Determinism in the Workplace II: Punishment.

Determinism and the moral imperative to help our fellow humans (not to mention fulfilling a commitment to the success of an organization we are part of) suggests that, when possible or evident, we use our influence to “engineer” circumstances such that we contribute to the success of people within that organization. Now, we can’t change the past (all the events that have led to the current incarnation of the organization or individuals within it) and we certainly don’t have any real precision in predicting the future (exact knowledge of how events and people will interact toward specific outcomes), but still we do know in practical terms a lot about human behavior and what influences it.

Research on moral behavior (e.g., the Milgram experiment) suggests that environmental influences are far more likely to govern the morality of human behavior than individual predispositions (e.g., most people would submit to torturing fellow humans under circumstances which include no threat of physical or egregious harm to them). So, those that are charged with leading or managing fellow humans fail miserably when they do not recognize their responsibility to seek and employ what “laws” of human behavior are extant. One of the most generalized of these laws is that people are more likely to exhibit behaviors that are rewarded. But, let’s begin with punishment, an apt segue way to rewards.

PUNISHMENT
This works in influencing human behaviors. Problem is that punishment alone is generally effective only when the punisher is present. No one I know likes receiving a speeding/traffic ticket and therefore will not knowingly commit these sins within sight of John Law. Yet, no one I know has not rolled a stop sign or exceeded the speed limit when they perceive no police presence.

Further, to eliminate punished behavior, the punishment must be combined with reward for alternate acceptable behavior. I have always loved the sensation of speed whether in a plane rolling down the runway at take-off or in some vehicle charging down the highway at 100+ mph. Reward for this behavior is directly related to the behavior (e.g., in time), however safe driving behaviors are not so immediately/consistently rewarded (fewer mishaps, insurance rates, etc.). Highway statistics tell us that speed kills, yet consumers and automakers continue the trend toward more power and speed that began with the automobile (or horses? or humans?). Imagine if police were charged with catching drivers operating their vehicles lawfully/sensibly and providing some valued reward?

So, to those in management/leadership wishing to influence behavior in their organization the message is simple: Punishment is not an effective tool. It should be used sparingly and then combined with reinforcement/reward for alternate desirable behavior. Reinforcing/rewarding desired behaviors is a far more powerful/effective tool.

In fact, as you’ll see in subsequent posts, management behavior may be the factor influencing/rewarding the very behavior management would like to change.