The worst mistake that can be made is to refer to any part of the system
as being "on trial." Once a given step is decided upon, all parties must
be made to understand that it will go whether any one around the place
likes it or not. In making changes in system the things that are given a
"fair trial" fail, while the things that "must go," go all right.
To decide where to begin is a perplexing and bewildering problem which
faces the reorganizer in management when he arrives in a large
establishment. In making this decision, as in taking each subsequent
step, the most important consideration, which should always be first in
the mind of the reformer, is "what effect will this step have upon the
workmen?" Through some means (it would almost appear some especial
sense) the workman seems to scent the approach of a reformer even before
his arrival in town. Their suspicions are thoroughly aroused, and they
are on the alert for sweeping changes which are to be against their
interests and which they are prepared to oppose from the start. Through
generations of bitter experiences working men as a class have teamed to
look upon all change as antagonistic to their best interests. They do
not ask the object of the change, but oppose it simply as change. The
first changes, therefore, should be such as to allay the suspicions of
the men and convince them by actual contact that the reforms are after
all rather harmless and are only such as will ultimately be of benefit
to all concerned.
Pages:
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136