Drive

In Drive: The surprising truth about what motivates us, Dan Pink has adopted and adapted Carol Dweck’s terminology – her fixed and growth mindsets – to talk about motivation. As I interpret his work, the fixed mindset (or the entity theorist in his terms) compels us to action through external motivators, whereas the growth mindset (or the incremental theorist in his terms) engages our desire to act through internal motivators.

“Equally important, engagement as a route to mastery is a powerful force in our personal lives. While complying can be an effective strategy for physical survival, it’s a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those in control. Yet in our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you through the day, but only the latter will get you through the night.”

p. 112

“ To analogize to physical qualities, incremental theorists consider intelligence as something like strength. (Want to get stronger and more muscular? Start pumping iron.) Entity theorists view it as something more like height. (Want to get taller? You’re out of luck.) If you believe intelligence is a fixed quantity, then every educational experience becomes a measure of how much you have. If you believe intelligence is something you can increase, then the same encounters become opportunities for growth. In one view, intelligence is something you demonstrate; in the other it’s something you develop.

p. 121

As I read the passages quoted above, I was prompted to think about how these ideas could be applied to motivating people within the diversity context.

When you operate from a fixed mindset (entity theorists), your goals for diversity work are about demonstrating the existence of diversity. Diversity is something you have or you don’t. To demonstrate it, you create mountains of statistics, you tick off the boxes into which individuals fall and you feel you are doing well when you measure what you’ve got and the total score is a high one.

When you operate from a growth mindset (incremental theorists), your goals for diversity work are about developing the diversity that exists and finding new areas in which you and your team can grow – both by adding new members and by making the most of what is already present. Diversity has always been there and now that you recognize it, you can work to strengthen what you have. You feel you are doing well when you can see an increase in the ways in which you and others identify yourselves and in the ways all of you seek to be identified.

How is your mindset affecting the way you think about and work with diversity?

Do you tend to see identity as something that is flexible or something that is fixed?
Do you find yourself claiming the power to self-identify or do you feel forced live with the identities others grant or impose on you?
Is diversity an ongoing journey of discovery or simply an endpoint to be reached and filed away?

Your emphasis on either the demonstration or the development of diversity has knock-on consequences: When you demonstrate diversity, typically it is a one-time thing; when you develop diversity, typically it is a continuing process. Take a look at where you fall on this continuum in the various domains of your life, and, if you find yourself on the “demonstrate performance” end of the spectrum in one or more areas, consider the follow-up question of how effectively is this mindset “getting you through the night.”

Pink, Daniel. (2009). Drive: The surprising truth about what motivates us. NY: Riverhead.

The Diversity Dividend by Katherine W Hirsh is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

“[C]onsider the notion of empowerment. It presumes that the organization has the power and benevolently ladles some of it into the waiting bowls of grateful employees.” p. 91

In this quote Dan Pink was describing one of the faulty assumption he sees arising from the use of extrinsic motivational strategies. As I re-read it for this week’s post, though, it struck me that he could also have been talking about identity. A society or a culture is often the arbiter of what labels are available for us to use to define ourselves. Thus rather than growing into our souls, we wait with our bowls outstretched, yearning to hear what aspects of ourselves we can claim and likewise which are not acceptable.

In the organizational case, the prevailing wisdom Pink is challenging is that the individual requires something or someone external to sanction his or her power. In the case of diversity work, a critical misconception we are seeking to overturn is that only the powerful and the privileged have the right to define the options for naming and framing one’s identity. Complying with these externally mandated conventions when defining yourself usually comes at a cost: a cost to self-esteem because it presumes an outsider has the right to be making decisions about your worthiness, and a cost to self-understanding because when we use only the labels approved by others, we must often hide or deny a part of who we are.

With these thoughts and Pink’s quote in mind, consider the following questions:

Where have you given away your power to define yourself?
What stories about who you are do you struggle to tell due to a dearth of appropriate language?
Where is the currently acceptable terminology marginalizing key parts of your identity while perhaps empowering other aspects that you see as only incidental?

Your whole story deserves to be told and thus diversity work needs to include striving to create environments where intrinsic sources of power and motivation are brought to the fore. In such environments, the only permission you need to be yourself is from yourself. When you can embrace who you are and use that definition to build self-esteem, self-compassion and self-respect, you are able tap into your deepest sources of power — self-awareness and self-trust.

Pink, Daniel. (2009). Drive: The surprising truth about what motivates us. NY: Riverhead.

The Diversity Dividend by Katherine W Hirsh is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

The Diversity Dividend

Doing Diversity Differently

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Do you seek to demonstrate or develop diversity?