A manager I once knew would always use the same technique to motivate his team irrespective of the way they performed. He had come to this conclusion after many years of management.
When his production staff had a disastrous run – he would use harsh words to try and get them ‘fired’ up again. He would then see an improvement in performance in the person. However, when people in his team were doing well, he would use the same harsh technique to try and keep performance going at a high level. Not that performance did stay high – it didn’t. But he had noticed that when he used to praise team members, performance would drop. He had come to the conclusion that performance seemed to drop less when he used the same consistent critical method.
Like my blog on causation v correlation, what this had done was forgotten about the concept of . It is a common problem. It explains returns on an annual basis, why some people think homeopathy works (it doesn’t!) and why sports people who are labeled as ‘stars’ tend to have a poor subsequent season.
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