High Performance as Expected o Keep up your virtuous circle expectations and

High performance as expected o keep up your virtuous

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"High Performance as Expected"
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o Keep up your "virtuous circle" expectations and motivation to help this group keep on performing. That’s all I wanted to tell you about usage of this theory. Let me tell you about its advantages first. This method will account for success (42) due to three reasons: it makes you adapt to changes (43), then it makes you rethink your core values (44), and then it motivates your staff to seize the initiative (45) and be flexible (46). On the other hand, there could be some difficulties using this method (47). First one is simple: However "fair" we try to be in treating our team members, differences evolve for all manner of reason, so your appraisal (48) may appear too subjective. Be honest with yourself about these, and it will help you identify some unintentional (49) signals that can demotivate. Then there is an infamous vicious circle which makes poor performers unable (50) to work above their average (51 ) level of efficiency (52). And the last con: in case of bad results working atmosphere could demotivate the leader, and this leads to such things as altering facts (53), limiting communication (54) etc. Let’s move on to the summary. So, we’ve discussed the definition of Pygmalion effect and method, we’ve discussed the algorithm of using this method at work, and then we’ve discussed which advantages and disadvantages it could have. To conclude, I think that the main idea of this theory could be expressed in three statements: you cooperate with your team, you rely on your colleagues and you and your staff should continuously improve. Remember Steve? It looked like he was in the wrong job (55) there, but after using Pygmalion method and showing caring attitude (56) to his coworkers he did his task perfectly, and also he developed affiliations (57) with his boss.
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