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The kind of motivation you have when you are trying to reach a promotion goal—an achievement or accomplishment—feels like eagerness, an enthusiastic desire to really go for it. Not surprisingly this eagerness is heightened by positive feedback—in other words, the more you seem to be succeeding, the more motivated you become. Increasing confidence heightens your energy and intensity. Negative feedback, on the other hand, dampens your eagerness. Feeling like you might fail saps your motivation. Doubting yourself takes the wind right out of your sails. In pursuit of prevention goals—seeking safety and security—the motivation you have feels like vigilance, a desire to stay clear of danger. Vigilance actually increases in response to negative feedback or doubting yourself. There’s nothing like the looming possibility of failure, the very real likelihood of danger, to get your prevention juices flowing.
Succeed
Heidi Grant Halvorson Ph.D. and Carol S. Dweck
The choice of how you allocate your time to finding new things or taking advantage of things you’ve already discovered is part of the classic explore-exploit problem.[*] How much time should you spend exploring the landscape for new opportunities and how much of your time should you spend exploiting things that are already positive expected value? Exploitation in this sense doesn’t mean manipulating or doing something underhanded. It just means that you’re taking advantage of an opportunity that you already have. For a company that has an established product, resources devoted to continuing to market, produce, and sell that product are spent on exploiting something they have already discovered, like Blockbuster exploiting its profitable business model of renting and selling videos in physical stores. On the other hand, resources spent on research and development of new products or strategies are being devoted to exploration, the discovery of new products or business models the company might pursue. Because companies have limited resources, you can immediately see the importance of figuring out the explore-exploit balance. If they don’t get it right, exploring too little, they stop innovating, sticking with what used to work until they are out of business. Of course, the same is true in our personal lives, with how we allocate our resources of time, money, effort, and attention between exploring new opportunities and sticking with the ones we already have.
Even the most motivated and intelligent student will advance more quickly under the tutelage of someone who knows the best order in which to learn things, who understands and can demonstrate the proper way to perform various skills, who can provide useful feedback, and who can devise practice activities designed to overcome particular weaknesses. Thus, one of the most important things you can do for your success is to find a good teacher and work with him or her.
Peak
Anders Ericsson, Robert Pool
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