learn psychology everyday

Chapter 32 Management Psychology--Be a manager who understands people's hearts (3)
"Reader's Digest" in the United States: One night, a doctor suddenly received a call from a strange woman. The first thing the other said was "I hate him!" "Who is he?" the doctor asked. "He is my husband!" The doctor was surprised, so he told her politely: "You have dialed the wrong number." However, the woman seemed not to hear, and continued to say: "I take care of you all day long." Four children, he thought I was enjoying life at home. Sometimes I wanted to go out to relax, but he refused, and he went out every night, saying that he was entertaining, who would believe..." Although the doctor interrupted repeatedly What she said, told her that he didn't know her, but she still insisted on finishing her words.Finally, she said to the stranger doctor: "Of course you don't know me, but these words have been suppressed by me for a long time, and now I finally say it, I am much more comfortable, thank you, sorry to disturb you .”

There will be many desires and emotions in a person's life, but few can be realized or satisfied in the end.Repression, restraining will and emotions, will accumulate energy psychologically.Although it can be transferred through other means, it will not be eliminated directly.People are often unaware of its existence in the stage of repression and restraint, but if they have not been able to find a way to vent, it will make people form a strong latent pressure psychologically.Excessive depression will cause people to become more and more isolated from the outside world from the depths of their hearts, leading to depression, loneliness, depression and suffocation; once uncontrollable, it will cause them to break through the psychological dam, make people show a kind of abnormal behavior, and even lead to insanity .It is better to unblock than to unblock.

The Hawthorne factory on the outskirts of Chicago in the United States is a factory that manufactures telephone switches. It has relatively complete entertainment facilities, medical systems, and pension systems. However, the workers are still aggrieved and the production situation is not ideal.In order to find out why, in November 1924, the National Research Council of the United States organized a research team with the participation of psychologists and other experts, and carried out a research on the relationship between production efficiency and working material conditions in the factory. A series of experimental studies. The center of this research topic is the "talking experiment". The experts spent more than two years talking to workers more than 11 times, and stipulated that during the talking process, they should patiently listen to the workers' various opinions about the factory. Opinions and grievances should be recorded in detail. Workers’ dissatisfaction opinions are not allowed to be refuted or reprimanded.This "talking experiment" received unexpected results, and the output of the Hawthorne factory was greatly increased.This is because the workers have long been dissatisfied with the factory's various management systems and methods, and have nowhere to vent their dissatisfaction. The "talking experiment" made them vent all these dissatisfaction, which made them feel better and more motivated.Social psychologists call this wonderful phenomenon the "Hawthorne effect."

The "Hawthorne Effect" enlightens us: As a leader, in specific leadership activities, we must pay attention to unblocking the channels of catharsis, and strive to create such a good atmosphere that makes people lively and comfortable, and never block the way of speech.At present, in the face of the competitive pressure of survival of the fittest in the market economy, certain injustice, unfairness, and unhealthy phenomena brought about by the imperfect system, and the huge changes in the lifestyle of modern society, many people may not adapt and feel lost; or Psychological imbalance breeds disappointment; even those who have achieved success in material life also feel that life is empty, boring and boring due to competitive pressure and human barriers, so that they "pick up the bowl to eat meat, put down the chopsticks and scold your mother".All of these show that at present, it is indeed necessary to unblock the channels of venting and let the masses "relax" and "decompress".

In Japan, many companies attach great importance to providing channels for employees to vent their emotions.This is the case with Panasonic.

In Panasonic, all branch factories have a smoking room, in which there is a mannequin that looks very much like Konosuke Matsushita himself, where workers can beat "him" with a bamboo pole at will to vent their dissatisfaction.When he had had enough and stopped, Konosuke Matsushita’s voice would automatically sound from the speaker. This is a poem he himself wrote to the workers: “This is not an illusion. We were born in the same country, with the same heart, and we can hold hands together. To seek peace and make Japan prosperous and happy. There are differences in doing things, but remember that the Japanese have only one goal: national prosperity and harmony. From now on, this is no longer an illusion!" Of course, this is not enough, Matsushita said: "The factory owner himself has to work hard, so that every employee feels: our factory owner works really hard, and we should help him!" enthusiasm for work.

This practice of Japanese companies has been used for reference by companies in many countries around the world.In some companies in the United States, there is a system called HopDay (vent day).It is to set aside a day every month to vent dissatisfaction with employees.On this day, employees can express their feelings to colleagues and superiors in the company. Joking and contradicting are all allowed, and leaders are not allowed to vent their anger on others.This form allows subordinates to vent their pent-up dissatisfaction, which greatly relieves their work pressure and improves work efficiency.

HopDay provides a form of better communication opportunities for everyone and plays a role in adjusting the atmosphere.Therefore, the complaint effect is essentially a communication effect, but this kind of communication occurs more when employees feel frustrated.

Pat Bupner, general manager of a childcare center in Green Bay, Wisconsin, asks his 22 employees out for pizza every other month.Spend an hour at mealtimes for employees to chime in with each other, or offer their views on management issues.They vent their grievances first, which may be "you didn't return the thing you borrowed from me last time", or "you panic when you encounter something" and so on.This is followed by an additional hour of positive insights and suggestions for improvement on emerging issues.This "official catharsis rally" is cheap and effective.

Being able to turn a negative vent into an active offer of advice shows the superiority of the American manager.Of course, whether it is venting or making suggestions, the essence is communication.As long as the channel is unobstructed, good results can be achieved.

To strengthen the "Hawthorne Effect", one must understand the "art of conflict", seize the opportunity of conflict, promote the exchange of emotions and ideas with other characters, create a new life, and effectively exert its positive function.

1. Communication.

Let conflict become an important means of enhancing communication and gain deep information from it.

2. Talk.

When encountering unsatisfactory things in life and work, don't take a blindly suppressed approach to emotions, but talk and vent with family and friends in moderation.As family and friends, learn to listen and treat each other's venting with tolerance.

3. Foresight.

The consequences of the conflict must be fully foreseeable.And take appropriate adjustment measures so that the result does not deviate from the direction.

4. Control.

In the process of conflict, we must master the measure and not backfire.Everyone has a weakest link. As long as your conflicting opponent is not your enemy, never attack the weakest side of the opponent. When conflicting, only focus on a specific theme or a certain thing, and don't get involved in everything , Don’t expose the other’s sores again and again.

5. Transfer.

Conflict should be directed as far as possible towards those seemingly insignificant aspects.We must be good at "shifting positions" and not always "fighting a protracted war" on a certain issue.Stop arguing immediately when there is nothing you can do.If you are still not convinced after the call to stop, you can discuss it on the next day when you are calmer.

6. Humor.

Humor can sometimes achieve extraordinary results, and on many occasions can transform a natural conflict into the good intentions of people.Humor can remind the other party in a conflict that he is engaging in a positive, meaningful, and constructive activity.Humor can help people express their repressed emotions in a legal and elegant way.

Enterprises need mutual recognition, cooperation and trust among employees.People who work together may not be in the same office, but they must work together to form an effectively functioning organization.The estrangement, suspicion, suspicion and conflict between people will not only hinder the full play of individual ability, but also damage the generation of group performance.To avoid these, it is necessary to establish an effective communication channel to motivate employees' work enthusiasm, understand their needs and emotions, and effectively guide and guide them.In this way, it is possible to truly maximize the profit of the enterprise.

Psychology class:
1. There is a lot of pressure and nothing to vent, which will cause dissatisfaction among employees for a long time.

2. Talking out is the best way to vent. When you are under pressure, you might as well speak out.

The horsefly effect - prescribing the right medicine and doing what it likes

The horse-fly effect refers to the fact that no matter how lazy a horse is, as long as it is bitten by a horse-fly, it will cheer up and run forward after being stimulated.The horse-fly effect, derived from Lincoln's conversation, aims to explain that in order for employees to work well, they must first put a "horse-fly" on them to drive them forward.

In 1980, one day after the U.S. presidential election, Senator Salmon Chase went to President Lincoln's office to do business, and when he came out after finishing his work, he was spotted by the big banker Bahn.Bahn has heard about Salmon Chase on weekdays and knows that he is ambitious.So, he came to the President's Office and said to President Lincoln: "Your Excellency, you cannot include this person in the cabinet." Lincoln felt strange and asked, "Why?" Bahn replied, "Because he is conceited, ambitious, and I always think I'm greater than you." Lincoln said, "Do you know anyone else who thinks he's greater than me?" Lincoln said, "I don't know, what do you ask?" Lincoln said, "I'm going to put them all in the cabinet."

Later, Lincoln brought Salmon Chase into the cabinet as he said, and also discovered that Salmon Chase was indeed a man with ambition and ambition. The big banker Bahn was not wrong at all.But Lincoln felt that the character is not important, what is important is the talent of this person, and through his own observation, he found that Salmon Chase was indeed a genius, and Lincoln's employment principle was meritocracy, so he appointed him as the Secretary of the Treasury, Also try to avoid friction with him.

But Salmon Chase was a jealous, power-hungry man who, before the campaign, dreamed of being president, but Lincoln got ahead of him.Later, he wanted to be the Secretary of State, but Lincoln had already appointed Seward, so he had to sit in another chair.As a result, he harbored a grudge against Lincoln, and even wanted to retaliate.

Later, Henry Remont, editor of the New York Times, collected a lot of information about Salmon Chase's infidelity, so he went to visit Lincoln in the presidential palace and told Lincoln: "Salmon Chase is currently very fanatical about seeking the presidency. After hearing this, Lincoln didn't take it seriously, and only said to Henry Remont: "You grew up in the countryside, so you must know about horseflies." Lincoln went on to say that when he was a child, he and his brother were in Kentucky On a farm in his hometown, he plowed the corn field, and he was in charge of yelling at the horse, while his brother plowed the field with the plow.But the horse was lazy, and Lincoln dared not move no matter how hard he drove it.Later, for a while, he ran so fast that Lincoln could barely keep up with the horse.Later, when he got to the field, Lincoln found a big horsefly on the horse and bit the horse out of blood.So Lincoln swatted the horse to death.The brother said very angrily: "Why did you kill the horsefly?" Lincoln said that he didn't want the horse to be so pitiful for being bitten by the horsefly.The brother said: "Do you know why the horse runs so fast?" "It is because the horse fly bites the horse, the horse is stimulated, and it runs because of the pain." From this, Lincoln said meaningfully: "If there is a horse named The 'presidential desire' horsefly is stinging Mr. Salmon Chase, so as long as it keeps Salmon Chase running forever, I don't want to slap it."

(End of this chapter)