So, we ended Part 1 asking a simple question: “is the old man’s story out of date?” Let’s answer
the question this way. There are two and only two psychologies in the world as it relates to creating a workforce “That Willingly, Wholeheartedly and Happily Chooses Effectiveness.”
Part 3a in Creating a Workforce...
Psychology 1: External Control
Consider that almost all of our unhappiness occurs when we encounter people, bosses, managers who have discovered not only what is right for them but also what is right for us. By the way and “yes”, almost all “unsolvable” human problems are relationship problems. A recent article in TLNT Magazine states that when employees leave an organization that they do so 79% percent of the time because there is an issue with a manager, not the company. Personally, I think the percentage is higher. Nonetheless, here is the Operational Premise of Control: Inject external control, punish the people who are doing “wrong”, so they will do what we say is right; then reward them, so they keep doing what we want them to do.
What do people feel when control is applied?
They feel pressured, coerced, manipulated, forced, disapproved of, threatened, blamed, badgered, ranked, graded & rated and criticized. Whether they can articulate it or not, they feel that their personal boundaries have been “bulldozed”. They might describe the experience they are having on the job as “I have no choice”. Regardless, the worker moves ahead albeit discontentedly right up until they leave the company looking for something better. They are likely unhappy, not with the job itself, but with the person or persons they work for or the people they work with and, therefore, the quality and productivity of work declines.
What if productivity can be increased or sustained by replacing “pressure” and control with choosing to care, listen, support, negotiate, encourage, love, befriend, trust, accept, welcome and esteem? What if all of these “warm and fuzzies” could be installed in an organization without lowering goals, expectations or performance? They can be.
Note that everyone who is reading this is likely in a relationship (personally and/or professionally) where you are the “boss” and in
another relationship where you are the bossed. Most likely…your boss uses some level of control psychology “on” you even if they are a benevolent autocrat and you use it “on” others. If external control is the source of so much misery, why do so many of us choose it as our functional and operational system? One, it is what we were raised with from the cradle. Two, the elementary answer is…it works. The powerful get what they want at least short term. The powerless aspire to one day be the powerful and see the “grind” as the path to the top. Plus, the powerless assume, frequently correctly, that to resist would make things worse.
Coming Next… Tap Into Employee Strengths to Be A Better Manager/Leader Now
Coming Soon…Psychology 2: Choice…Increasing Productivity through Choice and Collaboration
NEED A SPEAKER?
Other Related Articles
"Highly Productive, Stress Reducing" Approach to Organizational Development
Adopting and Adapting to the Virtual Workforce by Mark Miller,
Emergenetics (Part 1)Adopting & Adapting to the Virtual Workforce (Part 2) by Mark Miller, Emergenetics
7 Steps to Make Your Meetings Count
Achievement Through Performance Advancements
A Collaborative Workforce Starts with Collaborative Leadership
Contact WindRiver Strategies at 678-608-5416 or email email@example.com