The Pygmalion effect

Every day of our lives, things happen because, consciously or unconsciously, we are responding to what people around us expect of us, for better and for worse. What others expect of us can trigger a series of actions that lead us far beyond what we can imagine. This principle of action from the expectations of others is known in psychology as the Pygmalion effect. Confidence that others have about us, can give us the strength to achieve the most difficult goals.

Our behaviors are influenced by how others see us and the expectations that our environment has on us: family, friends, colleagues and bosses at the companies. Self-confidence, even if transmitted by a third party can give us sufficient strength to achieve what we hope to become and what they believe we can be. Resignations of not getting new goals, stop in the middle of the road, have also a negative impact in us. The Pygmalion effect is accomplished daily because every day we respond to what people around us expect from us.

Your expectations can help someone to failure or inspire them to greatness; we can inspire other people through conveying high expectations, a positive work climate, teaching, providing opportunities, and encouraging feedback…expectations can create reality! We teach more who those we expect more, we are able to give more information, so they are able to do a better job.

Rosenthal defines 4 key factors which drive this Pygmalion effect and I want to focus these factors in organizations:

1. Climate: This refers to the tone of the environment that we set for people. How supportive is it? How important do you make assignments seem and how competent and important do you make people feel? What kind of social and emotional atmosphere is there?

2. Input of the Supervisor: This factor entails the amount of teaching, helpful information, and resources (including the time) that supervisor provide to employees.

3. Output of the employee: This refers to the amount of opportunity give people to learn and “perform”.

4. Feedback: This includes the amount, quality, and tone of feedback we give regarding people’s efforts and performance.

The Pygmalion effect was described by J. Sterling Livingston in the September/October, 1988Harvard Business Review. “The way managers treat their subordinates is subtly influenced by what they expect of them," Livingston said in his article, Pygmalion in Management, taken from (http://humanresources.about.com/od/managementtips/a/mgmtsecret.htm)

Leaders must believe in their teams, and hold positive and high expectations that they will solve that difficult problem and achieve the goals they purposed.

Finally I want to share a quote that I really liked of Blaise Pascal Scientific, philosopher and French writer "Treat a man as it is and will remain as is. Treat him as can be, and become what can be."And a video that shows the Pygmalion effect in organizations; how the expectations influences the performances of employees.

Bibliography:
MCNATT Brian; the Pygmalion effect, managing the power of expectations, leader's guide taking from (http://www.atsmedia.com/productancillary/PYG-25_LG.pdf)