Manuel is a passionate, driven, and techsavvy AV technician, 
People often don’t understand what drives me at work. I can spend countless hours writing articles or working on my newsletter Newsletter on LinkedIn - I am thrilled to announce the launch of my new newsletter on LinkedIn, Marino Composer's Corner! In this exciting publication, I will delve into the fascinating realm of music, soundtracks, and audio in general. Join me on this journey as we uncover the artistry behind creating immersive and emotionally captivating experiences through music. In the… . I might also be active on Twitter, connecting with potential clients, business partners, and engaging with interesting people. I frequently attend in-person networking meetings and events. A common comment I hear is, “Do you ever sleep?” The reason for my drive is simple: I’m having a blast!
In Daniel H. Pink’s book Drive: The Surprising Truth About What Motivates Us, he explains that my work situation is not unique.
According to Pink, the first human drive, like all other animals, is for survival. Our second drive, Motivation 2.0, is based on rewards and punishments, which is also shared with the animal kingdom. However, only humans have been able to channel that motivation to build structures, businesses, and much more. Motivation 2.0 has been in place for a long time and has become a part of who we are. But this system is now breaking down.
Traditional extrinsic rewards and punishments, such as money, incentives, and fear of losing our jobs, no longer work as effectively as before. People are now eager to participate, without pay, in open-source projects like Wikipedia and Linux. Some states even offer entrepreneurs the option to establish a low-profit, limited liability company (L3C) that operates as a for-profit business with minimal profits and a primary goal of providing social benefits. Although contributors to Wikipedia and Linux may be trying to build their reputation or public relations efforts, and L3C companies may be attempting the same, at the heart of it all is their desire to contribute something to the world or engage in an activity for the sheer joy of it, or “flow.” Welcome to the world of Motivation 3.0, where intrinsic rewards govern what we do and what we gain from our actions. We have become, as Pink calls it, Theory I workers – intrinsically motivated.
As a Theory I worker myself, I can certainly understand this new paradigm. However, many of my clients and friends work in industries where Motivation 3.0 is still a distant future. Finding intrinsically motivated workers in certain professions, such as plumbers, garbage collectors, or cafeteria workers, can be challenging. Moreover, providing services to customers who expect you to fix their leaking toilets, collect their trash, or take payment for lunch can be difficult if your employees only seek activities that allow them to experience flow.
To address some of these concerns, Pink suggests that traditional carrot-and-stick rewards may still be necessary for mundane tasks that cannot be outsourced or automated. This will likely be essential for many industries, as more jobs, even complex mechanical ones, can be automated. I see this as a way for many blue-collar and laborer-type jobs to transition to a Motivation 3.0 future, freeing up time for these workers to pursue activities that provide creativity, autonomy, challenge, purpose, and novelty.
Citing Richard Ryan, Pink also recommends offering “scaffolding” to help transitioning workers find their place in a Motivation 3.0 future that balances autonomy with responsibility. This is a significant shift in mindset, and in my opinion, it may take years, if not decades, to realize. This is because becoming a Theory I worker begins in school, where, as Pink notes, our educational system often fails to engage and motivate future generations, focusing instead on test scores and rote learning without relevance. Additionally, schools continue to cut programs such as art, music, and physical education that could provide students with opportunities to broaden their horizons and discover activities with more intrinsic rewards.
Pink’s view on transitioning to Motivation 3.0 seems optimistic, but it may not be without its challenges. I believe that the reality of moving towards this ideal might appear nearly impossible for industries where creativity is not highly valued. My concern is that, like empowerment initiatives that can result in shifting responsibility and blame to workers who don’t have the power or ability to influence outcomes, Motivation 3.0 projects might become another widely criticized business concept.
However, change must begin somewhere. It starts by asking questions about ourselves and our organizations. Drive provides readers with a useful set of questions to help both individuals and businesses begin considering a Motivation 3.0 future. It’s amusing that one of Pink’s questions asks if his view is too optimistic and utopian. But it’s a fair question that needs to be asked when considering how this concept fits into your organization.
Implementing Motivation 3.0 principles will likely be challenging in many companies, especially those with organized labor. Any intrinsic reward initiatives and developmental activities must be part of the labor agreement. This raises the question of whether including these initiatives within labor agreements defeats the purpose of the initiatives and simply adds more issues to negotiate.
Drive is an important contribution to the enlightened work literature What is Anglo-Welsh Literature and why Should Anyone Care? - Ceri Shaw is a former college lecturer from Cardiff, South Wales. Currently he attempts to make a living as a Web Designer and as a freelance writer on a range of topics including Literature. He is a regular contributor to Americymru.com. Ceri wrote this article about Anglo-Welsh literature and its exploration of the themes of… and is recommended reading for anyone in leadership roles or those seeking greater satisfaction in their lives and work.
Manuel Marino is a seasoned Senior Producer, Music Composer, and Artist with over a decade of experience. He specializes in branded entertainment across various mediums, including video games, films, and advertising campaigns. With 20+ years as a game music composer, Manuel has worked on numerous platforms, creating diverse orchestral soundtracks. HIRE ME
