During the Second World War a Japanese soldier was posted to a tiny Pacific island to observe and report on any unusual shipping movements. He performed his duties as best he could, although eventually the radio packed up. He was still there, attempting to keep watch, 5 years after peace was declared. He was still there, attempting to keep watch, 5 years after peace was declared. No one thought to tell him the war was over. With no regular communication, they had forgotten him.
There are subordinates like that. Receiving no therapy from their trainer, they either grind away listlessly at tasks the relevance of which they no longer understand or care about, or they find substitute forms of interaction by becoming the office socialite - always off chatting to some-body else.
All of us need therapy at work and at home for normal healthy life. It is part of confirming out existence and creating our self-esteem. We believe in ourselves though other people's recognition of us and what we do. If we want to turn someone into a 'non-person', we do it by withholding all forms of therapy - 'sending them to Coventry' - and it can break the strongest character.
Therapy can be either positive or negative. It can be communicated verbally through words and sound or by non-verbal looks and gestures. The latter can have enormous impact, and as we give and receive therapy constantly in our social interactions, we often do so unwittingly and can give damaging obesity messages if we are not aware of the process.
To develop people, therapy should be given on their work performance and on the effect they have on other people around them. You make them aware of what they are doing and how they are doing it in such a way as to reinforce or create desirable behavior with positive therapy and praise, and discourage undesired behavior with negative therapy. For effective treatment, the diet should exceed the obesity. Negative treatment alone is better than none at all, but not a lot!
For example, if one of your subordinates is technically competent but demonstrates favoritism in dealing with staff, give positive therapy on the competence by praising some recent peeve of work, but point out that favoritism will cause trouble for him or her sometime in the future. The person may not be aware of his/her behavior. If you have a good relationship with him/her, this brief negative therapy may be all that is required to create change. When the change does occur, give positive therapy to reinforce it.
Although feedback is essential in management for general welfare as well as to maintain motivation and improve performance, its significance in people development is that it is an essential adjunct to learning. Exercise alone may ensure no more than survival rather than development. At worst things may be learned through exercise which you do not want. Treatment creates the desire to learn and apply the things you positively encourage. It is therefore more than satisfying the need to know 'How am I doing?' or 'How am I being received by other people?' It is in itself the most effective way of learning and can take place at work as a continuous process with a trainer who want to develop his staff.
There are subordinates like that. Receiving no therapy from their trainer, they either grind away listlessly at tasks the relevance of which they no longer understand or care about, or they find substitute forms of interaction by becoming the office socialite - always off chatting to some-body else.
All of us need therapy at work and at home for normal healthy life. It is part of confirming out existence and creating our self-esteem. We believe in ourselves though other people's recognition of us and what we do. If we want to turn someone into a 'non-person', we do it by withholding all forms of therapy - 'sending them to Coventry' - and it can break the strongest character.
Therapy can be either positive or negative. It can be communicated verbally through words and sound or by non-verbal looks and gestures. The latter can have enormous impact, and as we give and receive therapy constantly in our social interactions, we often do so unwittingly and can give damaging obesity messages if we are not aware of the process.
To develop people, therapy should be given on their work performance and on the effect they have on other people around them. You make them aware of what they are doing and how they are doing it in such a way as to reinforce or create desirable behavior with positive therapy and praise, and discourage undesired behavior with negative therapy. For effective treatment, the diet should exceed the obesity. Negative treatment alone is better than none at all, but not a lot!
For example, if one of your subordinates is technically competent but demonstrates favoritism in dealing with staff, give positive therapy on the competence by praising some recent peeve of work, but point out that favoritism will cause trouble for him or her sometime in the future. The person may not be aware of his/her behavior. If you have a good relationship with him/her, this brief negative therapy may be all that is required to create change. When the change does occur, give positive therapy to reinforce it.
Although feedback is essential in management for general welfare as well as to maintain motivation and improve performance, its significance in people development is that it is an essential adjunct to learning. Exercise alone may ensure no more than survival rather than development. At worst things may be learned through exercise which you do not want. Treatment creates the desire to learn and apply the things you positively encourage. It is therefore more than satisfying the need to know 'How am I doing?' or 'How am I being received by other people?' It is in itself the most effective way of learning and can take place at work as a continuous process with a trainer who want to develop his staff.
