Anti Core Drives: What Pulls Us Away From a Desired Actions

You Want To, But You Won’t

Anti Core Drives are the motivational pulls away from a Desired Action. Oftentimes, an Anti Core Drive opposes a Core Drive enough to entice a user to make an Undesired Action.

For several years, my brother Mark has contemplated leaving work as a risk manager and crude analyst for an energy commodities trading firm to follow his passion of creating and producing music. When asked why he won’t, he cites losing progress toward a prestigious and lucrative role as an energy commodities trader, among other things. His Desired Action (to live a life making music) is fueled by Core Drive 3: Empowerment of Creativity & Feedback, but that Core Drive is first dampened and then repeatedly defeated by its Anti Core Drive. In this case, the Anti Core Drive is Core Drive 2: Development & Accomplishment.

If the player is my brother Mark and his game is life, he has consistently performed the Undesired Action, staying the course toward trading and being unhappy (so far, at least!).

To further explore how Anti Core Drives are all around us on the flip side of the Core Drives, let’s look at a few simple examples of each of the Core Drives working as Anti Core Drives and conclude with an example that incorporates multiple Anti Core Drives dynamically working at the same time.

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Level II Octalysis for Team Managers

Written by Yu-kai Chou with the help of Erik van Mechelen.

Now You’re a Manager

When Erik was selected to manage a four-person intern team at Target in 2012 after less than two years with the company, he was really excited for the challenge. He wasn’t sure if his manager knew it then, but at that moment early in his Target career he was motivated by Core Drives 2: Development & Accomplishment, Core Drive 3: Empowerment of Creativity & Feedback, and Core Drive 7: Unpredictability & Curiosity, so the unexpected responsibility of guiding four potential hires through a 10-week project aligned with his motivational wiring.

From the start, he planned to make the internship experience great. He’d been an intern and had ideas about how to improve various stages of the 10-week process. While there were some protocols to follow, he nevertheless intended to add his own creative approach on top. He was eager for his first management experience and wanted his intern team to impress people and deliver results.

Continue reading Level II Octalysis for Team Managers