The six main reasons people work are: play, purpose, potential, emotional pressure, economic pressure, and inertia. The 3P are the good motives to be maximized , while the other 3 are the bad ones to be minimized.
1.乐趣Play 工作即乐趣，工作游戏化，工作娱乐化，找到工作本身的乐趣很关键。Play is our learning instinct, and it’s tied to curiosity, experimentation, and exploring challenging problems
2.初心Purpose is when the direct outcome of the work fits your identity. You work because you value the work’s impact. 知道自己为什么工作，工作带来的价值和影响，能让我们以终为始，方得初心。工作本身符合自身的价值观和身份认同，能够保持激发热忱，应对工作中的困难和挑战
3.潜力Potential is when the outcome of the work benefits your identity. In other words, the work enhances your potential. 每个人都有发展自我的需求，找到工作与发展的联系，能让我们将工作当养料滋养自己的成长，而不是损耗消耗自己的能量。
Since these three motives are directly connected to the work itself in some way, you can think of them as direct motives. They will improve performance to different degrees. Indirect motives, however, tend to reduce it.
Emotional pressure is when you work because some external force threatens your identity. If you’ve ever used guilt to compel a loved one to do something, you’ve inflicted emotional pressure. Fear, peer pressure, and shame are all forms of emotional pressure. When you do something to avoid disappointing yourself or others, you’re acting on emotional pressure. This motive is completely separate from the work itself.
Economic pressure is when an external force makes you work. You work to gain a reward or avoid a punishment. Now the motive is not only separate from the work itself, it is also separate from your identity.
Finally, inertia is when the motive is so far removed from the work and your identity that you can’t identify why you’re working. When you ask someone why they are doing their work, and they say, “I don’t know; I’m doing it because I did it yesterday and the day before,” that signals inertia. It is still a motive because you’re still actually doing the activity, you just can’t explain why.
These indirect motives tend to reduce performance because you’re no longer thinking about the work—you’re thinking about the disappointment, or the reward, or why you’re bothering to do it at all. You’re distracted, and you might not even care about the work itself or the quality of the outcome.
We found that a high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, and inertia. This is known as creating total motivation (ToMo).
让我们为乐趣、为初心为成长而工作，减少因为习惯、经济压力和心理压力而工作。
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