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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.'" --Edgar H. Schein, Sloan Fellows Professor of Management Emeritus and Senior Lecturer, MIT
In this astonishing, provocative, and solidly researched book, two Harvard Business School professors synthesize 200 years of thought along with the latest research drawn from the biological and social sciences to propose a new theory, a unified synthesis of human nature. Paul Lawrence and Nitin Nohria have studied the way people behave in that most fascinating arena of human behavior-the workplace-and from their work they produce a book that examines the four separate and distinct emotive drives that guide human behavior and influence the choices people make: the drives to acquire, bond, learn, and defend. They ultimately show that, just as advances in information technology have spurred the New Economy in the last quarter of the twentieth century, current advances in biology will be the key to understanding humans and organizations in the new millennium.
- Sales Rank: #455581 in Books
- Published on: 2002-09-23
- Released on: 2002-09-23
- Original language: English
- Number of items: 1
- Dimensions: 9.07" h x .94" w x 5.96" l, 1.06 pounds
- Binding: Paperback
- 352 pages
Features
- ISBN13: 9780787963859
- Condition: New
- Notes: BRAND NEW FROM PUBLISHER! 100% Satisfaction Guarantee. Tracking provided on most orders. Buy with Confidence! Millions of books sold!
From Library Journal
Harvard Business School professors Lawrence and Nohria here present a sociobiological theory of motivation, claiming that humans possess four basic drives to acquire, to bond, to learn, and to defend. What makes their theory novel is the way they apply it to the workplace. The authors use historical case studies to show that successful organizations are those that give their employees opportunities to fulfill all of these drives, while those that fulfill only the drive to acquire are ultimately less stable. Examples of both types of organizations are provided. The authors are well versed in sociobiology, and their four-drive theory makes intuitive sense. There are, however, a number of competing drive theories, from Freud's sexual drive and death urge to Steven Reiss's 16-drive theory. The authors acknowledge that the numbers and exact nature of our drives need further exploration and provide suggestions for research projects that would verify their hypotheses. Though this book is accessible to the lay reader or undergraduate, its narrow subject area recommends it mainly to academic libraries. Mary Ann Hughes, Neill P.L., Pullman, WA
Copyright 2002 Cahners Business Information, Inc.
Review
"...an interesting book which explores and integrates findings from several disciplines and which contributes further to the field of evolutionary psychology in a readable manner..." (The Occupational Psychologist, April 2002)
Review
"Darwin with an MBA. In this seminal work, Lawrence and Nohria combine their world-leading knowledge of organizational behavior with a deep understanding of our evolved human nature. Both managers and theorists will learn from this wide-ranging opus sure to change the way we view the bipedal ape in the corner office."
— Terry Burnham, coauthor, Mean Genes
"This book provides a fundamental, controversial, and wonderful explanation of human nature. It provokes you to think more deeply and broadly about what drives people and their institutions."
— Andrew H. Van de Ven, president, Academy of Management, and professor, Carlson School of Management, University of Minnesota
"A stunning, pathbreaking view of the natural biological impulses underlying human behavior and guiding organizational systems. A succinct, pungent case for the coevolution of biology and culture in forming human nature. Tom Peters, move over."
— William C. Frederick, author, Values, Nature, and Culture in the American Corporation
Most helpful customer reviews
30 of 31 people found the following review helpful.
Adam Smith discovers evolutionary psychology
By Dennis Littrell
This is evolutionary psychology as seen by two professors from the Harvard Business School (!). While some readers may be familiar with a lot of what is presented here, it is agreeable to get a perspective from another academic discipline and a new sense of application. It is especially pleasing because professors Lawrence and Nohria write well and have an appreciation of what an exciting time of biological discovery we are living in, a time when the convergence of knowledge and techniques from various disciplines is giving us the ability to look inside the black box of human nature previously closed.
The authors' use of the term "drives" to designate the source of behaviors is familiar, but the idea that these drives come from modules in the brain, or a network of modules, is what is relatively new. Whether this is just another construct like Freud's ego, id, and superego is an open question. However--and this is important and at the very essence of what is going on in brain science today--unlike Freud's construct, the one presented here is based on something tangible in the brain's structure. As the authors report, recent advances in technology allow us to discern the brain's structure as it works. These observations provide a scientific basis for constructs attempting to explain human behavior. Whether there are four fundamental drives, as messrs. Lawrence and Nohria think, or some other number, or whether an entirely different construct is required, is also an open question. Personally, I find their array persuasive, and I think the idea of "drives" a valuable one. More important though is their understanding that we are motivated by more than rational self-interest, the so-called "invisible hand" from Adam Smith and the market place.
Here are the drives as defined on page 10:
D1 is to acquire objects and experiences that improve our status relative to others.
D2 is to bond with others in mutually beneficial, long-term relationships.
D3 is to learn about and make sense of ourselves and the world around us.
D4 is to defend ourselves, our loved ones, our beliefs, and our resources.
In should be noted that these four drives do not in any way contradict the general finding in biology that individuals tend to behave in such a way as to enhance their reproductive success. What is new is that such "selfish" behaviors include behaviors usually seen as altruistic. Yet I think the authors would enhance their understanding of the idea of "altruistic behavior" by reading Amotz and Avishag Zahavi's The Handicap Principle: A Missing Piece of Darwin's Puzzle (1997) in which the adaptive function of some altruistic behavior is to directly advertise fitness.
It should also be noted, as the authors do on page 63, that "What drives behavior is a contest among the emotions, not the rational calculation alone." In other words, rationality leads to the creation of an emotion which competes with the instinctive emotion. This is an important concept. It is not the rational mind overcoming the emotional mind, but the employment of emotion by the rational mind to overcome instinctive imperatives which sometimes lead us in the wrong direction.
Through the process of "social bonding" as presented on page 83, the authors embrace the idea of group selection, an idea disparaged by notions from Dawkins's "selfish gene" and elsewhere. The idea that there could be the selection of genes that "orient behavior toward the good of the group" has long been discounted by the establishment in evolutionary biology. (This view is changing.) The seemingly very convincing argument has been that "any carrier with a genetic disposition to be nice to others would be, in time, wiped out by the selfish free-riders in the population." (Still on page 83.) My feeling, however (similar to that of the authors), is that for human beings the "in time" part has never had a chance to kick in. This is mainly because of the constant struggle of tribe against tribe throughout human and pre-human history. The benefit to the tribe from individuals willing to risk life and limb for the good of the tribe is clear. What has not been realized by many is that the benefits to the individual by enhancing the tribe's fitness more than offset the loss incurred from taking risks. True, if the tribe faced no outward danger for a long period of time, the genes of the "selfish free-riders" would predominate in the population and the altruistic genes would die out. But that hasn't happened. Consequently groups (bands and tribes) that contained many "altruistic" individuals survived while groups with fewer altruistic individuals died out. Therefore we have the "group selection of individuals" (which is a way I have seen this phenomenon phrased).
I should also like to note that religion, the cultural evolution of, is accounted for in a similar way. Those tribes that had religious beliefs strong enough to facilitate bonding and altruistic behavior survived more often than tribes that did not. This is something that E.O. Wilson pointed out some years ago in his book On Human Nature.
I think this is an excellent book for the general reader and a fine melding of the ideas of evolutionary biology into the culture of the work place and other loci in the modern world. The authors do a good job of showing how the ideas of evolutionary psychology go far beyond the retelling of "just so" stories, ideas that can help us to understand ourselves and the world in which we live.
18 of 20 people found the following review helpful.
Insightful!
By Rolf Dobelli
Leave it to two Harvard business professors - Paul R. Lawrence and Nitin Nohria - to break every rule of conventional academic etiquette. Their transgression? Applying their knowledge of companies and individuals to present a unified explanation of human behavior, thereby encroaching on the academic fiefdoms of evolutionary biology, psychology and anthropology, just to name a few. They use the four basic human drives that influence behavior to offer deep insights into corporate and individual actions. We [...] strongly recommend this ambitious, far-ranging book to management students, executives searching for understanding and for anyone who delights in tweaking the collective nose of academia.
8 of 9 people found the following review helpful.
An excellent model to better understand real people
By Ross Bagley
This book is right, or at least on the right track. In contrast to many models of human behavior (economic = self-maximizing, etc) that aren't credible because they don't explain much of what we human beings are really like, this book presents a more complex model that, in my opinion, rings true. Even better, the authors don't try to claim perfection, instead being happy with being useful. In the best scientific traditions, the conclusions of this book are stated in such a way that it is clear what they know, what they think and what they hope. The authors are also unafraid of criticism (good science), confident that their thoughts are valid but quick to point out areas that need more research and in several cases, describing realistic experiments that could be conducted. Finally, this book is not limited to theoretical exploration but also describes specific do's and don'ts about leading groups of real people that can now be better undersood because of the better understanding of why people are the way they are.
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