We are influenced by the actions of others more than we may care to admit. Many researchers have confirmed that social influence has a powerful effect on our decisions.
We experience many forms of social influence, although we probably don’t think about it. Perhaps you purchased something after hearing about it from a friend or family member. Or you may have joined an organization or club because someone you know is one of the members. Throughout our lives, we have been powerfully persuaded or casually nudged thousands of times to make a decision or take an action because of social influence.
Indeed, the authors of Influencer contend that there are six sources of influence. They refer to one of these influences as social motivation (although most of us think of this as peer pressure).
Let’s review a recent study by Pedro Gardette of Stanford that supports this concept. He wanted to measure the effect of social influence on the purchasing patterns of airline passengers. Continue reading
Image courtesy of Atlantic Training
One of my summer jobs was working at a busy warehouse, filling wooden pallets with various orders of canned fruit or juice products. Forklifts then loaded the pallets on a trailer for shipping.
I remember the day I filled out the employment application. The job was on second shift. It was hard to find anyone who wanted to work these hours, so I was hired. The woman from human resources asked me if I could start working the same night. I showed up 30 minutes before my shift for orientation. While I don’t recall everything that was said, the supervisor’s safety expectations were memorable. The speech from Lyle went something like this:
“Most of these guys have been working here for more than 15 years. So ask them anything you want to know. The work isn’t that hard, but you can expect to get a few minor injuries before the summer is over. Nothing serious – maybe a gash from a box cutter or a sore toe from a case that is dropped accidentally. No open-toed shoes, by the way. There’s a first aid kit in the break room. If you need something more than a bandage or ointment, come see me. Now look, the number one thing you need to remember is that those guys running the forklifts are moving fast. The sooner we get these trucks loaded, the more time we all have at the end of the shift to relax. So stay clear of them at all times. They have the right-of-way in the aisles. Any questions?”
What questions would an 18-year-old ask? I had none.
Imagine you are part of a team that has been assigned a particularly difficult maintenance job. It will take three craftsmen at least eight hours to complete this task. Your supervisor (Jeff) is coordinating a long list of planned jobs as part of a large shutdown. Before you go to the work site, Jeff provides a pre-job brief:
“OK, guys – listen up. We have to replace the large pump in the northwest corner of the basement. As you know, it’s in a very tight space with no head room and there isn’t much ventilation or lighting down there – so make sure you hook up a fan and some temporary lighting. This is a critical path job, so I need you guys to get started on it ASAP. The guys on the production line will be waiting on this job before they can start back up. We’re behind on shipping customer orders, so there’s some heat from upper management to get in, get out, and get running. Don’t take any more time than is necessary to get the pump changed out. Keep any breaks to a minimum. I know you guys always work at a good pace. That’s why I teamed you up on this job – to get it done quickly. I’ll be checking on the job every hour to see if we are on schedule. If you need anything, get me on the radio and I will rush whatever you need to the work site. If you run into any problems and aren’t sure what to do – use your judgment and do whatever takes the least amount of time. I know I can count on you guys to get this job done right and on time. I gotta go … but don’t hesitate to yell if you need anything!
Oh…. and be safe.” Continue reading
Family doctor visits usually have one of two purposes: either you are having a routine check-up to make sure that everything is okay with your health (preventive care) or you have an illness and your doctor wants to find the cause (diagnostic care). We can use health care as a metaphor to consider the approaches that we take when having a safety conversation.
A doctor who is diagnosing an illness or disease relies upon a series of questions and tests. If she suspects heart disease, for example, she may inquire about the patient’s smoking, eating, and exercise habits. She will also want to understand the patient’s family health history. These provide clues that may support her initial diagnosis, which can be confirmed with further testing.
Using this analogy, many supervisors and managers focus on providing diagnostic services when it comes to safety. After someone has an injury, they ask a series of diagnostic questions, aimed at determining why the injury occurred. What were the factors that may have contributed to the injury? Did they have a history of other injuries? Did they make choices that increased their risk of injury? Continue reading
All of us know about the importance of giving and receiving feedback. If the goal is improved behavior or performance, effective and timely feedback is essential. Most of what we read on this topic is focused on how to give feedback. There is considerably less advice on how to get useful feedback from others.
Most of us are not well equipped to receive feedback in a way that encourages people to be truthful. The person giving the feedback can easily be dissuaded from sharing the truth with you. The difference between receiving qualified feedback versus unvarnished feedback is determined by your reactions to the person who is giving the feedback. Without an honest assessment, it is difficult to change our personal behaviors that target our weaknesses.
Peter Bergman recently summarized some key actions that the receiver of feedback can take which will significantly increase the likelihood that the feedback will be useful. According to Bergman, there are five ways that we can improve the way that we receive feedback.
Have you ever been a victim of this circumstance?
Senior leadership issues a clarion call for new ideas. “We need to generate more revenue!” Or more likely, “Our costs are too high and we want your input on how to cut our expenses!” But this is not just any request to submit some ideas into a suggestion box or idea database. Instead, there is a sense of urgency and perhaps even an expectation that every person contributes. Groups across the organization are assembled for brainstorming sessions. Perhaps edicts are issued. “No one can leave the room unless they submit at least 5 ideas.”
What’s the outcome of these sessions? Often it is disappointing. Sure, the quantity of ideas is impressive. But what about the quality? The same recycled ideas are offered, with nothing offered outside existing paradigms. Continue reading