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Most Helpful Customer Reviews
5 of 5 people found the following review helpful:
5.0 out of 5 stars
Becoming autonomous, related and competent,
This review is from: Why We Do What We Do (Paperback)
This book presents a new way of looking at yourself and others. It teaches how to distinguish between the good self and the false self. The false self is egocentric and makes you suffer. The true self is "free". Such a free person is autonomous in the sense that he:she chooses what to do without fear, he/she relates well with other people and he/she is competent in what he/she does (in part because he/she has self-confidence). These conclusions are based on verifiable experiments. The conclusions are almost identical to the teachings of Buddha 2500 years ago. The great merit of this book is that it uses modern rather than religious terminology and that it gives many examples on how you can you can use the findings to become more effective and satisfied with yourself, deal with your children so they become more responsible human beings and last but not least how to be a constructive positive force in a business setting. This may sound like it is one of those books about how to get happy in half a day for ever. That is not the case. The book is of a high scholarly standard.
3 of 3 people found the following review helpful:
5.0 out of 5 stars
Interesting concepts about motivation,
By A Customer
This review is from: Why We Do What We Do (Paperback)
The book's explanation about intrinsic and extrinsic motivation is very detailed and interesting. I really enjoyed reading it, and I can relate the concepts explained in the book with my daily experiences. Furthermore, the author(s) explained the concepts with simple language so that the book is very easy to understand. You don't have to be a psychology major to be able to enjoy the book.
3 of 3 people found the following review helpful:
5.0 out of 5 stars
A Must Read!,
By A Customer
This review is from: Why We Do What We Do (Paperback)
This book will be a great addition to any teachers, managers, or parents bookshelves. It explores the psychology of intrinsic (vs. extrinsic) motivation and shows how supervisors, and other people in "one-up" positions, can be more than managers, but true leaders who foster autonomous, authentic growth and responsible decision-making in their subordinates. A must read for anyone who recognizes the lack of responsiblity and accountability in people today and would like to foster positive change in our schools, our companies, and our society.
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