The consulting firm McKinsey & Co. estimates that in the United States, only 30 percent of job growth now comes from algorithmic work, while 70 percent comes from heuristic work.9

open source depends on intrinsic motivation with the same ferocity that older business models rely on extrinsic motivation, as several scholars have shown. MIT management professor Karim

Call this early operating system Motivation 1.0. It wasn’t especially elegant, nor was it much different from those of rhesus monkeys, giant apes, or many other animals. But it served us nicely. It worked well. Until it didn

large majority of programmers, the researchers discovered, reported that they frequently reached the state of optimal challenge called “

In 1960, MIT management professor Douglas McGregor imported some of Maslow’s ideas to the business world. McGregor challenged the presumption that humans are fundamentally inert—that absent external rewards and punishments, we wouldn’t do much. People have other, higher drives, he said.

We also had a second drive—to seek reward and avoid punishment more broadly. And it was from this insight that a new operating system—call it Motivation 2.0—arose.

Our current operating system has become far less compatible with, and at times downright antagonistic to: how we organize what we do; how we think about what we do; and how we do what we do.

Human beings, Deci said, have an “inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn.

Chapter 4 will explore autonomy, our desire to be self-directed. Chapter 5