Implementation

This page “Implementation” covers the trip between milestone two, attained, and reaching Milestone three. It is the section of the pilgrimage to Plan B where the restored MitM transfers the sociotechnology of Plan B as he has validated it by testing, to his staff of potential force multipliers. Efforts invested up to this point have been preamble.

The psychological switch between Plan A and Plan B is where the benefit package of the revenue crew gets fully realized and streaming. Even with the most inspired foremen, the workforce lags the enlightenment of its leader by a nominal two months. Since they are not MitMs, it takes some consistent experience with its born-again keystone to trust the new deal enough to commit to it themselves. While committing to Ca’ canny is instantaneous, switching to the instinct of workmanship takes whatever time it takes. This is where the fellowship of MitMs really pays off.

Social behavior is context-driven. Context shapes the choices you make and everyone else in your social system. Since context cannot exert two influences at the same time, understanding the context-action choice connection enables reliable predictions. Trustworthy foresight is the lubricant of Plan B prosperity.

In practical experience, when the majority of workers in one revenue crew makes the switch, the rest quickly follow suit. The way word gets around society today, when the first revenue crew takes the plunge, the other revenue crews represented in the FLLP will promptly do the same. This amazing cascade illustrates the power of fast-acting, positive reciprocity. This delightful condition means the scope of benefits of your enterprise continues to increase by itself. As it jumps between production departments in the organization, it jumps from the organization to the other organizations it interacts with. Positive reciprocity infects the workers family life, spreading about the community.

Experience shows that even regulatory agencies are favorably biased toward a Plan B organization. Transparency and desire for improvement stand in great contrast to the opacity and cover up they routinely encounter with Plan A organizations.

The unavoidable revenue-crew lag means that the streaming benefit package matures about 4 months after the start of the FLLP.

 

Implementation

  • Spotlight on revenue crew
    • Milestones/project objectives
      • Milestone Three: workforce converts to Plan B
    • FLLP 3-6
    • Concepts and tools
    • Measure Plan A baseline
      • The ∆ chart parameters

 

It is of utmost significance that science finds nothing to say about the Franceschi Fitting (FF). The connector between wish (concept) and the tangible, operational reality is ignored as if it didn’t exist. While everyone knows it’s there, because stuff gets done, it remains undiscussable in the halls of science. Lifting this socially-conditioned blindspot reveals a great deal about social status and its retinue of class distinctions. It is why a MitM trusts another MitM.

It is the FF that makes the MitM a keystone of social system behavior. Only the keystone has the responsibility for the translation of ruling class delusions into tasks the workforce can do. To control social behavior by controlling the context of work is the source of MitM power. Since , for the MitM, things are already as bad as they can get, all MitMs are beyond the threat of social punishments for changing things . To contribute in Plan B, only truth and transparency work.

The magic in the transmutation to Plan B is the approach.  It is knowing where things must start and the sequence of milestones that must be attained. To people caged in Plan A, none of the necessaries are obvious. To keystones all the necessaries are obvious.

The instinct of workmanship

In 1910, Thorstein Veblen was strongly encouraged by his peers to produce a book about this instinct. He recognized that pride of workmanship is part of the Stone Age genome we all inherit. Ever since his book was published, the Establishment has gone out of its way to deny this instinct exists. The notion that lower-class man could be self-motivated to do good work went against the higher-class narrative about the untouchables of society.

The documentation record left by sociology speaks for itself. Talk about the honorable savage is avoided. The parallel to Stanley Milgram’s work on obedience to authority is exact. Obviously, the Establishment owns academia. Accordingly, consumers are socially conditioned to denigrate the producing class. Now that producers are the minority of the population, the animosity is fodder for the media, also owned by the Establishment.

Since the instinct of workmanship is inborn, it shows how effective brainwashing can be to make people deny reality. Meanwhile, the reality of the instinct carries on in everyone. This blindspot is just one of many conflicts with reality infused by socialization. A century ago, H.S. Dennison caught on to this aspect of human nature and turned it to account.

“Very considerable chances to increase men’s productive efforts lie in the cultivation of a sense of craftsmanship. The group of motives connected with the possibility of pleasure in productive activity has been much neglected since the industrial revolution. Jobs have created themselves out of the demands of mechanics alone and have only accidentally become such that men or women, being what they are, could take any interest and satisfaction in them.

When a fraction of the study and ingenuity which has been applied to mechanics has been applied to the dispositions of men at work, we may expect such modifications of job characteristics as will increase the number of cases in which satisfaction can be found in the job for its own sake. When we get to know mankind as well as we know materials, it will be possible to adapt job methods to men’s natures and to improve the selection and placement of men so that the total appeal the job makes so they will be strengthened.

Selection, job analysis, and placement have made a beginning of adaptation by choosing men and women of natures appropriate to existing jobs—the nimble for quick-motion work, the phlegmatic for unvaried repetitive work and so on; and even in this very early stage of the application of psychology to the working life, suggestions have been developed to alter some jobs so that they will be suitable for more people. How widely the desire to express one’s self through manual activity runs through men and women is impossible to estimate under the conditions business has developed since the industrial revolution.”

Group affinity

“Men are, with few exceptions, extremely sensitive to the attitudes of their fellows. They find it very important so to behave as to avoid the ill-will of the groups with whom they work and live. Good repute with the boss at the cost of bad repute with the gang will be sought in only a minority of cases: the boss is not always there; the gang is. What the gang seems to approve appears first in its own behavior. Each member will, therefore, find an example before him which he for good or ill is strongly induced to follow. Moreover, incentives to action or inaction, derived at first from example, can in time turn into habits which furnish their own drive.

The effects of this group influence, whether favorable or unfavorable to the purposes of the organization, whether to be utilized or opposed, are not lightly to be disregarded. Desire for the good opinion of co-workers is one of the more frequent causes of restriction of output. Where there has been aroused no general desire for the success of the organization, or where management has allowed feelings of antagonism to develop, productive skills will cause little enthusiasm and some derogation among a man’s fellow workers, to the pressure of which most men are very sensitive. On the other hand, the desire for the good opinion of one’s fellows is a spur to effort where group attitude favors the organization—where there exists what in armies and in industrial companies is called a good morale.

One factory experiment has been reported in which a physical division of workers was made according to productivity groups, by putting together in separate parts of the room all Grade-A men, all Grade-B, and so on. So powerful an influence did this device prove that special provisions against overstrain were found necessary. There are increases in speed and quantity of physical work; but for the more intellectual tasks there is no improvement and with a few people an actual impairment, especially in quality. The good effects are “greatest for the least able workers and least for the most.

The effects of group influence exist among executives as well as among the rank and file, though usually in forms less obvious but more far-reaching. Any dishonesty, lack of consideration, looseness, and self-seeking are so much intensified by the reverberative effects of group example and group opinion that until changes are to be planned for in a considerable part of the group, it is often useless to attempt them in isolated cases.

Where there is developed among a working group some degree of mutual liking, there is obviously an extra incentive. For the attitude of friendliness is as tonic and releasing as that of dislike is restrictive. Part of the economic value of company athletics, club facilities, and social activities lies here. To offer a wide variety of contact points is to increase the chances that friendly contacts will develop.

A man’s place in a working organization can seldom lay claim to all of his emulative desires, but it can be so planned as to excite a considerable part of them, instead of squelching them as is too often the case. Most people have a decided inclination to live up to what they think is expected of them. When this expectation is very indefinite a valuable spur is lost. But when sound and acceptable standards for any task or group of tasks are set and made known, the effect is very real and sometimes extraordinary.

Quite aside from any bonuses which might be paid, good task setting by itself usually causes gains in output. Task setting, therefore, is particularly worthwhile for work of such a nature that payment by results is impracticable. To assign and clearly define accountability or responsibility of a department head is setting his task for him. To arouse his sense of responsibility is to set before him the type of behavior which must be followed if social respect is to be gained.

Although man usually wants to be one of a crowd, besides that desire runs a demand, that at least some part of the crowd consider him as something more than one of a crowd. Most men would give up many comforts rather than be counted as one ten-thousandth of ten thousand people; and for women no small part of the joy of motherhood is made up of the feeling of indispensable value, of irreplaceability, of uniqueness.

We all like to feel important to someone; at the very least, most of us want our names and birth dates and death dates on our tombstones—to identify us, to single us out; at the best, we want in our lives a sense of worth wholeness. Hence, any special recognition of a man’s work as unusual has great influence upon him, and just commendation at reasonable intervals may afford a wholesome and necessary nourishment to his ego.

Self-respect is heavily dependent upon the degree of respect one can command from other men; not from all men in the community, necessarily, but rather from selected groups. The choice of the types or groups of men whose respect he seeks is a determining influence upon every man’s character. Neighbors, lodgemates, union, church, co-workers, and the press, all may lay claim upon his ambitions, sometimes causing severe inner conflict.

In his attitude towards his wage rate a factory employee, especially one of higher grade, is very distinctly influenced by the demands of his self-respect for a proper acknowledgment of status or of his special skill. General readjustments of wages can cause trouble as easily by disturbing the existing scheme of relationships between the rates of different jobs as through their more direct economic effects. Very often the employee will risk, in a fight for a raise or against a reduction, more than can be defended on financial grounds alone.

He will sometimes, also, prefer to sacrifice something in his wage, to be where he can feel that his value is appreciated. The old employee is especially sensitive to the degree of acknowledgment his worth commands. After retirement a meager pension may gain value in his eyes because regarded as a distinction and a recognition. In one case the son of a pensioner had become amply able to support his father, but arranged to send his personal check to the company monthly in order that the older man might still have his pride gratified by the receipt of his regular company payments.”

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