Daniels, A. C. (2016). Bringing out the best in people: How to apply the astonishing power of positive reinforcement (3rd ed.). Ch. 15. Ted is a licensed psychologist who is the Director of Psychological Services for a large service provider. While the great majority of the senior staff in the organization moved up into their positions from within the organization (seemingly as a reward for loyalty to the organization, rather than because they were the best candidate for the position), Ted was hired from outside, given his reputation, accomplishments, and his ability to shake things up if needed. Ted shakes things up in the organization. He discontinues unproductive practices within his department, and he and his staff of 12 replace those with more functional practices. He gets his staff out of duties that consume their time but do not benefit the clients or the organization. He provides his staff with the resources they need to do their jobs, ensures they’re capable of doing those jobs, sets them free to do their jobs, and ensures great things happen when they do their jobs well. Probably most importantly, Ted reports abuse and neglect of those served by the organization when he observes it. All of this – but particularly that last thing, has earned Ted much derision from his coworkers, threats of retaliation, minor disciplinary action from his superiors, and general nasty treatment from those not in his department. Ted is awarded the employee of the month award – surely a sign of the apocalypse. What he gets for this is a choice of $200 or 8 hours of paid leave, and a certificate suitable for hanging. Ted takes the 8 hours, and uses that 8 hours to look for a new job. He stays with the organization, because none of the offers can match his current salary. The nonsense continues. Ted wins employee of the month again six months later – and again takes the 8 hours of paid, leave, and uses that time to search for a new job, which he lands. Based on the content of Chapter 15 – what is wrong here? Why is Ted not grateful, flattered, and greatly enthused by the awards? How might his organization do things differently, if Ted is truly a valued employee?
Daniels, A. C. (2016). Bringing out the best in people: How to apply the astonishing power of positive reinforcement (3rd ed.). Ch. 15.
Ted is a licensed psychologist who is the Director of Psychological Services for a large service provider. While the great majority of the senior staff in the organization moved up into their positions from within the organization (seemingly as a reward for loyalty to the organization, rather than because they were the best candidate for the position), Ted was hired from outside, given his reputation, accomplishments, and his ability to shake things up if needed. Ted shakes things up in the organization. He discontinues unproductive practices within his department, and he and his staff of 12 replace those with more functional practices. He gets his staff out of duties that consume their time but do not benefit the clients or the organization. He provides his staff with the resources they need to do their jobs, ensures they’re capable of doing those jobs, sets them free to do their jobs, and ensures great things happen when they do their jobs well. Probably most importantly, Ted reports abuse and neglect of those served by the organization when he observes it. All of this – but particularly that last thing, has earned Ted much derision from his coworkers, threats of retaliation, minor disciplinary action from his superiors, and general nasty treatment from those not in his department. Ted is awarded the employee of the month award – surely a sign of the apocalypse. What he gets for this is a choice of $200 or 8 hours of paid leave, and a certificate suitable for hanging. Ted takes the 8 hours, and uses that 8 hours to look for a new job. He stays with the organization, because none of the offers can match his current salary. The nonsense continues. Ted wins employee of the month again six months later – and again takes the 8 hours of paid, leave, and uses that time to search for a new job, which he lands.
Based on the content of Chapter 15 – what is wrong here? Why is Ted not grateful, flattered, and greatly enthused by the awards? How might his organization do things differently, if Ted is truly a valued employee?
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