Later, once a monkey tried to get enough bananas, and other monkeys gave it a beating. In the end, almost all the monkeys were beaten, and everyone agreed that getting enough bananas would bring the consequences of getting wet. Not touching bananas has become the code of conduct of this group. When the breeder traded a new monkey for an old monkey, the new monkey's interest in reaching for bananas was punished by all monkeys. It looked at this group of people inexplicably and didn't know where it was wrong. When it ate enough bananas, it was beaten and punished.
The breeder changed the original monkeys one by one, but every monkey in the new group was beaten for trying to reach the bananas. Since then, not trying to reach bananas has become the unspoken rule of this group.
Story analysis: The first monkeys were free and lively. They do things according to their own preferences, but the system forces them to converge, and an unwritten internal survival rule is formed: no member is allowed to touch bananas. When a new member joins the organization, everyone is very angry at its wanton violation of this rule of maintaining order, so the new monkey is bound to be beaten harder than the old group; When the second new monkey came, the first new monkey attacked harder than the other monkeys. On the one hand, it is to maintain order blindly, on the other hand, it is to vent the hatred of being beaten. When the cage is full of new monkeys, everyone still sticks to this unwritten rule, and when someone tries to change it, they will inevitably be retaliated and punished.
However, none of the monkeys got wet later, and we don't know why we can't touch bananas or why we should maintain this rule. If there is no powerful and convincing new leader of the monkey group to change the rules, then this hidden rule will last forever.
From a psychological point of view, if many monkeys are herd mentality when the first batch of monkeys beat the first new monkey, then the first new monkey beat the second new monkey is revenge and venting mentality, just like the old employees know that the behavior of the new employees will violate the system or rules in the current working environment, but they are unwilling to make it clear in advance. Many work skills and methods can only be obtained by new employees' own trial and error, which is the same as the psychology of old monkeys in monkey experiments. They have been punished for their mistakes in their work, and accumulated experience and skills in their mistakes, but out of revenge and venting, they are unwilling to pass on these experiences and skills to newcomers smoothly.
Many new employees will find many unreasonable rules when they enter the company. They either publicly or privately complain or criticize the company's rules and regulations. They don't know why irrationality is in front of them. Why don't the old employees change and let it exist until now? Like those new monkeys, they don't know the history of these rules, but they stick to them for fear of being punished. Slowly, when they become old employees, they will sneer at the questions of new employees. Now state-owned enterprises have to go to the market because of reform, and they can still dominate the market. There must be a hidden rule that the new monkey changes the old monkey, or the leader in the old monkey changes the rules in the new (be environment; And those state-owned enterprises that are in trouble or closed down are only because many old monkeys stick to the rules of the past. Even if new monkeys with a sense of the times join, they are assimilated or rejected because of the suppression of the old group rules.
The rule of the above story is to force the formation of rules through punishment. What will happen if the rules are changed?
1, rule 1: If any monkey reaches the banana, then reward it with another banana, let it have a full meal, and give other monkeys 80% food at the same time. In this way, monkeys will compete fiercely and even fight to reach bananas. Finally, the strong monkey will win, and the weak one can only tolerate the status quo of eating half full.
Personal motivation methods at work.
Results: Pay attention to individual performance, with strong competitive atmosphere and poor cooperation in the group. The strong will get more opportunities and rewards because of their outstanding performance, which will lead to the stronger the strong and the weaker the weak.
Enlightenment: If we use the case of enterprise management training to instill this idea in the process of new employee training, then the new employee group will try to get enough bananas in order to get rich returns, which is beneficial to the sales staff, but it is the ideological source of creating chaos and vicious internal competition for other types of employees.
2. Rule 2: Observe the interaction of monkeys in cages. If a monkey reaches the banana, at the same time, reward several monkeys who have a good relationship with it with a banana. This will soon form a team relationship, and several monkeys will work together to reach bananas, so that teamwork and competition between teams will also occur.
Revelation: Changing the method of forming systems or rules will produce completely different effects. The first method of forming rules with punishment as the main means will only continuously suppress the enthusiasm and innovative consciousness of new people, and will form a vicious circle of mutual suspicion and disagreement. In the end, this group will either dissolve or become a backwater. The second focuses on motivation, but different motivation methods will also produce different effects, which can continuously absorb the characteristics and creativity of fresh blood. Then this group will be a living body that constantly creates rules and breaks them, and will inevitably be evergreen.
Enterprise management training case The story of the monkey also has a lot of inspiration for the training of new employees:
(1) In the management training of new employees, it is an effective way to explain the origin of organizational culture and the reasons for the formation of rules in detail, which is to reduce employees' misunderstanding and negative resistance.
(2) inculcate the rewards and rewards for helping new employees, instead of using the hidden rules of conservative experience to influence them to remain indifferent to new employees.
(3) Tell the new employee that as long as he can get the banana, the company will give him a reward immediately, and if he has a collaborator, the collaborator will also get a reward and reward.
(4) Tell new employees that when they become old employees and the new employees they coach perform well in the new team, then they will get greater rewards and rewards as the host.
When the formation of hidden rules is changed, the incentive effect on monkeys will be very different. However, we should not only change the old monkey's tradition of sticking to the rules, but also lead the new monkey to create new rules. Who will bear the responsibility and risk of changing this rule? How many practitioners who enter the society now are old monkeys who coldly look at the mistakes made by new employees at work and hit a wall?