I keep wanting to use the word "love" in something I'm writing and I'm not doing so. This may be because the term is inappropriate (i.e. it doesn't fit with what I want t describe) or (more likely) I'm a little scared of using this term when attempting to be a serious academic. Let me explain the scenario:
Mark is a fitter in a car plant. He has generally had bad experiences in work (sacking, demotions, ridicule from a previous boss) and so he tends to leave his "heart" (eek!) at the door when he arrives. This doesn't mean he's bad at his job, just that he doesn't really care about it. He's been taught not to care because, when he does, he gets hurt. One example should suffice:
Mark had noticed that it usually took him about 20 minutes to find spare parts because the Spares Room was always in a mess. He came in 45 minutes early each day for a week and tidied all the small parts into a big organiser that he'd built at home. He could now find the bit he wanted in seconds instead of minutes. When he told his boss about it, his boss:
a. said, "if you're going to come in early you should clear up that mess you leave behind you" - refering to the oil, full bins and waste that was not Mark's job to clear up but that always annoyed his boss.
b. mentioned to one of the directors that he (the boss) had told Mark to do this and that it represented a £xxx saving over 5 years
c. increased Mark's targets to occupy his time during the extra hour that this would save him each day.
d. (and this irritated Mark more than anything).... didn't say thank you.
So, Mark doesn't put himself into the job anymore. He doesn't come up with ideas, he doesn't care, and he doesn't love (there... I said it) his job. Mark now has a new boss but Mark's been hurt to many times to bother trusting this new boss any more than the last. And who can blame him?
Now this is, I believe, the central problem of millions of companies across the world. Demotivated workers who cocoon themselves against being hurt at work. These cocooned workers don't do extra work (unless they're paid for it), they don't come up with new ideas (because there's no point) and they have little enthusiasm for what they do.
The billions of pounds represented by the guru manager textbook market seem, to me, to all be focused on overcoming this fundamental problem: how do you make people love ? The irony is that all the great academics, businesspeople and thinkers miss the answer that any lovestruck 15 year old could give them, which is, "you can't".
Mark is a fitter in a car plant. He has generally had bad experiences in work (sacking, demotions, ridicule from a previous boss) and so he tends to leave his "heart" (eek!) at the door when he arrives. This doesn't mean he's bad at his job, just that he doesn't really care about it. He's been taught not to care because, when he does, he gets hurt. One example should suffice:
Mark had noticed that it usually took him about 20 minutes to find spare parts because the Spares Room was always in a mess. He came in 45 minutes early each day for a week and tidied all the small parts into a big organiser that he'd built at home. He could now find the bit he wanted in seconds instead of minutes. When he told his boss about it, his boss:
a. said, "if you're going to come in early you should clear up that mess you leave behind you" - refering to the oil, full bins and waste that was not Mark's job to clear up but that always annoyed his boss.
b. mentioned to one of the directors that he (the boss) had told Mark to do this and that it represented a £xxx saving over 5 years
c. increased Mark's targets to occupy his time during the extra hour that this would save him each day.
d. (and this irritated Mark more than anything).... didn't say thank you.
So, Mark doesn't put himself into the job anymore. He doesn't come up with ideas, he doesn't care, and he doesn't love (there... I said it) his job. Mark now has a new boss but Mark's been hurt to many times to bother trusting this new boss any more than the last. And who can blame him?
Now this is, I believe, the central problem of millions of companies across the world. Demotivated workers who cocoon themselves against being hurt at work. These cocooned workers don't do extra work (unless they're paid for it), they don't come up with new ideas (because there's no point) and they have little enthusiasm for what they do.
The billions of pounds represented by the guru manager textbook market seem, to me, to all be focused on overcoming this fundamental problem: how do you make people love ? The irony is that all the great academics, businesspeople and thinkers miss the answer that any lovestruck 15 year old could give them, which is, "you can't".
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