The desk lamp was removed.
Under conditions relying solely on natural light.
Workers' output is still rising.
This is very puzzling.
It seriously conflicts with management theories.
With a favorable environment, production should increase, without a doubt.
Otherwise, they wouldn't have spent so much money building a better factory.
But the problem now is...
How can production increase when the environment is deteriorating?
Not only the factory owner was bewildered by this result.
The professors and experts in the workshop were also dumbfounded.
Why? By what right? I just can't figure it out.
Then.
The professors and experts then fiddled with the desk lamps back and forth in the workshop.
Whether it becomes brighter or darker.
Compared to before, production efficiency has indeed been increasing.
Finally, a professor discovered it.
Whether you adjust the brightness of the light or change the angle of the light.
Or you could just touch the light.
Both can improve worker productivity.
Oh my god, this has turned into a magic lamp!
The experiment came to a standstill, and the research stalled.
Simply looking for management patterns in quantitative relationships leads to a dead end.
later.
These professors then found a highly skilled person.
A psychology professor.
The attempt is to step outside the framework of management and let other disciplines explain this matter.
After hearing about this experiment, the psychology professor...
He succinctly stated the most insightful point: This has nothing to do with the light. It's mainly about people's psychological state.
Prior to this.
Managers never care about the mental state of their workers.
All the managers are preoccupied with standard production processes, quality, assessments, and performance.
This refers to the current situation of Liu Tiao, Wang Mingzhu, and others.
I never even considered that the person being managed, that is, the worker, is a single person!
These workers all have psychological needs.
The psychology professor pointed out: This has nothing to do with the light, and even less to do with numerical formulas.
It's just a psychological need.
Looking back at the entire Hawthorne experiment now, we find that:
The workers in these factories toiled away at their jobs every day, quietly passing their youth in obscurity.
They work like ants every day.
No one cares about their joys and sorrows.
Nobody cares about their birth, aging, illness, or death.
Therefore, these workers felt that life was boring, tedious, and hopeless.
Then came the decline in performance and results.
Then one day, a group of experts and professors suddenly arrived, dressed in suits and ties, carrying cameras and recording tablets.
Write down the worker's name and record his employee number.
We also need to take a photo, study his work, and pay attention to his performance.
He even claimed that this experiment would be included in a book.
Therefore, these workers felt that they were being noticed and cared for.
My life has become meaningful, and my efforts have been worthwhile.
This sense of meaning and value ignited their passion.
As a result, these workers' productivity increased.
A psychology professor made a bold hypothesis: as long as a professor or expert stands in front of the workers, their efficiency will immediately increase.
Further hypothesis: No experts are needed at all; just find a few thugs, dress them in suits and ties, and put on name tags that say "Professor of XX University".
Just by standing there, sales will increase.
Finally, the factory set up a small room where several people pretending to be experts and professors stood.
All the factory workers took turns going into the room to work.
A miraculous phenomenon occurred.
Workers' productivity begins to increase as soon as they enter this room.
Once outside the room, productivity drops.
Therefore, the Hawthorne experiments offer an important reminder to management: "People's mental state is the key variable in management."
True performance output comes from the improvement of people's mental state.
So how can we improve this?
This requires the care and attention of managers.
Following this experiment, a psychology professor wrote a book called "The Human Problem in Industrial Civilization".
Before the Hawthorne experiments.
In the past, managers focused on how to do things, studying standard processes, creating quantitative formulas, and finding maximum and minimum values.
After the Hawthorne experiments, it was discovered that this was completely wrong and that the line of reasoning was flawed.
We should study how to satisfy workers, build trust, foster loyalty, and uplift their spirits.
How to get someone to be willing to make an effort.
In later generations, a manager who doesn't understand psychology will be considered a failure.
They're too embarrassed to say they're leaders.
Now.
Wu Changfeng's factory and the Hawthorne factory experienced the same problem.
Although I am not an expert or professor, the effect is the same.
There were greetings and expressions of concern.
They also asked the workers what difficulties they needed the factory to resolve.
The workers received care, so production started to rise in the past hour.
Willow Branch kept asking from the side, "What exactly happened?"
Wu Changfeng countered by asking, "How much of your day do you spend wandering around the workshop?"
Willow replied very honestly, "Where would I find the time? Besides, the team leaders below are all very self-disciplined in their management."
"So, they didn't even care about the workers' mental state?"
"Why should I care about the workers' mental state? I'm not a fortune teller, how would I know what the workers are thinking?"
Wu Changfeng laughed and said, "Then do you know why production has increased?"
"How would I know if you didn't tell me? I've been learning from you." Willow Twig pouted.
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