Management Psychology IV. The second of the Psychology of goal management

II. principles of goal-setting 2.1 breakthrough "self-handicapping", with goals and expectations to inspire subordinates ' potential

In our daily life, each of us will have "self-handicapping",
Set yourself a "limit" in your own heart,
This "limit" will imply when encountering difficulties:
"My ability is not enough, I can't do it!"
I do not take this responsibility, let others do it!
Not this time, or next time! ”
These "self-qualification" is one of the important reasons why people can't overcome obstacles and get over difficulties and succeed.
In this case, both yourself and others need encouragement and re-promotion.


Henry Ford once gave the engineers an order to build a 8-cylinder engine.
In the United States at the time, the 6-cylinder engine had been the highest engine, and engineers had accepted the order six months later,
A six-year study was submitted that said the 8-cylinder engine was impossible to produce.
Henry Ford did not give up, but let the engineers continue to study.
But the resubmitted report did not change, or the 8-cylinder engine was not built.
After Henry Ford read the report, arms about.
Tell the engineer that if you can't build it, you'll leave automatically.
After the engineer went back, he studied hard and finally made it a year later.


Psychological analysis of 2.1.1 "self-handicapping"
There are many reasons for the "self-handicapping", the main reasons are four:
1. After many failures, feel that their limits are there, thus losing confidence and morale, stalled;
2. Fear of what has not been experienced, unknown areas, and self-confidence, will lead to negative perceptions of the outcome and, in turn, negative treatment of action.
3. There is no direct objection to the target's disapproval.
4. There is no spontaneity and self-consciousness about things. Feel that the success or failure of the matter has little to do with, so it will only be pushed by others, go for a moment.


The practical method in 2.1.2 Management
There are many ways to help yourself, others, or subordinates break through the "self-handicapping" approach in organizational management.
First of all, we must find the unreasonable reasons of "self-handicapping", analyze, communicate, identify deficiencies or mistakes and build up confidence.
In fact, to set the visible, self-consciousness and spontaneity are very high specific targets.

2.2 Have the motivation to have a goal, need to set clear goals

When we have no clear guidelines and goals, we lose our enthusiasm and motivation to work.
In an organization, if you have a clear goal, and you constantly compare your actions with your goals, you can know that you are shrinking the distance from your goals,
Then the motivation of the Organization will be continuously strengthened, will be autonomous to achieve the goal of the efforts, and actively overcome the difficulties encountered.
For managers, the most important task is to set clear objectives, and supervision and acceptance.


Analysis of 2.2.1 Psychology
By setting clear goals for the organization and challenging the work, the members of the Organization will have sufficient motivation to accomplish the goal.
The managers in the organization need to ensure the clear and relative stability of the directives in order to make the members of the organization understand their work objectives correctly and to develop detailed plans according to their objectives.


2.2.2 Practical method
The goals set in the Organization should be guided by the following principles:
1. Clarity of objectives
A clear goal is to have a project entity, not a general instruction to study, to see if there is a chance to do something.
To measure the project entity, to achieve measures, deadlines, and cost requirements, the organization clearly knows what to do and how far it will be done.


2. The measurable nature of the objective
The goal should be clear and measurable.


3. Realization of objectives


4. Relevance of objectives
Related, linked goals are easier to achieve in terms of completion possibilities.


5. Duration of the target
The goal must be completed with specific time requirements.

2.3 Develop a "jump, get Enough" goal for the organization

Managers need to set out a few goals for the organization, and then let the members of the organization work towards that goal.
Like the CEO of a company, it's usually a three or five-year long-term goal,
And at the annual meeting to say next year's goal, usually will say "next year is the movement", "next year is the financial years" and so on,
In fact, all are phased goals.


In 1984, the Tokyo International Marathon Tournament, Mishi Sanda, a little-known Japanese player, won the championship,
Then he was interviewed and asked why he had made such an astonishing achievement.
Mountain Honda a pair of reporters said he was wise to defeat the opponent, won the championship.


Everyone is not in his answer, think his success is accidental, this statement is even more mysterious.
After all, the marathon is different from other sports, as long as there is good quality and will be able to succeed, skill is not what role.


Two years later, Yamamoto won again in Italy, and his answer remains the same as it was last time.


Until 10, he retired and opened the "secret" in his autobiography,
It turns out that every time before the game, he would take a ride through the course of the race, and write down the eye-catching goals, such as hospitals, schools, etc.,
And mark a good order.
In this way, he will rush to a short-term goal with the fastest speed in the game, thus gaining one advantage after another to become a champion.


This is the same as the "milestone" principle in project management.
Similarly, the goal-setting should follow this principle.

Iii. attention to the implementation of the target 3.1 do not let target performers produce "target tremors"

It is said that people may be too focused on the goal, the more purposeful, the more eager for the success of the goal, the more afraid of their own goals,
Will be more afraid of failure, so excessive tension and overreaction, but will lead to project failure.


This phenomenon is common in life.
Usually test very good college entrance examination students, the results in the most examinations but the examination is not good;
Actors to play a very important performance, too want to succeed, but will not perform well, and the next side of the indifferent person can be played freely.


The practical method in 3.1.1 Management
In this case, managers should be required to dilute the results of attention;
Scatter the target into very small steps.

3.2 Pair of strong subordinates, you can consider using dared

As the new president of the steel group, he is aware of the production of subordinates,
It was found that a factory of the same size as other steel mills had the lowest output.
Further understanding found that the plant's director exhausted all methods, but the staff is still no momentum.
So, he wrote the day-shift output of 6 tons with chalk on the floor of the entrance.
The night workers saw the president write the words when they went to work.
Surprisingly, the words on the floor that he saw the next morning became 7 tons of night shifts.
After that, the mills ' workers compared each other and the production increased.


The practical method in 3.2.1 Management
Use "dared" to notice several points:
1. To vary from person to person
Dared applicable people have the following characteristics: strong self-esteem, not willing to give up easily, easy emotional, ability but not high enthusiasm.
Dared to work steadily, can be reasonable to see their own people difficult to play a role.
But to cautious, have inferiority tendency, introverted person, do not use dared, will backfire.


2. To seize the opportunity
3. A good sense of propriety

Management Psychology IV. The second of the Psychology of goal management