There is a mismatch between what science knows and what business does. Here is what science knows. One: Those $20$th century rewards, those motivators we think are a natural part of business, do work, but only in a surprisingly narrow band of circumstances. Two: Those if$-$then rewards often destroy creativity. Three: The secret to high performance isn$$t rewards and punishments, but that unseen intrinsic drive$$the drive to do things for their own sake. The drive to do things cause they matter.

How do you think managers can use this knowledge to motivate their employees? How will you use this knowledge in your own pursuits?