| "If the mind really is the finest computer, | | | | Psychologist to understand what makes people |
| then there are a lot | | | | tick, thereby providing the means |
| | | | |
| of people out there who need to be | | | | to motivate them to excel. This can be done |
| rebooted." | | | | with simple praise, rewards, and |
| | | | |
| - Bryce's LawINTRODUCTIONIn the world of | | | | recognition. It can also be done through |
| writing there is something called "Writer's | | | | constructive criticism. I have seen |
| Block" where the author | | | | |
| | | | instances where both a cheerleader approach |
| procrastinates on his work and is easily | | | | and a tough taskmaster approach |
| distracted. Hopefully, he overcomes | | | | |
| | | | have worked to positive effect. Some people |
| the problem and tackles his assignment. To | | | | respond to praise, others respond |
| do so, he needs to eliminate | | | | |
| | | | better when their integrity is challenged. |
| distractions and engage his brain to the | | | | Here, the manager has to intuitively |
| subject at hand. The same is true | | | | |
| | | | know when and where to press the right |
| in any endeavor, be it a carpenter, an | | | | buttons of his workers.The manager needs to |
| engineer, or a programmer. The more we | | | | be able to create a sense of urgency, |
| | | | regardless of the |
| can engage the brain, the more we can | | | | |
| produce. The challenge therefore becomes | | | | task at hand. This can be done either by |
| | | | carrot or by stick depending on the |
| how to maximize the use of our brain. By | | | | situation. |
| brain power I am not referring to a | | | | |
| | | | The worker must understand their work is |
| measurement of IQ, but rather to simply | | | | important and adds value to their life. |
| engage what God has given us.LEVELSI may not | | | | |
| be a psychologist, but it has been my | | | | If they feel their work is irrelevant, then |
| observation as a management | | | | their self-esteem will suffer and they |
| | | | |
| consultant that there is essentially three | | | | will put forth little effort to achieve |
| levels by which our brains operate:LEVEL 1 - | | | | anything. One way of implementing this is |
| PRIMALThis represents our basic instincts and | | | | |
| reflex actions as we blunder through | | | | to empower the workers and make them more |
| | | | personally responsible for their |
| life (I call this the "auto-pilot" mode). | | | | |
| For example, we devise a morning | | | | actions and allow them to participate in the |
| | | | decision making process. By |
| regimen where we awaken and prepare for | | | | |
| work. At this level, we are not | | | | creating a sense of ownership, the worker |
| | | | becomes more responsible (and active) |
| at our most alert. Instead, we want to | | | | |
| simply catch up on the news, brush | | | | in their work effort.* Avoid RepetitionAs |
| | | | indicated earlier, repetition can cause the |
| our teeth, dress, and travel to work. | | | | brain to relax. Because of this, |
| Similarly, at the end of the day, we | | | | |
| | | | the manager must consider ways to break up |
| decelerate our activity as we prepare for | | | | the monotony and cause the |
| sleep. In other words, we develop | | | | |
| | | | workers to refocus. Work breaks can break |
| predictable routines to go through day after | | | | up the tedium, perhaps with some brief |
| day without much thought. The | | | | |
| | | | physical exercise thrown in. Scheduled |
| brain is engaged, but far from our maximum | | | | breaks are effective but they too can face |
| output. In fact, we take in more | | | | |
| | | | the problem of repetition; e.g., workers |
| than we put out. This is where we want to | | | | work around anticipated breaks. In contrast, |
| be entertained or informed.LEVEL 2 - | | | | |
| MODERATEThis level represents an equal level | | | | |
| of input and output. The brain is either | | | | unscheduled breaks often have a better |
| | | | effect as it disrupts worker expectations. |
| accelerating (at the beginning of the work | | | | Think |
| day) or decelerating (at the end | | | | |
| | | | of it as a game of "Musical |
| of the work day). At this level we have no | | | | Chairs."Sometimes a simple change of scenery |
| trouble taking instructions and | | | | can help break up repetition. Instead |
| | | | |
| produce an average amount of work, quite | | | | of meeting at the same place over and over |
| often mundane or routine assignments | | | | again, try a different physical |
| | | | |
| simply to pass the time of day. We are also | | | | venue to perk up worker interest.* |
| easily distracted. In the normal | | | | HealthRegardless of how logical we believe we |
| | | | are, the brain is a physical organ |
| business day, Level 2 typically occurs | | | | |
| between 9:00am - 10:00am (as the work | | | | greatly influenced by human health. If we |
| | | | are sick or in distress (perhaps due |
| day begins), 12:00pm - 1:00pm (following | | | | |
| lunch), and 4:00pm to 5:00pm (as | | | | to the death of a loved one, a pending |
| | | | divorce, financial problems, etc.), it |
| we prepare to conclude the work day).LEVEL 3 | | | | |
| - ACCELERATEDThis level represents high | | | | is difficult to focus on our work. The |
| achievement where we are able to concentrate | | | | manager should monitor worker |
| | | | |
| and put forth our best work effort. Here, | | | | mental/physical health and take corrective |
| the brain is fully engaged and our | | | | action. For example, if someone |
| | | | |
| output surpasses our input as we concentrate | | | | is sick, get them to a doctor so they can |
| on the job at hand. In the | | | | begin to mend and become productive |
| | | | |
| normal business day, Level 3 typically | | | | again. Further, the last thing you need is |
| occurs between 10:00am - 12:00pm, | | | | for someone to infect the rest of |
| | | | |
| and 1:00pm - 4:00pm.AVERAGE WORK DAYLet us | | | | your workers with a contagious disease |
| now consider how we use time during the | | | | (e.g., colds, flu, etc.).The manager should |
| average work day and | | | | also look for sleep deprivation in workers |
| | | | and counsel |
| consider how much is used at the various | | | | |
| levels. First, we will divide the | | | | them accordingly. A tired worker will not |
| | | | engage his brain properly. Further, |
| day into three equal increments of eight | | | | |
| hours: Sleep, Work, and Personal Time.REST - | | | | look for signs of drug abuse and depression |
| 8 HOURSDuring this time, the brain is not | | | | that might have an adverse effect |
| truly engaged other than to maintain | | | | |
| | | | on their work.* Minimize DistractionsOne of |
| bodily functions.WORK - 8 HOURSBased on | | | | the manager's responsibilities is to monitor |
| studies we have performed on time management, | | | | the surroundings of |
| we have | | | | |
| | | | the worker in order to minimize distractions |
| found most people in corporate offices to be | | | | and create a suitable environment |
| approximately 70% effective, | | | | |
| | | | to concentrate on their work assignments. |
| meaning in an eight hour work day, they are | | | | To assist in this regards, a Project |
| spending about six hours on | | | | |
| | | | Management system is useful to record both |
| direct work assignments, and two hours on | | | | direct and indirect activities. By |
| indirect activities (time that | | | | |
| | | | doing so, the manager can analyze the causes |
| doesn't contribute directly to their | | | | of worker distractions, plot |
| assignments; e.g., breaks, meetings, | | | | |
| | | | trends, and take appropriate action to |
| taking instruction or direction, | | | | minimize interference. For example, |
| etc.)PERSONAL TIME - 8 HOURSThis represents | | | | |
| time where we perform pet projects and | | | | if a manager detects excessive use of the |
| hobbies, | | | | telephone, he may devise a policy |
| | | | |
| pay the bills, run errands, attend a | | | | to arrest the abuse. He may even go so far |
| function (such as a meeting), | | | | as to hold all outgoing calls.The point is, |
| | | | the manager should constantly monitor and |
| relaxation, awake, prepare for sleep, etc. | | | | analyze |
| During this time we | | | | |
| | | | disruptions and distractions so that workers |
| typically spend two hours of concentrated | | | | can concentrate on their |
| work, and six hours of | | | | |
| | | | work effort.* Avoid TechnologyA recent |
| indirect activities.SHIFTING GEARSThis means | | | | study was performed by Kings College in |
| in a typical work day, we only spend eight | | | | London for Hewlett |
| hours to really exercise | | | | |
| | | | Packard, the purpose of which was to study |
| the brain (Levels 2 and 3). But from a | | | | the effect of technology |
| manager's perspective, we are primarily | | | | |
| | | | on worker performance. According to Dr. |
| concerned with the six hours devoted to | | | | Glenn Wilson, the author of the |
| work. During this time, people will | | | | study:"Results showed clearly that |
| | | | technological distraction diminished IQ test |
| spend approximately three hours operating at | | | | performance |
| Level 2 and three hours at | | | | |
| | | | (mean scores dropped from 143.38 achieved |
| Level 3. This ratio between Levels 2 and 3 | | | | under quiet conditions to 132.75 under |
| will fluctuate based on how well | | | | |
| | | | 'noisy' conditions).""The impact of |
| the worker is able to engage the brain. | | | | distraction was greater for males (145.50 |
| Some people are able to engage their | | | | down to 127) than for females |
| | | | |
| brains at Level 3 for several hours, some | | | | (141.25 down to 138.50). Putting that |
| for only an hour, and some not at all.At this | | | | another way, males were superior in quiet |
| time we have to recognize that thinking is | | | | conditions, |
| hard work. Although Level 3 | | | | |
| | | | females were superior in the distraction |
| is where we want employees to perform at, we | | | | condition. This is consistent with the idea |
| must recognize that nobody can | | | | that women |
| | | | |
| keep it in high gear for an extended period | | | | are better than men at |
| of time. The brain grows weary and | | | | 'multi-tasking'.""Noisy conditions caused a |
| | | | striking increase in self-reported stress. |
| moderates itself, shifting from Level 3 down | | | | Ratings on a 0-10 scale |
| to Level 2 or Level 1.We must also beware of | | | | |
| the "cattle phenomenon" whereby we fall into | | | | of 'stress experienced during the test' |
| | | | increased from 2.75 to 5.5 for males and 4.75 |
| the tedium of repetitive behavior and, as | | | | to 6.75 |
| such, our brains do not progress | | | | |
| | | | for females. Note that in addition to the |
| past Level 2. Consequently, repetition | | | | main effect of conditions of testing, women |
| often leads to laziness."He who joyfully | | | | reported |
| marches to music in rank and file has already | | | | |
| earned my contempt. He has | | | | higher stress levels than men |
| | | | overall."Basically, Wilson's study is saying |
| been given a large brain by mistake, since | | | | that excessive use of technology can |
| for him the spinal cord would suffice." | | | | |
| | | | have an adverse effect on a person's brain |
| - Albert EinsteinSOME RECOMMENDATIONSIt is | | | | power. This is somewhat disturbing |
| the manager's objective to keep employees | | | | |
| operating at Level 3 for as long | | | | as technology now permeates our society. As |
| | | | an example, while traveling through |
| as is practical, thereby producing the best | | | | |
| and most voluminous work products. To do | | | | the airports recently I observed the |
| | | | majority of my fellow travelers "tuned out" |
| so, the manager must minimize distractions, | | | | by |
| relieve tension, and maximize focus | | | | |
| | | | technology. The lion's share of travelers |
| on work (concentration). To this end, the | | | | today make active use of iPods, PDA's, |
| manager should consider the following:* Use | | | | |
| of StimulantsNo, I am not suggesting the use | | | | cell phones, DVD & CD players, and laptop |
| of narcotics in the work place, other than a | | | | computers. It seems fewer and fewer |
| | | | |
| good strong cup of coffee (the rocket fuel | | | | travelers read a book or engage in |
| of industry). However, you want to | | | | conversation anymore. In other words, most |
| | | | |
| create an environment that appeals to the | | | | travelers today are operating at a Level |
| human senses, specifically visual, | | | | 2.If Wilson is correct, and I believe he is, |
| | | | the manager should take notice of |
| audio, touch, even smell. For example, a | | | | |
| well lit and brightly painted room | | | | this adverse effect of technology and |
| | | | discourage the use of such devices, |
| stimulates human senses as opposed to a | | | | |
| dark, dull, lackluster room. A | | | | particularly at break time, and encourage |
| | | | more interpersonal contact |
| painting or office furnishings can add a | | | | |
| touch of class and stress the disposition | | | | instead. Technology has its place, but I |
| | | | tend to believe we rely too heavily |
| of the office. A calm and quiet office, | | | | |
| perhaps with some suitable background | | | | on it. For example, using an automated |
| | | | calculator allows our brain to relax |
| music, can help people focus as opposed to a | | | | |
| loud and boisterous environment. | | | | while the machine performs the math. Too |
| | | | often I have seen people reach for a |
| Ergonomically designed office equipment can | | | | |
| have a positive impact on employee | | | | calculator to perform a simple computation |
| | | | as opposed to working it out with |
| behavior. But be careful not to introduce | | | | |
| too much comfort as it might put people | | | | paper and pencil. They simply do not want |
| | | | to engage their brains. Further, I |
| to sleep. To illustrate, I do not have a | | | | |
| problem with hard chairs that force people | | | | have seen whole engineering departments come |
| | | | to a standstill when power |
| to sit up and pay attention.Encourage mental | | | | |
| gymnastics during the day. Perhaps some | | | | outages brought their computers down. Do |
| friendly debate | | | | they really lack the skills to continue their |
| | | | |
| or the solving of a problem. It has long | | | | |
| been known that puzzles, crosswords, | | | | work? Not really; their minds have simply |
| | | | been turned off by the |
| chess and checkers, and the like help | | | | technology.CONCLUSIONThe human brain |
| stimulate the human brain. Simple, basic | | | | distinguishes us from the rest of God's |
| | | | creatures. It is |
| social intercourse can work wonders in terms | | | | |
| of stimulating the mind.Consider room | | | | sad when we do not use it to its full |
| temperature; if too warm or too cold, it will | | | | potential. How the brain shifts |
| become distracting. | | | | |
| | | | between Levels 1-2-3 is something we control |
| But keep the room more cool than warm as it | | | | ourselves. We can |
| forces you to stay awake. Also | | | | |
| | | | elect to engage it and aspire to achieve, or |
| consider the amount of available oxygen | | | | not to engage it and |
| which stimulates the brain.Another area to | | | | |
| review is nutrition. Make sure workers are | | | | become lazy and complacent. It can also be |
| eating the right | | | | engaged due to circumstances |
| | | | |
| foods in the right amount. Large meals tend | | | | and affected by others, such as our friends, |
| to put people to sleep immediately | | | | family, fellow workers and |
| | | | |
| afterwards.Basic exercises can also enhance | | | | manager.How a manager manipulates his |
| both physical and mental acuity. Many | | | | worker's brain power is analogous to |
| | | | |
| companies now offer in-house facilities for | | | | a mechanic fine-tuning an automobile. He is |
| such programs.Understand this, employee | | | | simply trying to get the |
| breaks are not all bad. It gives the worker | | | | |
| an | | | | most out of it. Hopefully, we can give the |
| | | | mechanic something to work |
| opportunity to get away from his work, clear | | | | |
| his head, and return with a | | | | with; if not, we'll be scrapped."The more |
| | | | you use your brain, the more brain you will |
| better focus. Of course, there will be | | | | have to use." |
| those employees who will abuse this | | | | |
| | | | - George DorseyFor additional information on |
| privilege and, because of this, the manager | | | | the use of time, see the following |
| has to constantly monitor the | | | | |
| | | | "PRIDE" Special Subject Bulletins:No. 18 - |
| use of breaks.Ultimately, the corporate | | | | Being 'Effective' with Project Scheduling - |
| culture has a profound effect on the | | | | Apr 04, 2005 |
| stimulation | | | | |
| | | | 17 - Taking the Mystery out of Estimating - |
| of workers. If the right environment is | | | | Mar 28, 2005 |
| established, you can turn lethargic | | | | |
| | | | Bryce is the Managing Director of M. Bryce |
| workers into "movers and shackers."* | | | | & Associates (MBA) of |
| MotivateIt is necessary for the manager to | | | | |
| encourage workers to rise to a challenge | | | | Palm Harbor, Florida and has 30 years of |
| | | | experience in the field. He |
| and work harder. To this end, the manager | | | | |
| must play the role of Industrial | | | | is available for training and consulting on |
| | | | an international basis. |