“Harlow offered a novel theory–what amounted to a third drive: ‘The performance of the task,’ he said, ‘provided intrinsic reward.'” “Companies that typically rely on external rewards to manage their employees run some of their most important systems with products created by nonemployees who don’t seem to need such rewards.” “Partly because work has become more creative and less routine, it has also become more enjoyable. That, too, scrambles Motivation 2.0’s assumptions. This operating system rests on the belief that work is not inherently enjoyable–which is precisely why we must coax people with external rewards and threaten them with outside punishment.” “Human beings have a innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives.” “In a ROWE [Results Only Work Environment] workplace, people don’t have schedules. They show up when they want. They don’t have to be in the office at a certain time–or any time, for that matter. They just have to get their work done. How they do it, when they do it, and where they do it is up to them.” “We forget sometimes that ‘management’ does not emanate from nature. It’s not like a tree or a river. It’s like a television or a bicycle. It’s something that humans invented.” “The opposite of autonomy is control. And since they sit at different poles of the behavioral compass, they point us toward different destinations. Control leads to compliance; autonomy leads to engagement.”

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