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We've fostered generations of managers with robust analytical skills and poor social skills, and we don’t seem to think that matters.
Interestering article, creating consiousness yet again highlighted from an individual angle. When does the collective and its multiplier come in play? Because you know: We are all one.
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For a long time, we believed that people were rational, logical agents, driven by self-interest, greed, and desire. In recent years, we have begun to realize that people have another driver that is of equal, if not greater, importance: the drive to be social.
The studies tell the story:
a) Giving to charity activates the brain's reward system more than winning money.
b) Painkillers like Tylenol relieve social pain the same way they relieve physical pain.
c) Being socially rejected can lower your I.Q. score by 20% and cut your GRE score nearly in half.
d) Seeing a friend regularly has the same effect on our well-being as making an extra $100,000.
e) Volunteering to help others regularly produces the same increase in well-being as making an extra $50,000.
f) When an employee meets a person who benefits from their work, that employee can double their productivity.
g) People will pay $30,000 to be recognized as a high-status employee.
h) And, finally, being socially connected is literally as good for your health as quitting smoking.
Social activity matters more than we have realized. Yet institutions and organizations, from political systems to hospitals, schools and corporations, have been built based on a different set of beliefs:
a) that people are motivated by money,
b) that physical -- not social -- health is most important
c) and that social needs are "nice to have."
A boss who knows what his staff members really care about will be able to develop a better team environment.
We are deeply social beings, with social needs mattering more than physical needs in many situations. Maslow may have been wrong: Social may not be up the pyramid, it may be down at the base with physical needs. Until this insight makes its way into how we design our institutions, we may continue to see less than 30% of people in our organizations actively engaged in their work.
Some of our long-held beliefs about human motivation may be wrong....
and it really all comes down to the ability to be flexible with your communication so that you can interact with evryone in a way that reduces conflict and increases buy in.