Developing a High Performance Culture

What do we learn about culture at work by the analysis of our hopes?

In 1968 the job of two psychologists Rosenthal and Jacobsen analyzed the consequences of tutor expectations about the performance of the pupils.

They accepted intellect pre-tests with all the kids and subsequently told teachers the titles of twenty per cent of those who had been demonstrating”unusual possibility of intellectual growth” and predicted they’d blossom with the academic calendar year.

Then they sat back and observed what was to unfold.

Unknown to the educators these kids were randomly chosen with no connection to the intelligence evaluation. Eight months after they re-tested the kids and the results revealed that the randomly chosen children who the teachers believed could blossom measured considerably greater.

They called this the “Pygmalion Effect”.

The outcomes from this research (and because there have been countless studies done in the exact same field ) demonstrated that positive expectations of other people affect performance favorably and negative expectations do precisely the contrary.

“When we anticipate certain behaviours of the others, we’re very likely to behave in ways which produce the anticipated behaviour more likely to happen.” (Rosenthal and Babad, 1985)

you might have discovered this effect happening on yourself if you return to being in college or more relevantly on your professional life when you’ve ever worked for a boss that has believed in you and your skill and consequently you stepped up to satisfy their expectations.

The concept is straightforward. Be cautious what you expect from the others and be cautious what others expect from you. Take a look around and see whether it’s having a negative or positive impact. Constructing a high performance culture is practically impossible if the expectations aren’t positive.

That is such a simple error to make. A frequent behaviour characteristic of being human is that we conform to the environment we find ourselves subconsciously we will fit inside that environment in the best manner we could. It’s not easy to stand out if we’ve got a solid drive to feel accepted by people around us.

Pay attention to the surroundings you invest your time . Take a look around and notice what the expectations are. Notice the subtle effects of the on the operation of both others and yourself.

It is far easier to fit in than it would be to initiate change but the entire world and notably business needs individuals that are eager to be the catalyst for change. Change is all around us in a speed quicker than previously and it’s far simpler to be in the front of the shift than locating yourself on the receiving end.

Be a pioneer. Boost the expectations. Demand more from your self and more from people around you and see them provide.

should you would like to instigate positive change in your business then publication Martin as your own Motivational Speaker and develop a civilization of motivational leadership and higher performance.


Rosenthal, R, and L. Jacobsen. Pygmalion in the classroom: teacher expectation and students ' intellectual improvement. New York: Holt, Rinehart and Winston, 1968.

Rosenthal, R., and EY Babad. 1985. Pygmalion at the gymnasium. Educational Leadership 43 (1): 36-39.

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