Why do some people rush into everything new with their heads, while others are cautious to the last?
What do many books on motivation miss when they tell you to “be optimistic”?
How to learn to understand people who are not at all like you and influence them when you need it?
We all want to experience pleasure and try to avoid pain. But there are actually two kinds of pain and pleasure that motivate us. If you are motivated to achieve, then you do your best to avoid missed opportunities. If you are motivated to avoid failure, you try to minimize mistakes and want to leave things as they are.
Using numerous examples from completely different life situations from marketing and sales to managing people and raising children, the authors show how to correctly determine the motivational setting (for oneself and others), how to change it, and how to use this knowledge to improve communications and gain influence.
PSYCHOLOGY OF MOTIVATION will be useful to anyone who is interested in the nature of human behavior and ways to influence someone else's choice.
After reading this simple and practical book, you will be able not only to see what is happening “on the surface”, but also to understand the hidden reasons for actions.
Introduction
The weekly meetings at Columbia University's Motivational Science Center (MSC) are always fun and educational (and not just because our research topic is " Why do people do what they do"- much more interesting than, for example, " Advances in modern accounting”). Our underground conference room is lined with chairs, with a long table in the middle, often littered with papers next to glasses and plates of food. The boards are adorned with curved charts and graphs (which we've been discussing for months). Every week, some daredevil presents his work to the rest of the group - then he is forced to answer hard-hitting questions and listen to criticism, which often turns into flattering reviews or banter.
Although each of us at the Center has our own habits of speaking (often excessively loud or verbose) and dressing (not always stylishly or just neatly), in the way each of us works, we quite clearly divide into two camps, in other words - into two class (in fact, it turns out that most people in any society, in any job or in educational institution belong to one of these two classes). The difference between the designated classes is best illustrated by introducing John and Ray, two of our brightest (and strong-willed) colleagues, whose names we have changed to protect the innocent (ourselves).
John is one of those people who many would call "difficult", although he himself (and we) would prefer the word "skeptic". Speaking when John is around is not easy - in the middle of a sentence, he will interrupt you to state that everything said from the very beginning was complete nonsense. He is always immaculately dressed, carefully chooses his words, and never puts anything on the back burner. By nature, he is pessimistic (“protective type”, we will explain what this is later) - try to tell him that everything will be fine, and watch how he becomes uncomfortable for you because you look at things like that reckless and naive.
Now you probably think that working with John is a terrible bore, and, no doubt, it sometimes is. But knowing him closer, you will understand why it works exactly like this determined never be wrong. He dislikes even the thought of a mistake. (Did we say that he's a little uptight most of the time? That's right.) As a result, his work is usually flawless—ideas articulated and painstakingly backed up by research, statistics so perfectly put together that even an accountant would smile with satisfaction. He criticizes our work with the sincere intention of helping to avoid mistakes. His words are not always pleasant to listen to, but believe me, it is worth doing.
Ray is the exact opposite of John. He is the real anti-John. Don't know, bothered Does Ray have anything and ever. He is just as smart and motivated, but he approaches work (and life) with an endless optimism that is impossible not to envy. He does not spray on trifles - he thinks in big categories, but sometimes this lightness does not justify itself. He was forced to mark all his belongings with the inscription: "If you find this, call Ray: 555-8797", because he always forgets where he left them. At a time when every sophomore prepares a presentation of his term paper in PowerPoint with all the bells and whistles, Ray's talk was accompanied by two slides with headings and sticky notes, and, aside from style, it was the most impressive work of ideas that year.
Ray's work is creative and full of new ideas - he is not afraid to tread unworn paths and take intellectual risks, even though sometimes it is a waste of time, a dead end. As for appearance... One day at a lab meeting, John noticed that Ray's shirt was so wrinkled, as if it had been in his trouser pocket all morning - neatness had never been strong point Ray.
On the surface, John and Ray are two talented individuals with the same goal: to become an outstanding scientist. When you want to influence another person (whether you are a psychologist, manager, marketer, teacher or parent), you usually first understand what this person wants and then use that knowledge to understand and predict its behavior. But if John and Ray want the same thing, then why are they Total so different?
We know that people want the good (they want good products, ideas and events) and tend to avoid the bad. How lucky psychologists (as well as managers, marketers, teachers, and parents) would be if nothing more needed to be known about motivation—if motivation were such a simple thing. But she's not like that. In order to understand John, Ray, and other human beings, we'll start with an idea that occurred to one of the authors of this book (Higgins) over 20 years ago: there are two very different types of good (and bad).
The Psychology of Motivation - Heidi Grant Halvorson (download)
(introductory fragment of the book)
This book is well complemented by:
The Psychology of Achievement
Heidi Grant Halvorson
Flexible mind
Carol Dweck
Make yourself
Tina Seelig
Motivate yourself and influence others using two different worldviews.
Tori Higgins
Heidi Grant Halvorson
To our family members, deceased and living, who have shaped the way we see the world and how we relate to life, and our family at the Center for Motivational Sciences, for bringing us joy, and we are honored to work with you.
Introduction
The weekly meetings at the Columbia University Motivational Science Center (MSC) are always fun and educational (and not just because our research topic is “ Why do people do what they do"– much more interesting than, for example, “ Advances in modern accounting”). Our underground conference room is lined with chairs, with a long table in the middle, often littered with papers next to glasses and plates of food. The boards are adorned with curved charts and graphs (which we've been discussing for months). Every week, some daredevil presents his work to the rest of the group - then he is forced to answer hard-hitting questions and listen to criticism, which often turns into flattering reviews or banter.
Although each of us at the Center has our own habits of speaking (often excessively loud or verbose) and dressing (not always stylish or just neat), in the way each of us works, we quite clearly divide into two camps, in other words, into two class (in fact, it turns out that most people in any society, in any job or educational institution belong to one of these two classes). The difference between the designated classes is best illustrated by introducing John and Ray, two of our brightest (and strong-willed) colleagues, whose names we have changed to protect the innocent (ourselves).
John is one of those people who many would call "difficult", although he himself (and we) would prefer the word "skeptic". It's not easy to talk when John is around - in the middle of a sentence, he will interrupt you to state that everything said from the very beginning was complete nonsense. He is always immaculately dressed, carefully chooses his words, and never puts anything on the back burner. By nature, he is pessimistic (“protective type”, we will explain what this is later) - try to tell him that everything will be fine, and watch how he becomes uncomfortable for you because you look at things like that reckless and naive.
Now you probably think that working with John is a terrible bore, and, no doubt, it sometimes is. But knowing him closer, you will understand why it works exactly like this determined never be wrong. He dislikes even the thought of a mistake. (Did we say that he's a little uptight most of the time? He is.) As a result, his work is usually flawless—ideas well articulated and painstakingly backed up by research, statistics so perfectly put together that even an accountant would smile with satisfaction. He criticizes our work with the sincere intention of helping to avoid mistakes. His words are not always pleasant to listen to, but believe me, it is worth doing.
Ray is the exact opposite of John. He is the real anti-John. Don't know, bothered Does Ray have anything and ever. He is just as smart and motivated, but he approaches work (and life) with an endless optimism that is impossible not to envy. He does not spray on trifles - he thinks in big categories, but sometimes this lightness does not justify itself. He was forced to mark all his belongings with the inscription: "If you find this, call Ray: 555-8797", because he always forgets where he left them. At a time when every sophomore prepares a PowerPoint presentation of their term paper with every bells and whistles imaginable, Ray's presentation was accompanied by two slides with headings and notes on a self-adhesive piece of paper, and, aside from style, it was the most impressive work in terms of the number of ideas in year.
Ray's work is creative and full of new ideas - he is not afraid to tread unworn paths and take intellectual risks, even though sometimes it is a waste of time, a dead end. As for appearance... One day at a lab meeting, John noticed that Ray's shirt was wrinkled, as if it had been in his trouser pocket all morning - neatness had never been Ray's forte.
At first glance, John and Ray are two talented people who strive for the same goal: to become an outstanding scientist. When you want to influence another person (whether you are a psychologist, manager, marketer, teacher or parent), you usually first understand what this person wants and then use that knowledge to understand and predict its behavior. But if John and Ray want the same thing, then why are they Total so different?
We know that people want the good (they want good products, ideas and events) and tend to avoid the bad. How lucky psychologists (as well as managers, marketers, teachers, and parents) would be if there was nothing more to know about motivation—if motivation were such a simple thing. But she's not like that. In order to understand John, Ray, and other human beings, we'll start with an idea that occurred to one of the authors of this book (Higgins) over 20 years ago: there are two very different types of good (and bad).
Two types of good (and bad): the desire to succeed and the desire to avoid failure
People like Ray only see the "good". Goals for them are an opportunity to achieve success or move forward. In other words, they are tuned in to all the good that will happen to them, what they will achieve - for benefits and rewards. They are focused on winning. When people are attracted to this type of "good" we say they are attuned to striving for success. Research in our lab (and now many others) shows that people who strive for success respond best to optimism and praise, take risks and seize opportunities more often, and are more creative and innovative. Unfortunately, their willingness to take risks and positive thinking makes them more prone to making mistakes, they are less likely to think things through and usually don't have a "Plan B" in case they fail. For people who are determined to succeed really bad don't win - do not use your chance, do not win an award, miss the opportunity to move forward. They would rather say "yes" and pay for it than not answer the call of His Majesty the case.
This book is well complemented by:
The Psychology of Achievement
Heidi Grant Halvorson
Flexible mind
Carol Dweck
Make yourself
Tina Seelig
Heidi Grant Halvorson, E. Tory Higgins
Use Different Ways of Seeing the World for Success and Influence
Heidi Grant Halvorson, Tori Higgins
Psychology of motivation
How deep installations influence our desires and actions
Information from the publisher
Published with permission from Hudson Street Press, a division of Penguin Group (USA) Inc. and Andrew Nurnberg Literary Agency
Halvorson H. G.
Psychology of motivation. How deep attitudes affect our desires and actions / Heidi Grant Halvorson, Tori Higgins: trans. from English. M. Matskovskaya. - M. : Mann, Ivanov and Ferber, 2014.
ISBN 978-5-91657-974-1
According to research by Heidi Grant Halvorson and Tory Higgins, from the Center for the Study of Motivation at Columbia University Business School, the predominance of one of two motivational attitudes underlies everything we do, from work to parenting. Pleasure motivation drives us to move forward and seize opportunities, while if you are driven by the desire to avoid pain, you, on the contrary, prefer to leave everything as it is and minimize mistakes. The book is written plain language, and after reading you will be able to understand the hidden reasons for your own and others' actions and improve communication. This knowledge will be useful in business, in the family and wherever you need to influence other people.
All rights reserved including the right of reproduction in whole or in part in any form. This edition is published by arrangement with Hudson Street Press, a member of Penguin Group (USA) Inc.
All rights reserved. No part of this book may be reproduced in any form without the written permission of the copyright holders.
© Halvorson H. G., Higgins E. T., 2013
© Translation into Russian, publication, design. LLC "Mann, Ivanov and Ferber", 2014
Motivate yourself and influence others using two different worldviews.
Tori Higgins
Heidi Grant Halvorson
To our family members, deceased and living, who have shaped the way we see the world and how we relate to life, and our family at the Center for Motivational Sciences, for bringing us joy, and we are honored to work with you.
Introduction
The weekly meetings at Columbia University's Motivational Science Center (MSC) are always fun and educational (and not just because our research topic is " Why do people do what they do"- much more interesting than, for example, " Advances in modern accounting”). Our underground conference room is lined with chairs, with a long table in the middle, often littered with papers next to glasses and plates of food. The boards are adorned with curved charts and graphs (which we've been discussing for months). Every week, some daredevil presents his work to the rest of the group - then he is forced to answer hard-hitting questions and listen to criticism, which often turns into flattering reviews or banter.
Although each of us at the Center has our own habits of speaking (often excessively loud or verbose) and dressing (not always stylishly or just neatly), in the way each of us works, we quite clearly divide into two camps, in other words - into two class (in fact, it turns out that most people in any society, in any job or educational institution belong to one of these two classes). The difference between the designated classes is best illustrated by introducing John and Ray, two of our brightest (and strong-willed) colleagues, whose names we have changed to protect the innocent (ourselves).
John is one of those people who many would call "difficult", although he himself (and we) would prefer the word "skeptic". Speaking when John is around is not easy - in the middle of a sentence, he will interrupt you to state that everything said from the very beginning was complete nonsense. He is always immaculately dressed, carefully chooses his words, and never puts anything on the back burner. He is pessimistic by nature (“protective type”, we will explain what this is later) - try to tell him that everything will be fine and watch how he becomes uncomfortable for you because you look at things like that reckless and naive.
Motivation experts Heidi Grant Halvorson and Tori Higgins have written their findings in The Psychology of Motivation. How deep attitudes affect our desires and actions. This book is not so much about how to find the strength to act in yourself, but rather about how to understand yourself and other people.
Of course, any adequate person wants to be happy. Thus, all his actions should be aimed at achieving success, improving the situation. But these actions are different. The researchers were able to identify two groups of people who have different approaches to the implementation of their plans. The first group includes people who are focused on success, we can say that their motto is “Win”. The second group includes people who concentrate on avoiding failure, that is, their motto is "Do not lose." It may seem that this is the same thing: if you won, it means that you did not lose. This is not entirely true. The difference is not so much in the result, but in the very perception and approach.
People from the first group tend to offer ideas, make spontaneous decisions, and take advantage of emerging opportunities. For them, there is nothing worse than missing their chance. People in the second group will procrastinate, think things through, and in the end, most likely, they will say no. The first are stimulated by success, praise, prize; the second - fines, difficulties. So, for example, a leader must understand who is in front of him in order to know how to influence a person. Each type of person has its own advantages. The former are better at introducing new things, the latter are carefully considering the details. The former lose interest in failures, the latter, on the contrary, strive to do everything perfectly by eliminating errors. Behavior may change, but the basic attitude remains.
The book will help you understand some of the nuances of your motivation, pay attention to the behavior of other people. The knowledge gained will help not only leaders, but also managers, people of other professions, and will be useful in everyday life, personal relationships and raising children.
The work belongs to the genre Psychology. It was published in 2013 by Mann, Ivanov & Ferber. The book is part of the series Good translation!]". On our site you can download the book "Psychology of motivation. How deep attitudes affect our desires and actions" in fb2, rtf, epub, pdf, txt format or read online. The book's rating is 3.48 out of 5. Here you can also refer to the reviews of readers who are already familiar with the book before reading and find out their opinion In the online store of our partner you can buy and read the book in paper version.
This book is well complemented by:
The Psychology of Achievement
Heidi Grant Halvorson
Flexible mind
Carol Dweck
Make yourself
Tina Seelig
Heidi Grant Halvorson, E. Tory Higgins
Use Different Ways of Seeing the World for Success and Influence
Heidi Grant Halvorson, Tori Higgins
How deep attitudes affect our desires and actions
Information from the publisher
Published with permission from Hudson Street Press, a division of Penguin Group (USA) Inc. and Andrew Nurnberg Literary Agency
Halvorson H. G.
Psychology of motivation. How deep attitudes affect our desires and actions / Heidi Grant Halvorson, Tori Higgins: trans. from English. M. Matskovskaya. - M. : Mann, Ivanov and Ferber, 2014.
ISBN 978-5-91657-974-1
According to research by Heidi Grant Halvorson and Tory Higgins, from the Center for the Study of Motivation at Columbia University Business School, the predominance of one of two motivational attitudes underlies everything we do, from work to parenting. Pleasure motivation drives us to move forward and seize opportunities, while if you are driven by the desire to avoid pain, you, on the contrary, prefer to leave everything as it is and minimize mistakes. The book is written in simple language, and after reading it, you will be able to understand the hidden reasons for your own and others' actions and improve communication. This knowledge will be useful in business, in the family and wherever you need to influence other people.
All rights reserved including the right of reproduction in whole or in part in any form. This edition is published by arrangement with Hudson Street Press, a member of Penguin Group (USA) Inc.
All rights reserved. No part of this book may be reproduced in any form without the written permission of the copyright holders.
© Halvorson H. G., Higgins E. T., 2013
© Translation into Russian, publication, design. LLC "Mann, Ivanov and Ferber", 2014
Motivate yourself and influence others using two different worldviews.
Tori Higgins
Heidi Grant Halvorson
To our family members, deceased and living, who have shaped the way we see the world and how we relate to life, and our family at the Center for Motivational Sciences, for bringing us joy, and we are honored to work with you.
Introduction
The weekly meetings at Columbia University's Motivational Science Center (MSC) are always fun and educational (and not just because our research topic, Why People Do What They Do, is much more interesting than, for example, Advances in Modern Accounting ""). Our underground conference room is lined with chairs, with a long table in the middle, often littered with papers next to glasses and plates of food. The boards are adorned with curved charts and graphs (which we've been discussing for months). Every week, some daredevil presents his work to the rest of the group - then he is forced to answer hard-hitting questions and listen to criticism, which often turns into flattering reviews or banter.
Although each of us at the Center has our own habits of speaking (often excessively loud or verbose) and dressing (not always stylishly or just neatly), in the way each of us works, we quite clearly divide into two camps, in other words - into two class (in fact, it turns out that most people in any society, in any job or educational institution belong to one of these two classes). The difference between the designated classes is best illustrated by introducing John and Ray, two of our brightest (and strong-willed) colleagues, whose names we have changed to protect the innocent (ourselves).
John is one of those people who many would call "difficult", although he himself (and we) would prefer the word "skeptic". Speaking when John is around is not easy - in the middle of a sentence, he will interrupt you to state that everything said from the very beginning was complete nonsense. He is always immaculately dressed, carefully chooses his words, and never puts anything on the back burner. He is pessimistic by nature (“protective type”, we will explain what this is later) - try to tell him that everything will be fine and watch how he becomes uncomfortable for you because you look at things like that reckless and naive.
Now you probably think that working with John is a terrible bore, and, no doubt, it sometimes is. But getting to know him better, you will understand why he works the way he does - he is determined to never make a mistake. He dislikes even the thought of a mistake. (Did we say that he's a little uptight most of the time? That's right.) As a result, his work is usually flawless—ideas articulated and painstakingly backed up by research, statistics so perfectly put together that even an accountant would smile with satisfaction. He criticizes our work with the sincere intention of helping to avoid mistakes. His words are not always pleasant to listen to, but believe me, it is worth doing.
Ray is the exact opposite of John. He is the real anti-John. I don't know if Ray ever had anything to worry about. He is just as smart and motivated, but he approaches work (and life) with an endless optimism that is impossible not to envy. He does not spray on trifles - he thinks in big categories, but sometimes this lightness does not justify itself. He was forced to mark all his belongings with the inscription: "If you find this, call Ray: 555-8797", because he always forgets where he left them. At a time when every sophomore prepares a PowerPoint presentation of their term paper with every bells and whistles imaginable, Ray's presentation was accompanied by two slides with headings and notes on a self-adhesive piece of paper, and, aside from style, it was the most impressive work in terms of the number of ideas in year.
Ray's work is creative and full of new ideas - he is not afraid to tread unworn paths and take intellectual risks, even though sometimes it is a waste of time, a dead end. As for appearance... One day at a lab meeting, John noticed that Ray's shirt was wrinkled, as if it had been in his trouser pocket all morning - neatness had never been Ray's forte.
On the surface, John and Ray are two talented individuals with the same goal: to become an outstanding scientist. When you want to influence another person (whether you are a psychologist, manager, marketer, teacher, or parent), you usually first understand what that person wants and then use that knowledge to understand and predict their behavior. But if John and Ray want the same thing, then why do they achieve things so differently?
We know that people want the good (they want good products, ideas and events) and tend to avoid the bad. How lucky psychologists (as well as managers, marketers, teachers, and parents) would be if nothing more needed to be known about motivation—if motivation were such a simple thing. But she's not like that. In order to understand John, Ray, and other human beings, we'll start with an idea that came to one of the authors of this book (Higgins) over 20 years ago: there are two very different types of good (and bad).
Two types of good (and bad): the desire to succeed and the desire to avoid failure
People like Ray only see the "good". Goals for them are an opportunity to achieve success or move forward. In other words, they are tuned in to all the good that will happen to them, what they will achieve - for benefits and rewards. They are focused on winning. When people are attracted to this type of "good" we say they are attuned to striving for success. Research in our lab (and now many others) shows that people who strive for success respond best to optimism and praise, take risks and seize opportunities more often, and are more creative and innovative. Unfortunately, their willingness to take risks and positive thinking makes them more prone to making mistakes, they are less likely to think things through and usually don't have a "Plan B" in case they fail. For success-minded people, it's really bad don't win- do not use your chance, do not win an award, miss the opportunity to move forward. They would rather say "yes" and pay for it than not answer the call of His Majesty the case.
People like John believe that a goal is an opportunity to fulfill one's obligations without getting hurt. They are determined not to win, but to don't lose. More than anything, they seek security. When people strive for this type of "good", we say that the main thing for them is desire to avoid failure. Our research has shown that people who are determined to avoid failure are more motivated by criticism and the possibility of failure looming ahead (if they don't do a good job, for example) than by applause and sunny prospects. Such prudent people are more likely to be conservative and not ready to take risks, but they work more carefully, more accurately and better plan their actions. Of course, too much caution and increased vigilance ...