only works when the task requires mechanical skill. The “secret to a
better performance,” as Pink stated, is to use intrinsic motivation.
Workers are motivated through an internal, passionate drive because
they feel it is important to do better. This is similar to
achievement motivation, a desire for accomplishment and mastering
skills. Intrinsic motivation also relates to “grit,” the dedication
towards a goal. Intrinsic motivation revolves around three factors:
autonomy, mastery, purpose. Autonomy is the desire to direct own
lives, mastery is the drive to do better at a task, and purpose is to
be part of something bigger than ourselves. All of these factors
contribute to a positive environment with an increase in employee
satisfaction. As the textbook explains, companies with satisfied,
engaged workers have more loyal customers, and greater profits and
productivity. It would be beneficial for many companies to employ Dan
Pink's beliefs into their businesses.
business at college. Dan Pink’s talk took an industrial-organizational
psychological approach as he applied psychological ideas in studying
behavior in the workplace. He explained how the motivation tactic used
by companies to motivate employees to work harder with high bonuses
and rewards is not successful. These extrinsic motivators do not
encourage workers when their job requires “rudimentary cognitive
skill”. In fact, higher incentives lead to poorer performance because
the rewards narrow one‘s focus. was exemplified through the experiment
in India, where higher incentives did not cause workers to do better
in the tasks. Successfully motivating workers with greater rewards
only works when the task requires mechanical skill. The “secret to a
better performance,” as Pink stated, is to use intrinsic motivation.
Workers are motivated through an internal, passionate drive because
they feel it is important to do better. This is similar to
achievement motivation, a desire for accomplishment and mastering
skills. Intrinsic motivation also relates to “grit,” the dedication
towards a goal. Intrinsic motivation revolves around three factors:
autonomy, mastery, purpose. Autonomy is the desire to direct own
lives, mastery is the drive to do better at a task, and purpose is to
be part of something bigger than ourselves. All of these factors
contribute to a positive environment with an increase in employee
satisfaction. As the textbook explains, companies with satisfied,
engaged workers have more loyal customers, and greater profits and
productivity. It would be beneficial for many companies to employ Dan
Pink's beliefs into their businesses.
Shreya Sitaraman
Nov 9, 2011, 9:37:36 PM11/9/11
to AP Psychology P4
Dan Pink's TED talk:
I found Dan Pink’s lecture surprising but logical. It makes more sense
that people would work harder if they had intrinsic motivation
compared to external rewards. In a way, I thought that what he was
saying was similar to the ‘Tiger Mom’ article. Amy Chua pressurized
her kids instead of rewarding them, and supposedly got better results
from them. They were also more pleased with themselves after
completing the task than compared to other children who, for example,
get money for good grades. It works the same way with adults too,
apparently. When people are motivated by their own expectations rather
than prizes, they do better because fulfilling one’s self-expectations
and goals is more rewarding than material objects. Watching Dan Pink
compare these ideas to businesses helped put things more into
perspective by giving another real-life anecdote of these concepts.
The most surprising thing to me was how he kept saying that simple,
non-mentally challenging tasks were performed faster by giving rewards
or incentives. It makes sense because completing a simple task doesn’t
really boost one’s sense of self-esteem, so intrinsic motivation did
not really work in that situation.
I found Dan Pink’s lecture surprising but logical. It makes more sense
that people would work harder if they had intrinsic motivation
compared to external rewards. In a way, I thought that what he was
saying was similar to the ‘Tiger Mom’ article. Amy Chua pressurized
her kids instead of rewarding them, and supposedly got better results
from them. They were also more pleased with themselves after
completing the task than compared to other children who, for example,
get money for good grades. It works the same way with adults too,
apparently. When people are motivated by their own expectations rather
than prizes, they do better because fulfilling one’s self-expectations
and goals is more rewarding than material objects. Watching Dan Pink
compare these ideas to businesses helped put things more into
perspective by giving another real-life anecdote of these concepts.
The most surprising thing to me was how he kept saying that simple,
non-mentally challenging tasks were performed faster by giving rewards
or incentives. It makes sense because completing a simple task doesn’t
really boost one’s sense of self-esteem, so intrinsic motivation did
not really work in that situation.
Allie Schlener
Nov 9, 2011, 9:41:42 PM11/9/11
to AP Psychology P4
I was very surprised by what Dan Pink was saying about motivation.
Personally, I thought that with rewards, people would be more likely
to perform better. When Mrs. Sparrow was talking in class about
intrinsic and extrinsic motivation, it made sense that intrinsic was
the "better" one because we would be motivated in order to please
ourselves. But even with knowing this, I figured that having rewards
would boost our performance. My cheerleading coach always talks about
giving us incentive because it will make us do better. I have never
really focused on the results when she promises rewards compared to
when she does not, but it will be very interesting for me to see how
my team responds to that type of motivation. Now, at regionals this
weekend when we are about to do our routine, I'll make sure to focus
on why I want to succeed instead of thinking about the fact that if I
do well, we could get our first fall season region championship in the
history of Shrewsbury High School.
Personally, I thought that with rewards, people would be more likely
to perform better. When Mrs. Sparrow was talking in class about
intrinsic and extrinsic motivation, it made sense that intrinsic was
the "better" one because we would be motivated in order to please
ourselves. But even with knowing this, I figured that having rewards
would boost our performance. My cheerleading coach always talks about
giving us incentive because it will make us do better. I have never
really focused on the results when she promises rewards compared to
when she does not, but it will be very interesting for me to see how
my team responds to that type of motivation. Now, at regionals this
weekend when we are about to do our routine, I'll make sure to focus
on why I want to succeed instead of thinking about the fact that if I
do well, we could get our first fall season region championship in the
history of Shrewsbury High School.
Matt Minafo
Nov 9, 2011, 9:54:16 PM11/9/11
to AP Psychology P4
I was very interested in the TED Talk by Dan Pink, especially because
I plan to study business in college. His presentation explained a
revolutionary idea in business management that I will be sure to
implement if I am ever in a managerial position. The main focu was on
the different results of extrinsic and intrinsic motivators, which are
mentioned in an earlier chapter. Pink explained that extrinsic
motivators, such as monetary rewards, were only effective when the
task involved in experiments were easy and involved mechanical skills.
When the task became more challenging, requiring more thought, the
participants were less productive when offered rewards. Since almost
all of the tasks involved in someone’s work is complicated, incentives
tend to obstruct progress. This conclusion would be beneficial to an
organizational psychologist, because it would allow him to pursue
increased worker productivity by harnessing the intrinsic motivation
of employees. He would implement organizational change and possibly
give workers more autonomy in their schedules. For example, they could
use “20% time” which means that the worker would have 20% of his paid
schedule allotted for personal projects and ingenuity. Such
unstructured time often leads to innovation and would greatly benefit
the company. Another aspect of intrinsic motivation was mastery, or
developing skills. This relates to achievement motivation since people
want to master ideas and be the best person they can be by excelling
at their work. Dan Pink proved that people do better than when they
are internally motivated, and not when they are given incentives.
I plan to study business in college. His presentation explained a
revolutionary idea in business management that I will be sure to
implement if I am ever in a managerial position. The main focu was on
the different results of extrinsic and intrinsic motivators, which are
mentioned in an earlier chapter. Pink explained that extrinsic
motivators, such as monetary rewards, were only effective when the
task involved in experiments were easy and involved mechanical skills.
When the task became more challenging, requiring more thought, the
participants were less productive when offered rewards. Since almost
all of the tasks involved in someone’s work is complicated, incentives
tend to obstruct progress. This conclusion would be beneficial to an
organizational psychologist, because it would allow him to pursue
increased worker productivity by harnessing the intrinsic motivation
of employees. He would implement organizational change and possibly
give workers more autonomy in their schedules. For example, they could
use “20% time” which means that the worker would have 20% of his paid
schedule allotted for personal projects and ingenuity. Such
unstructured time often leads to innovation and would greatly benefit
the company. Another aspect of intrinsic motivation was mastery, or
developing skills. This relates to achievement motivation since people
want to master ideas and be the best person they can be by excelling
at their work. Dan Pink proved that people do better than when they
are internally motivated, and not when they are given incentives.
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
Livv Sargent
Nov 9, 2011, 10:09:12 PM11/9/11
to AP Psychology P4
Although we learned that technically, we can sacrifice one part of our
hierarchy of needs and still be content. Also, not all of the five
sections necessarily need to be 100% filled in order for us to be
content with our lives. The example of the people of Russia given by
Csikszentmihalyi proves that when things such as safety are
sacrificed, there is almost a spiral downward after one thing is lost.
For example, after their homes were destroyed in Russia they could not
compensate for that loss by adding to the other parts of their needs.
Overall they were completely devastated no matter where they tried to
make it up. Csikszentmihalyi then ultimately goes on to define flow as
something far beyond the concept in which had perceived in class.
Flow, to my understanding was simply getting involved with something
you loved and it resulted in both a loss of self and time. The concept
and idea of flow according to Csikszentmihalyi is far more complex. To
him, it is the extremely high level of happiness and enjoyment in
life. It almost seems as if it would distract someone from being
shattered by a lack of fulfillment of their needs. I feel if maybe
someone was lacking in one of the levels, say safety- they could still
reach happiness and a content state if they have flow; as long as it
is unrelated to the unfulfilled level.
hierarchy of needs and still be content. Also, not all of the five
sections necessarily need to be 100% filled in order for us to be
content with our lives. The example of the people of Russia given by
Csikszentmihalyi proves that when things such as safety are
sacrificed, there is almost a spiral downward after one thing is lost.
For example, after their homes were destroyed in Russia they could not
compensate for that loss by adding to the other parts of their needs.
Overall they were completely devastated no matter where they tried to
make it up. Csikszentmihalyi then ultimately goes on to define flow as
something far beyond the concept in which had perceived in class.
Flow, to my understanding was simply getting involved with something
you loved and it resulted in both a loss of self and time. The concept
and idea of flow according to Csikszentmihalyi is far more complex. To
him, it is the extremely high level of happiness and enjoyment in
life. It almost seems as if it would distract someone from being
shattered by a lack of fulfillment of their needs. I feel if maybe
someone was lacking in one of the levels, say safety- they could still
reach happiness and a content state if they have flow; as long as it
is unrelated to the unfulfilled level.
Rachel Kositsky
Nov 9, 2011, 10:24:52 PM11/9/11
to AP Psychology P4
Dan Pink presents a radical business model based on intrinsic
motivators. However, his ideas, as he states, are not new; they have
been shown in experiments and replicated over and over again, as he
tells us. We know from the reading and class discussions that in
creative pursuits, such as art or computer programming, intrinsic
motivators produce better results than extrinsic motivators ever
could. Pink's point is that businesses should change their models to
reflect this established finding in human motivation. He speaks of how
incentives, which are external, environmental stimuli that pull our
behavior, do not help and often even hinder our performance. He cites
many different studies, which is important because a replicated
finding is much more reliable.
Pink's talk could be interpreted as making one's work a calling rather
than a job. In a job, the primary motivating factor is money
(extrinsic motivation), but the work itself is not interesting. In a
career, the motivation is advancement up the ladder (extrinsic
motivation). In a calling, the motivation is contributing something,
or doing something well for its own sake, just because you can
(intrinsic motivation). Pink's approach is to let people unleash their
creativity and desire to do something useful, turning the work into a
calling, by getting the problem of money all set and giving workers
autonomy, mastery, and purpose. This connects to Maslow's hierarchy of
needs as well. In order for higher level needs to be fulfilled, lower
level needs have to be met, such as the safety need for money for the
house and food, etc. Once those are met, employees can move on to more
complex information. Intrinsic vs. extrinsic motivators can be seen as
different levels. The need for money is a safety need; once that is
mostly met, the worker can start fulfilling other needs, such as
esteem needs (competence and intelligence) and self-actualization
needs (being the best you can be). Pink's case is valid and should be
implemented in jobs that require creativity, especially as he showed
how the traditional carrot and stick method of bonuses and punishment
only works for mechanical task. Work done because of intrinsic
motivation is often the highest-quality (e.g. Skype, Linux, etc.).
motivators. However, his ideas, as he states, are not new; they have
been shown in experiments and replicated over and over again, as he
tells us. We know from the reading and class discussions that in
creative pursuits, such as art or computer programming, intrinsic
motivators produce better results than extrinsic motivators ever
could. Pink's point is that businesses should change their models to
reflect this established finding in human motivation. He speaks of how
incentives, which are external, environmental stimuli that pull our
behavior, do not help and often even hinder our performance. He cites
many different studies, which is important because a replicated
finding is much more reliable.
Pink's talk could be interpreted as making one's work a calling rather
than a job. In a job, the primary motivating factor is money
(extrinsic motivation), but the work itself is not interesting. In a
career, the motivation is advancement up the ladder (extrinsic
motivation). In a calling, the motivation is contributing something,
or doing something well for its own sake, just because you can
(intrinsic motivation). Pink's approach is to let people unleash their
creativity and desire to do something useful, turning the work into a
calling, by getting the problem of money all set and giving workers
autonomy, mastery, and purpose. This connects to Maslow's hierarchy of
needs as well. In order for higher level needs to be fulfilled, lower
level needs have to be met, such as the safety need for money for the
house and food, etc. Once those are met, employees can move on to more
complex information. Intrinsic vs. extrinsic motivators can be seen as
different levels. The need for money is a safety need; once that is
mostly met, the worker can start fulfilling other needs, such as
esteem needs (competence and intelligence) and self-actualization
needs (being the best you can be). Pink's case is valid and should be
implemented in jobs that require creativity, especially as he showed
how the traditional carrot and stick method of bonuses and punishment
only works for mechanical task. Work done because of intrinsic
motivation is often the highest-quality (e.g. Skype, Linux, etc.).
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
Hannah Stahl
Nov 9, 2011, 10:49:55 PM11/9/11
to AP Psychology P4
I found Dan Pink's speech to be very surprising but also logical. The
main focus of his talk was that offering a reward in the workplace
does not increase productivity, but rather decreases it as it "dulls
thinking and blocks creativity." For many, this is hard to believe
because in the United States and many other countries, things such as
higher pay or more vacation time are given as incentives for workers
to perform better and work harder. While these extrinsic motivators do
aid in success in tasks that are straight-forward with a clear goal,
they are actually hindersome when even rudimentary cognitive abilities
are needed. This is because rewards narrow our focus so, when we must
come up with a unique solution, we are unable to see the possibilities
as easily. Pink brought up a good point when he described how harmful
narrowing our minds is because it is the conceptual abilities that
matter most in work since simple tasks can be outsourced or automated.
In order to truly increase productiviy, workers must have intrinsic,
or internal, motivation to do well. Pink says that the three key ideas
to focus on are autonomy, or controlling our own life, mastery, or
wanting to do better, and purpose, feeling that we one do is in
service of something larger than ourselves. When someone enjoys what
they do, they yield the best results, as shown in the examples given
by Pink. An Australian company's "FEDEX days" and Google's "20 Percent
Time" both focus on giving workers time to do anything they want for
work. It is during this period that some of the most brilliant
technological advances are created because employees are doing what
they enjoy and have control over how they spend their time. Everything
that Pink said contradicted what most people think about motivation in
the workplace but his well-supported data strengthened his argument
and I am sure that almost all of those who hear his talk will
definitely change how they believe companys can succeed.
main focus of his talk was that offering a reward in the workplace
does not increase productivity, but rather decreases it as it "dulls
thinking and blocks creativity." For many, this is hard to believe
because in the United States and many other countries, things such as
higher pay or more vacation time are given as incentives for workers
to perform better and work harder. While these extrinsic motivators do
aid in success in tasks that are straight-forward with a clear goal,
they are actually hindersome when even rudimentary cognitive abilities
are needed. This is because rewards narrow our focus so, when we must
come up with a unique solution, we are unable to see the possibilities
as easily. Pink brought up a good point when he described how harmful
narrowing our minds is because it is the conceptual abilities that
matter most in work since simple tasks can be outsourced or automated.
In order to truly increase productiviy, workers must have intrinsic,
or internal, motivation to do well. Pink says that the three key ideas
to focus on are autonomy, or controlling our own life, mastery, or
wanting to do better, and purpose, feeling that we one do is in
service of something larger than ourselves. When someone enjoys what
they do, they yield the best results, as shown in the examples given
by Pink. An Australian company's "FEDEX days" and Google's "20 Percent
Time" both focus on giving workers time to do anything they want for
work. It is during this period that some of the most brilliant
technological advances are created because employees are doing what
they enjoy and have control over how they spend their time. Everything
that Pink said contradicted what most people think about motivation in
the workplace but his well-supported data strengthened his argument
and I am sure that almost all of those who hear his talk will
definitely change how they believe companys can succeed.
Kayleigh Gallagher
Nov 9, 2011, 11:22:34 PM11/9/11
to AP Psychology P4
I thought that Mihaly Csikszentmihalyi did a really good job
explaining the concept of "flow." In many example we have talked about
in class or in the book, flow was often linked to scientist or
musicians who have this hobby that they can kind of "get lost in."
However in this talk I realized how intense this idea can become, for
in some cases the people just forget about their physiological needs.
This relates to Maslow's hierarchy of needs, which stated that people
would prioritize their needs in order to fulfill a more important one.
For example, people will go without food or another basic
physiological need in order to accomplish an important goal, which is
also called self actualizing. I also that it was important that he
talked about the idea that money does not equal happiness. He
mentioned that it was more essential to find something that one really
enjoys or has a passion for because this is what can make one content
in life. It is a positive thing when someone finds something they can
do that produces flow, especially if it is in their career, because
this means that they can become so focused and dedicated to something,
that the trivial things don't matter.
explaining the concept of "flow." In many example we have talked about
in class or in the book, flow was often linked to scientist or
musicians who have this hobby that they can kind of "get lost in."
However in this talk I realized how intense this idea can become, for
in some cases the people just forget about their physiological needs.
This relates to Maslow's hierarchy of needs, which stated that people
would prioritize their needs in order to fulfill a more important one.
For example, people will go without food or another basic
physiological need in order to accomplish an important goal, which is
also called self actualizing. I also that it was important that he
talked about the idea that money does not equal happiness. He
mentioned that it was more essential to find something that one really
enjoys or has a passion for because this is what can make one content
in life. It is a positive thing when someone finds something they can
do that produces flow, especially if it is in their career, because
this means that they can become so focused and dedicated to something,
that the trivial things don't matter.
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
michaela harrington
Nov 9, 2011, 11:44:12 PM11/9/11
to AP Psychology P4
I think it's interesting that motivating people with money and rewards
doesn't work and makes people less creative. It makes sense though
that it narrows our focus because we want to get to the reward as fast
as we can. It was proved that higher rewards lead to worse cognitive
work. This means that we need to change the way we approach how we
motivate people that do cognitive work. I think the idea of autonomy
in a work enviornment is very interesting. When workers are free to do
what they want they are more productive. Workers who like their job
would be motivated to be productive because they are happy with what
they do. The most imporant thing is to have workers that enjoy what
they do.
Dan Pink is using industrial organization psychology and its subfield
organizational psychology in order to see how workers are motivated
and what creates the best results. He discovered autonomy has better
result rather than reward and punishment. The system we use by giving
raises is not as affect as giving workers free time. In Australia they
give a day to workers when they can work on anything they like and
then show their coworkers the product. This has been proven to improve
productivity. I think that we need to take advantages of these studies
and change the way we motivate workers. Not everything can be solved
by giving people more money. It's necessary to give workers more
freedom in order to motivate them. If they like what they do then they
will be more productive. Creativity is something that is very
important to our society and we need to update our system in order to
get the best results.
doesn't work and makes people less creative. It makes sense though
that it narrows our focus because we want to get to the reward as fast
as we can. It was proved that higher rewards lead to worse cognitive
work. This means that we need to change the way we approach how we
motivate people that do cognitive work. I think the idea of autonomy
in a work enviornment is very interesting. When workers are free to do
what they want they are more productive. Workers who like their job
would be motivated to be productive because they are happy with what
they do. The most imporant thing is to have workers that enjoy what
they do.
Dan Pink is using industrial organization psychology and its subfield
organizational psychology in order to see how workers are motivated
and what creates the best results. He discovered autonomy has better
result rather than reward and punishment. The system we use by giving
raises is not as affect as giving workers free time. In Australia they
give a day to workers when they can work on anything they like and
then show their coworkers the product. This has been proven to improve
productivity. I think that we need to take advantages of these studies
and change the way we motivate workers. Not everything can be solved
by giving people more money. It's necessary to give workers more
freedom in order to motivate them. If they like what they do then they
will be more productive. Creativity is something that is very
important to our society and we need to update our system in order to
get the best results.
On Nov 5, 11:53 am, Mrs Sparrow <erinsparro...@gmail.com> wrote:
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
yili...@live.com
Nov 10, 2011, 5:20:17 AM11/10/11
to AP Psychology P4
It was really helpful to be led through the step of his discovery of
flow. Though we discussed flow as it applied to work in class, I’d
still thought of it as applying more to creative tasks, which is where
Csikszentmihalyi began his research. Eventually he discovered it could
also come from a commitment to a mission like the Sony or Body Shop,
and finally that flow could be found by just talking to a best friend,
so it really isn’t as difficult to enter flow as it seems.
The idea of a set point he and his team came up with is consistent
with homeostasis and the settling point of weight, but it has the most
similarities to the arousal theory or the Yerkes-Dodson law, which
states that we usually perform most activities best when kind of
aroused, and when arousal is too low or too high, our efficiency is
slightly compromised. In this case, however, it’s not only the
challenge that matters, but also the skill of a person. Because of
this second factor, flow also seems a bit more flexible, since you can
either be more aroused than necessary or a bit more bored (or more in
control) than that optimal level of arousal. I wonder if there’s a
specific part of the brain you can stimulate to enter flow like the
researchers stimulated the amygdala of the cat to make it behave
aggressively? If it worked it could be a way to incorporate flow more
into our every day lives, though not as organically as
Csikszentmihalyi wants.
> >http://www.ted.com/talks/lang/eng/dan_pink_on_motivation.html- Hide quoted text -
>
> - Show quoted text -
flow. Though we discussed flow as it applied to work in class, I’d
still thought of it as applying more to creative tasks, which is where
Csikszentmihalyi began his research. Eventually he discovered it could
also come from a commitment to a mission like the Sony or Body Shop,
and finally that flow could be found by just talking to a best friend,
so it really isn’t as difficult to enter flow as it seems.
The idea of a set point he and his team came up with is consistent
with homeostasis and the settling point of weight, but it has the most
similarities to the arousal theory or the Yerkes-Dodson law, which
states that we usually perform most activities best when kind of
aroused, and when arousal is too low or too high, our efficiency is
slightly compromised. In this case, however, it’s not only the
challenge that matters, but also the skill of a person. Because of
this second factor, flow also seems a bit more flexible, since you can
either be more aroused than necessary or a bit more bored (or more in
control) than that optimal level of arousal. I wonder if there’s a
specific part of the brain you can stimulate to enter flow like the
researchers stimulated the amygdala of the cat to make it behave
aggressively? If it worked it could be a way to incorporate flow more
into our every day lives, though not as organically as
Csikszentmihalyi wants.
>
> - Show quoted text -
Lekhya Vaddepati
Nov 10, 2011, 7:34:53 AM11/10/11
to AP Psychology P4
Dan Pink’s TED talk was really intriguing and eye opening. He stated
that rewards actually cause individuals to perform worse because there
are certain deadlines that individuals need to accomplish their tasks
by. With rewards and bonuses, individuals lose their intrinsic
motivation which cause people think narrow mindedly. Individuals
perform better when they are fulfilling one’s self-expectations and
when they want to accomplish their goals because they want to and when
individuals love what they do. One example that Dan Pink talks about
was about the Australian company, ROWE. Every year, ROWE chooses one
day when all workers can decide to work on anything that they wish to.
This one day, Rowe’s workers wish to do work that satisfies themselves
because there are incentives that add pressure on these workers. When
there is more employee satisfaction there are higher profits, more
effective work being done, and even more loyal customers. This is true
because, every year, almost 20% of Rowe’s new ideas are implemented
from this one-day. These results are also presented in other major
companies such as Google. Organization psychology is a method that
many businesses should consider because this is one way to create a
more effective work environment.
that rewards actually cause individuals to perform worse because there
are certain deadlines that individuals need to accomplish their tasks
by. With rewards and bonuses, individuals lose their intrinsic
motivation which cause people think narrow mindedly. Individuals
perform better when they are fulfilling one’s self-expectations and
when they want to accomplish their goals because they want to and when
individuals love what they do. One example that Dan Pink talks about
was about the Australian company, ROWE. Every year, ROWE chooses one
day when all workers can decide to work on anything that they wish to.
This one day, Rowe’s workers wish to do work that satisfies themselves
because there are incentives that add pressure on these workers. When
there is more employee satisfaction there are higher profits, more
effective work being done, and even more loyal customers. This is true
because, every year, almost 20% of Rowe’s new ideas are implemented
from this one-day. These results are also presented in other major
companies such as Google. Organization psychology is a method that
many businesses should consider because this is one way to create a
more effective work environment.
Fiona Merullo
Nov 10, 2011, 7:38:23 AM11/10/11
to AP Psychology P4
Mihaly Csikszentmihalyi's TED talk was very interesting. Flow is a
really cool concept. It's weird but interesting to think that just
doing what you love can make you happy, but also can make you more
successful in that task. He connects flow all the way back to the
greeks and also points out that when we admire people like ancient
greeks, we admire things they created when they experiences flow, or a
heightened state of 'ecstasy'. Ecstasy is an interesting word to
describe flow, but it makes sense. Ecstasy (not the drug) is all
consuming and makes you feel really good, which is what happens with
flow. I also like the point Mihaly Csikszentmihalyi makes that lack
of material processions can make you unhappy, but possessions won't
MAKE you happy. You need to have that hobby, that flow, to achieve
true happiness.
All of the successful CEOs like their job because they feel they are
helping people and they are happy to do so. Flow gives these CEOs
different motivation than someone who is un happy with their job. Flow
causes work to stop being work and being WORK and PLEASURE. That is
why employee happiness is an important part of organizational
psychology.
really cool concept. It's weird but interesting to think that just
doing what you love can make you happy, but also can make you more
successful in that task. He connects flow all the way back to the
greeks and also points out that when we admire people like ancient
greeks, we admire things they created when they experiences flow, or a
heightened state of 'ecstasy'. Ecstasy is an interesting word to
describe flow, but it makes sense. Ecstasy (not the drug) is all
consuming and makes you feel really good, which is what happens with
flow. I also like the point Mihaly Csikszentmihalyi makes that lack
of material processions can make you unhappy, but possessions won't
MAKE you happy. You need to have that hobby, that flow, to achieve
true happiness.
All of the successful CEOs like their job because they feel they are
helping people and they are happy to do so. Flow gives these CEOs
different motivation than someone who is un happy with their job. Flow
causes work to stop being work and being WORK and PLEASURE. That is
why employee happiness is an important part of organizational
psychology.
> Please watch one of the following TED talks and respond with a thoughtful
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
> The "Flow" expert- Mihaly Csikszentmihalyihttp://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
> connection to concepts from Ch 12 and other relevant material we have
> previously studied. Your post must be completed before your test on
> Thursday 11/10. Enjoy!
>
Julie Hamilton
Nov 10, 2011, 8:11:21 AM11/10/11
to AP Psychology P4
Mihaly Czikszentmihalyi wanted to know, what makes life worth living?
He discovered that once beyond the poverty line, increases in income
don’t really affect happiness. Instead he studied people that found
happiness in activities and encounter the feeling of flow. Flow is a
completely involved, focused state of consciousness, with diminished
awareness of self and time, resulting from optimal engagement of one’s
skills. He began looking at creative people like artists and
scientists. One musician he studied felt as though he wasn’t really
there while composing music. A moment of ecstasy is a feeling of
entering a different world. This feeling can also happen to poets, ice
skaters, and at jobs. It can only happen to someone very well trained
and that knows the technique. An example of flow in the workplace that
Mihaly used was Sony. Their motto was to establish a place of work
where engineers can feel the joy of technological innovation, beware
to their mission to society, and work to their hearts content. To
experience flow, the challenge must be higher than average and so does
the skill. The motivation must be intrinsic because they must have
interest and want to do it for themselves. Intrinsic motivation yields
better results than extrinsic motivation.
He discovered that once beyond the poverty line, increases in income
don’t really affect happiness. Instead he studied people that found
happiness in activities and encounter the feeling of flow. Flow is a
completely involved, focused state of consciousness, with diminished
awareness of self and time, resulting from optimal engagement of one’s
skills. He began looking at creative people like artists and
scientists. One musician he studied felt as though he wasn’t really
there while composing music. A moment of ecstasy is a feeling of
entering a different world. This feeling can also happen to poets, ice
skaters, and at jobs. It can only happen to someone very well trained
and that knows the technique. An example of flow in the workplace that
Mihaly used was Sony. Their motto was to establish a place of work
where engineers can feel the joy of technological innovation, beware
to their mission to society, and work to their hearts content. To
experience flow, the challenge must be higher than average and so does
the skill. The motivation must be intrinsic because they must have
interest and want to do it for themselves. Intrinsic motivation yields
better results than extrinsic motivation.
Charles Garrido
Nov 10, 2011, 9:18:15 AM11/10/11
to AP Psychology P4
Csikszentmihalyi sought to find the essence of the human quest for
meaning, what made life worth living. Growing up during World War II,
he sought after reasons as to why some people could not move on while
others adjusted well. This ultimately led to his discovery of Jungian
psychology and his idea on flow. Flow to Csikszentmihalyi was a source
of happiness because it was something that interrupted the mundane
repetitive nature of everyday life. He extended the thought to say
that flow was like an alternate reality that provoked an idea similar
to our learned arousal theory in which too little or too much
stimulation can motivate people to seek optimum levels or arousal.
Csikszentmihalyi elaborates by evaluating these stimuli as information
processed in bits per second. Csikszentmihalyi's statement was that
people can process 110 bits per second. In order to listen to one
person it takes about 60 bits which explains why we can't listen to
two people at once. The point of his analogy was to prove that in a
state of flow, all of your processing capacity (rated at 110 bits per
second) are solely at the task at hand. Mihaly also states how this
correlates to the athlete's "in the zone" feeling which he believes is
a prime example of his idea of flow. The idea of an ideal athlete is
propelled by intrinsic motivational factors because that particular
athlete receives a feeling of satisfaction from fulfilling his or her
drives. That particularly ties in with a drive reduction theory in
which physiological needs drive our motivations in energizing or
directing our behavior. Csikszentmihalyi believes that the force of
flow is so strong that it has the ability to override the lateral
hypothalamus as athletes or painters that engage in flow don't feel
hungry when they're completely focused at the task at hand. It is an
apt example of Maslow's hierarchy of needs in which we sometimes can
sacrifice lower level physiological needs of hunger or thirst in order
to fulfill a greater need like the nee of self-actualization or to
belong.
meaning, what made life worth living. Growing up during World War II,
he sought after reasons as to why some people could not move on while
others adjusted well. This ultimately led to his discovery of Jungian
psychology and his idea on flow. Flow to Csikszentmihalyi was a source
of happiness because it was something that interrupted the mundane
repetitive nature of everyday life. He extended the thought to say
that flow was like an alternate reality that provoked an idea similar
to our learned arousal theory in which too little or too much
stimulation can motivate people to seek optimum levels or arousal.
Csikszentmihalyi elaborates by evaluating these stimuli as information
processed in bits per second. Csikszentmihalyi's statement was that
people can process 110 bits per second. In order to listen to one
person it takes about 60 bits which explains why we can't listen to
two people at once. The point of his analogy was to prove that in a
state of flow, all of your processing capacity (rated at 110 bits per
second) are solely at the task at hand. Mihaly also states how this
correlates to the athlete's "in the zone" feeling which he believes is
a prime example of his idea of flow. The idea of an ideal athlete is
propelled by intrinsic motivational factors because that particular
athlete receives a feeling of satisfaction from fulfilling his or her
drives. That particularly ties in with a drive reduction theory in
which physiological needs drive our motivations in energizing or
directing our behavior. Csikszentmihalyi believes that the force of
flow is so strong that it has the ability to override the lateral
hypothalamus as athletes or painters that engage in flow don't feel
hungry when they're completely focused at the task at hand. It is an
apt example of Maslow's hierarchy of needs in which we sometimes can
sacrifice lower level physiological needs of hunger or thirst in order
to fulfill a greater need like the nee of self-actualization or to
belong.
Reply all
Reply to author
Forward
0 new messages