3.As a manager its important not to judge employees based on your expectations.If you do the Pygmalion effect or the Golem effect may occur.Think back at a situation on the job or at school in which either you or your supervisor/ teacher had expectations that led to one of these self fulfilling prophecies exactly what happened? How was everyone involved get affected both positively and negatively?
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Most parents are aware that teachers’ expectations about individual children become self-fulfilling prophecies: If a teacher believes a child is slow, the child will come to believe that, too, and will indeed learn slowly. The lucky child who strikes a teacher as bright also picks up on that expectation and will rise to fulfill it. This finding has been confirmed so many times, and in such varied settings, that it’s no longer even debated.
Self-fulfilling prophecies, it turns out, are just as prevalent in offices as they are in elementary school classrooms. If a manager is convinced that the people in her group are first-rate, they’ll reliably outperform a group whose manager believes the reverse—even if the innate talent of the two groups is similar.
J. Sterling Livingston named this 1969 article after the mythical sculptor who carves a statue of a woman that is brought to life. His title also pays homage to George Bernard Shaw, whose play Pygmalion explores the notion that the way one person treats another can, for better or worse, be transforming. In his article, Livingston notes that creating positive expectations is remarkably difficult, and he offers guidelines for managers: Focus special attention on an employee’s first year because that’s when expectations are set, make sure new hires get matched with outstanding supervisors, and set high expectations for yourself.
In George Bernard Shaw’s Pygmalion, Eliza Doolittle explains:
“You see, really and truly, apart from the things anyone can pick up (the dressing and the proper way of speaking, and so on), the difference between a lady and a flower girl is not how she behaves but how she’s treated. I shall always be a flower girl to Professor Higgins because he always treats me as a flower girl and always will; but I know I can be a lady to you because you always treat me as a lady and always will.”
Some managers always treat their subordinates in a way that leads to superior performance. But most managers, like Professor Higgins, unintentionally treat their subordinates in a way that leads to lower performance than they are capable of achieving. The way managers treat their subordinates is subtly influenced by what they expect of them. If managers’ expectations are high, productivity is likely to be excellent. If their expectations are low, productivity is likely to be poor. It is as though there were a law that caused subordinates’ performance to rise or fall to meet managers’ expectations.
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