Product Operations Program ManagerBarcelona, Cataluña, Spain
For those that are not familiar with the term, the Hawthorne effect is a type of reactivity in which individuals modify an aspect of their behavior in response to their awareness of being observed (more info in Wikipedia). It was typically applied in a manufacturing environment
The conclusions of the study were that productivity was increased when:
Working as a group
Being treated as special
Having a sympathetic supervisor
So, does it also apply to PM? Share your thoughts! Saving Changes...
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Michael ZiyadehContracts Negotiator Sr. | Sikorsky, a Lockheed Martin CompanyBranford, Ct, United States
I believe that when others are observed by those who have a sincere interest or desire to learn from that team member, the act of observation will help bring out the sincere best in the person being observed. A sincere and nurturing environment is necessary to making the observation a positive event for both the observer and subject of observation. The PM should take an active interest in what the team is doing, not out of an interest for control, or out of a judgmental interest, but out of an interest in learning. This will help maintain as objective an experience as possible for both the PM and team member. Saving Changes...
First I applaud your discovery work - a lot of studies along these lines were conducted by the Bell Companies and their operating units, Western Electric Hawthorne plant being one of the most famous.
If you read the rest of the Wikipedia article you know there is a lot of criticism of this study (and others like it).
For PM behavior specifically related to motivating stakeholders, I fall back on two quotes - one from Peter Drucker, "you can't manage what you don't measure" and one from my least favorite teacher in high school, "If you expect excellence more often than not you'll get it."
So while I agree fully with Michael Z, I think there also needs to be an understanding that without objective observation and measurement, the average team member's performance (especially in today's climate using non-dedicated resources) will be just enough to get by. In my opinion this is one of the major reasons why some agile methods (like Scrum) do well with small teams because they are consistently being monitored.
Kindest regards,
- Cris Saving Changes...
Michael ZiyadehContracts Negotiator Sr. | Sikorsky, a Lockheed Martin CompanyBranford, Ct, United States
I would support that position, thank you for contributing to the conversation, it is interesting to think about. Saving Changes...
I don't see why it would be different It is my impression that anywhere that can be observe, life, project...
I remember of individual in project that would always give the impression that they where keeping up to date when they left or move. the person taking over had a surprise !
Too large of a team make it difficult to see everything, small group like Agile often promote is more easy to control. Saving Changes...
"We should be careful to get out of an experience only the wisdom that is in it - and stop there; lest we be like the cat that sits down on a hot stove-lid. She will never sit down on a hot stove-lid again, and that is well; but also she will never sit down on a cold one anymore."
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