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