Why it's time to forget the pecking order at work
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1) An experiment with chickens showed that selecting individually productive chickens and grouping them led to all but three chickens being killed by the most dominant, as their success suppressed others. 2) Research on group problem-solving found the most successful groups had balanced participation, women members, and social sensitivity - not the highest IQs. Developing social capital through trust and relationships enhances group performance. 3) Examples show the benefits of social connectedness at work, like increased profits when a company synchronized breaks to enable socializing, and replacing rivalry with developing social capital.
Why it's time to forget the pecking order at work
- 1. pecking order Why it’s time to forget the Margaret Heffernan at work
- 3. He wanted to know what could make his chickens more productive, so he devised a beautiful experiment. An evolutionary biologist at Purdue University named William Muir studied chickens.
- 4. Chickens live in groups, so first of all, he selected just an average flock, and he let them alone for 6 generations.
- 5. But then, he created a second group of the individually most productive chickens —you can call them superchickens— and he put them together in a superflock, and each generation, he selected only the most productive for breeding.
- 6. 6generations After had passed, what did he find?
- 7. They were all plump and fully feathered and egg production had slightly increased. Well, the first group, the average group, was doing just fine.
- 9. They’d peck the rest to death. The individually productive chickens had only achieved their success by suppressing the productivity of the rest. Well, all but three were dead.
- 10. For the past 50 years, we’ve run most organizations and some societies along the superchicken model. And the result has just been the same as William Muir’s experiment: We’ve thought that success is achieved by picking the superstar, the brightest men, or occasionally women, in the room, and giving them all the resources and all the power. aggression, dysfunction, and waste.
- 11. If the only way the most productive can be successful is by suppressing the productivity of the rest, then we badly need to find a better way to work and a richer way to live.
- 12. ??So what is it that makes some groups obviously more successful and more productive than others? That’s the question a team at MIT took to research.
- 13. They brought in hundreds of volunteers, they put them in groups, and they gave them very hard problems to solve.
- 14. What happened is exactly what you’d expect—that some groups were very much more successful than others. But what was really interesting was that the very high-achieving groups were not those where they had one or two people with spectacularly high I.Q.
- 15. Nor were the most successful groups the ones that had the highest aggregate I.Q.
- 16. They showed high degrees of social sensitivity to each other. 1 3Characteristics of successful teams 2 3 The successful groups gave roughly equal time to each other, so that no one voice dominated, but neither were there any passengers. The most successful groups had more women in them.
- 17. The most striking thing about this experiment is that it showed what we know, which is some groups do better than others, but what’s key to that is their social connectedness to each other. So how does this play out in the real world?
- 18. It means that what happens between people really counts, because in groups that are highly attuned and sensitive to each other, ideas can flow and grow.
- 19. Arup is one of the world’s most successful engineering firms, and it was commissioned to build the equestrian center for the Beijing Olympics. Now, this building had to receive 2,500 really highly strung thoroughbred horses that were coming off long-haul flights, highly jet-lagged, not feeling their finest. And the problems the engineer confronted was, what quantity of waste to cater for? CASE: Arup
- 20. He could have spent months talking to vets, doing the research, tweaking the spreadsheet. Instead, he asked for help and he found someone who had designed the Jockey Club in New York. The problem was solved in less than a day. Arup believes that the culture of helpfulness is central to their success. CASE: Arup
- 21. When the going gets tough, what people need is social support, and they need to know who to ask for help. Companies don’t have ideas; only people do. And what motivates people are the bonds and loyalty and trust they develop between each other. When you put all of this together, what you get is something called social capital. Social capital is the reliance and interdependency that builds trust.
- 22. It means that time is everything, because social capital compounds with time. So teams that work together longer get better, because it takes time to develop the trust you need for real candor and openness. What does this mean in practical terms?
- 23. When Alex Pentland suggested to one company that they synchronize coffee breaks so that people would have time to talk to each other, profits went up 15 million dollars, and employee satisfaction went up 10 percent. CASE: Coffee Breaks
- 24. Management by talent contest has routinely pitted employees against each other.Then NOW Rivalry has to be replaced by social capital.
- 25. For decades, we’ve tried to motivate people with money, even though we’ve got a vast amount of research that show that money erodes social connectedness.Then NOW Let people motivate each other.
- 26. We’ve thought that leaders were heroic soloists who were expected, all by themselves, to solve complex problems. Then NOW We need to redefine leadership as an activity in which conditions are created in which everyone can do their most courageous thinking together.
- 27. When the Montreal Protocol called for the phasing out of CFCs, the risks were immense. CFCs were everywhere, and nobody knew if a substitute could be found. But one team that rose to the challenge adopted three key principles. CASE: Montreal Protocol
- 28. 1. There will be no stars in this team. We need everybody. Everybody has a valid perspective. 2. We work to one standard only: the best imaginable. 3. The boss had to butt out, because power can be disruptive. And it worked: ahead of all the other companies tackling this hard problem, this group cracked it first. CASE: Montreal Protocol The head of engineering, Frank Maslen, said:
- 29. We won’t solve our problems if we expect it to be solved by a few supermen or superwomen. Now we need everybody, because it is only when we accept that everybody has value that we will liberate the energy and imagination and momentum we need to create the best beyond measure.
- 30. More information: Oliver Caeymaex CRM Consultant olivier@egg3.be Thank you for your attention Based on a story by: Margaret Heffernan