The following is a highlighted summary of the book, Driven, published by Driven. By. Lawrence Nohria. Drives and Survival. The drive for immediate. Driven – Paul R. Lawrence and Nitin Nohria. This post contains my personal notes about the big ideas in [Driven: How Human Nature Shapes. Lawrence and Nohria are professors of organizational behavior at the human behavior is clearly driven by factors that neoclassical theory.

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On the whole, humans love to:. But this ignores their defending drive to avoid significant losses of their capital, and often their satisfaction from simply being associated with a distinguished and interesting firm. To achieve this the product or service needs to engage customers in terms of all four drives. It grew on me toward the end, but I wouldn’t recommend it to anyone.

Driven: How Human Nature Shapes Organizations

One concern structure model is described below. James rated it it was amazing Oct 05, Karen marked it as to-read Sep 24, Description A touchstone for understanding how we behave on the job “This is a stimulating and provocative book in bringing together important ideas from different fields, and, thereby, giving us a whole new slant on ‘human nature.

Our customers are human beings, with wants, desires, and needs of their own. However, when it came to choosing examples to support their ideas, I found their choices were rather poor and that they just brushed over the subject instead of going deeper. It may come as a surprise to some business leaders, but regulators can actually help competing firms avoid the perils of cutthroat competition on one hand and price-fixing collusion on the other.

Drivdn seems to never be enough of the good thing—until a crisis breaks up the cycle. It is quite scholarly and explains the main thesis really well. In addition, in an effort to keep the competition from becoming cutthroat or the bonding from becoming collusive, the designer can foster the identification of every employee with ddiven firm as a whole and its overall goals.


The Drive to Learn D3. Businesses that cater to the drive to learn include publishers, seminars, and self-improvement offerings.

When these one-to-one bonded relationships form a cluster, the participants will begin to see themselves as a group, their bonded group that is distinct from other groups.

I believe Lawrence and Nohria missed or left out a major drive: This type of problem arises again and again in economic activity. Not a nohrla of practical information. Why So Much Diversity? Thanks for telling us about the problem. As of not yet tested to predict behavior I think anyone would agree that the noyria is sound in understanding individual and group behavior. One of the most important lessons in psychology is that the human mind malfunctions in specific, predictable ways….

Judge the success of your efforts by whether or not they help you achieve the desired objective…. This simple design rule is the fundamental and primary one that should guide the work of the organizational leader throughout the design process. Beyond the question of drives, every job in our theoretical four-drive organization would offer an opportunity for the incumbent to employ some personal skills, skills for which they not only have an innate head start but also a personal history of further developing and refining.

All fishermen can be expected to try to fill up their own vessels with fish on each voyage—to do less would not be in their competitive interest. Humans have the need to learn new things.

Driven: How Human Nature Shapes Organizations – HBS Working Knowledge – Harvard Business School

From their uncritical embrace of the Computational Theory of Mind and specifically Pinker’s version to faulty reasoning like: The organizational leader needs to balance D3 and D4. If you aspire to become an anthropologist this book is absolutely worth reading. I think they should be seen as psychological rather than biological.

Sign up now to receive Josh Kaufman’s latest essays and research via email. These others will, in all likelihood, be in their immediate work area. This book was included in my book: Please help and share: The authors write their own damning criticism, when they say, “[their theory] is therefore vulnerable to being attacked as a Kipling-style ‘just-so story,’ as [noted evolutionary biologist] Stephen Jay Gould might say.


However, I have to say that the second part with less theory and lawrfnce examples needs a lot more developing. They can take significant satisfaction in developing bonds of partnership and friendship and feel free of concerns about being double-crossed.

They must be able to press their legitimate claims for resources and support from the overall firm. Either extreme will harm the firm’s performance. Which set of skills and projects is the optimal path to getting what you want?

Possession not only helps us gain lawfence esteem of others and consequent statusit also builds our sense of identity.

Human Nature in Organizational Life. May 17, Bart-Jan rated it it was ok Shelves: We are, in many ways, ‘learning machines’ who get a very pleasant ‘buzz’ or ‘aha’ experience when we realize new understanding. Preview — Driven by Paul R. A job that fulfills only one or two drives, no matter how lavishly, would not be a substitute for a job that provides a balanced opportunity to fulfill all four drives.

The first part describing each drive and trying to explain why they are there and how they make us do what we do is quite interesting. Human beings have the need to be emotionally engaged on a daily basis – too little sensory stimulation beyond that of curiosity or bonding creates a drive to seek it. I found for example their explanation of the Russian crisis way oversimplified. How to Fight a Hydra. First, some core production technologies are less amenable to applying the rule than others.