If my current organization were to implement a new operating system like Dan Pink describes, the autonomy would give enough intrinsic reward for production to increase. The three components Pink identifies for $21$st$-$century motivation encapsulate precisely what I have been longing for as a business employee. Autonomy is the urge to direct our own lives, mastery is the desire to get better and better at something that matters, and finally, the purpose is the yearning to do in the service of something larger than ourselves $($Pink$,2009).$

He points out that science knows three things about intrinsic motivation versus extrinsic motivation. $1.20$th$-$century rewards work in surprisingly narrow circumstances $2."$If$-$then" rewards destroy creativity $3.$ "The secret to high performance is not rewards and punishments, but that unseen intrinsic drive $$ the drive to do things for their own sake, the drive to do things because they matter." $($Pink$,2009).$ Our team has repeatedly demonstrated that extrinsic rewards do nothing but cause discord and competition among the employees. However, intrinsic rewards such as a purpose bigger than ourselves and the ability to manage our own time have resulted in a stronger team$-$oriented mindset and common goals.

However, there are two motivational theories that demonstrate a measure of the components taught by Dan Pink as the new approach to building intrinsic motivation: autonomy, mastery, and purpose. The expectancy theory and the self$-$fulfilling prophecy theory would succeed in my organization.