Devagar e em estrangeiro, por ser mais fino ou então só porque teve preguiça de traduzir.
'So here you are at a call center: People are calling up because they have a problem, they can’t get the software to work, or they don’t know how to set up the new computer—whatever it is. They have a problem, and you can solve their problem and improve their lives as a result. All of a sudden it’s not drudgery anymore, because somebody’s life is going to be better as a direct consequence of what you do.
But when your supervisor starts putting the screws to you to make sure you get as many calls-per-hour as you possibly can, you lose sight of the mission—which is to solve problems—and the mission just becomes terminating the calls. You know, get this person off the line, give them a non-solution as long as he seems satisfied, so he’ll hang up. Why would anyone do that job? The answer is for the paycheck. Why else would you do it?
Instead, you can inspire people even if their minute-to-minute activities are mostly routinized, if you describe the vision of the good that their work achieves. They’ll even tolerate the routinized work and they’ll also extend themselves to see if they can figure out ways to do this better, more efficiently, and more effectively. Of course, they’ll only do that if they have some confidence that if they make a suggestion, you’ll listen.'
Barry Schwartz, professor de psicologia na Swarthmore College e autor do livro Why We Work, em The Atlantic
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