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Instead, he found the “HawthorneEffect.”. In essence, the HawthorneEffect, as it applies to the workplace, argues that “Employees are more productive because the employees know they are being studied.” The Hawthorne studies found that the workplace was a social system.
They did not come away with easily classifiable information, because every conversation was unique and the way employees related the workplace was unique. Note: You may have heard of the term, "The HawthorneEffect." Can we improve leadership, management, and supervision by talking about it more?
Studying 335 captains across 40,000 flights, we found that informing captains that their fuel performance was being monitored and giving them personalized performance targets dramatically increased their fuel efficiency—in other words, they made flying decisions that made the operations more efficient. This was the targets group.
According to the traditional view in economics, we are rational agents, well informed with stable preferences, self-controlled, self-interested, and optimizing. Thus, informing captains of their involvement in a study significantly changed their actions. (It’s looking good in the eyes of others).
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