Increasing Human Efficiency In Business.

by Walter Dill Scott.

CHAPTER I

THE POSSIBILITY OF INCREASING HUMAN EFFICIENCY

THE modern business man is the true heir of the old magicians. Every thing he touches seems to increase ten or a hundredfold in value and usefulness.

All the old methods, old tools, old instruments have yielded to his transforming spell or else been discarded for new and more effective subst.i.tutes. In a thousand industries the profits of to-day are wrung from the wastes or unconsidered trifles of yesterday.

The only factor which has withstood this wizard touch is man himself. Development of the instruments of production and distribution has been so great it can hardly be

measured: the things themselves have been so changed that few features of their primitive models have been retained.

Our railroad trains, steamships, and printing presses preserve a likeness more apparent than actual. Our telephones, electric lights, gas engines, and steam turbines, our lofty office buildings and huge factories crowded with wonderful automatic machinery are creations of the generation of business men and scientists still in control of them.

_By comparison the increase in human efficiency during this same period (except where the worker is the slave of the machine, compelled to keep pace with it or lose his place) has been insignificant_.

Reasons for this disproportion are not lacking. The study of the physical antedates the study of the mental always. In the history of the individual as well as of nations, knowledge of the psychical has dragged far behind mastery of tangible objects. We come in contact with our physical environment and adjust ourselves to it long before we begin to

study the _*acts_ by which we have been able to control objects around us.

It was inevitable, therefore, that attention should have been concentrated upon the material and mechanical side of production and distribution. Results there were so tangible, so easily figured. For example, if the speed of a drill or the strokes of a punch press were multiplied, the increase would be easily recognized.

The whole country, too, was absorbed in invention, in the development of tools to accomplish what had always required hand labor. The effort was not so much to increase the efficiency of the individual worker-- though many wise and far-sighted employers essayed studies and experiments with varying success--as to displace the human factor altogether.

As the functions and limitations of machinery have become clearer in recent years, business men have generally recognized the importance of the human factor in making and marketing products. Selecting and handling men is of much more significance to-day

than ever before in the history of the world --the more so as organizations have increased in size and scope and the individual employee is farther removed from the head and a.s.signed greater responsibilities.

It is not a difficult task to build and equip a factory, to choose and stock a store. The problems of power and its transmission come nearer solution every day. Physics and chemistry have revealed the secrets of raw materials.

For any given service, the manufacturer can determine the cheapest and most suitable metal, wood, or fabric which will satisfy his requirements, and the most economical method of treating it.

Of the elements involved in production or distribution, the human factor is to-day the most serious problem confronting the business man. The individual remains to be studied, trained, and developed--to be brought up to the standard of maximum results already reached by materials and processes.

Few employers can gather a force of effi-

cient workers and keep them at their best.

Not only is it difficult to select the right men but it is even harder to secure top efficiency after they are hired. Touching this, there will be no dispute. Experts in shop management go even farther. F. W. Taylor, who has made the closest and most scientific study, perhaps, of actual and potential efficiency among workers, declares that:--

"_A first-cla.s.s man can, in most cases, do from two to four times as much as is done on the average_."

"This enormous difference," Mr. Taylor goes on to say, "exists in all the trades and branches of labor investigated, from pick- and-shovel men all the way up the scale to machinists and other skilled workmen. The multiplied output was not the product of a spurt or a period of overexertion; it was simply what a good man could keep up for a long term of years without injury to his health, become happier, and thrive under."

Ask the head of any important business what is the first qualification of a foreman

or manager, and he will tell you "ability to handle men."

_Men who know how to get maximum results out of machines are common; the power to get the maximum of work out of subordinates or out of yourself is a much rarer possession_.

Yet this power is not necessarily a sixth sense or a fixed attribute of personality.

It is based on knowledge of the workings of the other man's mind, either intuitive or acquired. It is the purpose of this and succeeding chapters to consider some of the aspects of human nature that can be turned to advantage in the cultivation of individual efficiency and the elimination of lost motion and wasted effort.

In a thousand instances, in factory and market place, unrecognized use has been made of the principles of psychology by business men to influence other men and to attain their ends.

_For the science of psychology is in respect to certain data merely common sense, the wisdom of experience, a.n.a.lyzed, formulated, and codified_.

_It has taken its place, alongside physics and chemistry, as the ally and employee of trade and industry_.

The time has come when a man's knowledge of his business, if the larger success is to be won, must embrace an understanding of the laws which govern the thinking and acting of the men who make and sell his products as well as those others who buy and consume them.

The achievements of the human mind and the human body seem to many to be out of the range of possible improvement through application of any science which deals with these human activities. Muscular strength and mental efficiency seem to be fixed quant.i.ties not subject to increase or improvement.

_The contention here supported, however, is that human efficiency is a variable quant.i.ty which increases and decreases according to law.

By the application of known physical laws the telephone and the telegraph have supplanted the messenger boy. By the laws of psychology applied to business equally astounding improvements are being and will be secured_.

Employers sometimes find that their men are not working well, that they loaf and kill time on every possible occasion. The men are not trying and are indifferent to results.

Under such circ.u.mstances a new foreman, the dismissal of the poorer workmen, modification of the wage scale or method of payment, or some other device may correct the evil and induce the men to exert themselves.

Again, the men are working industriously and may feel that an increase in output would be injurious to health or even impossible.

They think they are doing their best; while the employer himself may feel that he is achieving but little, although he a.s.sumes that he is doing as much as it is wise to attempt.

For instance, Mr. Taylor, in his studies, found that both employers and men had only a vague conception of what const.i.tuted a full day's work for a first-cla.s.s man. The good workmen knew they could do more than the average; but refused to believe when, after close observation and careful timing of the ele-

ments of each operation, they were shown that they could accomplish twice or three times as much as their customary tasks.

_Actual instances prove that great increase of work and results can be secured by outside stimulus and by conscious effort_.

If there is one place where the limit of exertion can be counted upon, it is in an inter- collegiate athletic contest. While taking part in football games, I frequently observed that my team would be able to push the opposing team halfway across the field. Then the tables would be turned and my team would give ground. At one moment one team would seem to possess much superior physical strength to the other; the next moment the equilibrium would be changed apparently without cause. Often, however, the weaker team would rally in response to the captain's coaching. On the field a player frequently finds himself unable to exert himself. His greatest effort is necessary to force himself to work. In such a mental condition a vigorous and enthusiastic appeal from the coach may

supply the needed stimulus and stir him to sudden display of all his strength.

I recently conducted a series of experiments on college athletes to determine whether coaching could actually increase a man's strength when he was already trying his "best," and whether he could continue to work after he was "completely exhausted."

I put each man at work on machines which allowed him to exert himself to his utmost and measured his accomplishment. While he was thus employed, the coach began urging him to increase his exertion. Ordinarily the increase was marked--sometimes as much as fifty per cent.

Again, when the man had exhausted himself without coaching, the extra demand would be made on him; usually he was able to continue, even though without the coaching he had been unable to do any more. There was, of course, a point of exhaustion at which the coaching ceased to be effective.

_The tests proved conclusively that when a man is doing what he believes to be his best, he is still_

_able to do better; when he is completely exhausted, he is, under proper stimulus, able to continue_.

Before a horse is started in a race it is vigorously exercised, "warmed up." To the uninitiated this process seems so strenuous as to defeat its purpose by wearing out the strength of the horse. Every horseman knows, however, that the animal cannot attain top speed till after it has undergone this severe discipline.

In training for a contest an athlete usually takes long runs. Soon after the start he feels weary and exhausted, but, by disregarding this feeling and continuing to run, a sudden change comes over him commonly known as "getting his second wind."

Thus the runner feels wave upon wave of exhaustion followed by waves of invigoration.

Had he stopped when he first began to tire, he never would have known of his wonderful reserve fund of strength which can be drawn upon only by pa.s.sing through the feeling of exhaustion. He seems to be able to tap deeper and deeper reservoirs of strength.

_Many men have never discovered their reserve stores of strength because they have formed the fixed habit of quitting at the first access of weariness_.

Thus they never become conscious of the wonderful resources which might be used if they were willing to disregard the trifling wave of weariness.

Our best energies are not on the surface and are not available without great exertion.

We have to warm up and get our second wind before we are capable of our best physical or mental accomplishments. All our muscular and psychical processes are dependent upon the activity of the nervous system. This activity seems to be at its best only after repeated and vigorous stimulation and after it has reached down to profound and widely distributed centers.

_Most of us never know of our possible achievements because we have never warmed up and got our second wind in our business or professional affairs_.

When an individual succeeds in tapping his

reserve energies, others marvel at the tremendous tasks he accomplishes. They judge in terms of superficial energy, and for such the results would, of course, be impossible, even though many of the admiring spectators could actually equal or excel the deed.

Consider for a moment the work achieved by Mr. Edward Payson Weston who recently walked the entire distance from New York to San Francisco without halt or rest in one hundred and four days. Throughout the entire journey Mr. Weston covered about fifty miles daily, once attaining the remarkable distance of eighty-seven miles in twenty-four hours. Though Mr. Weston is seventy years of age, at the close of the walk he seemed to be relatively free from exhaustion and undaunted in spirit.

The work accomplished by such men as Gladstone and Roosevelt is incomprehensible to most of us who have never undertaken more than puny tasks. These men retain their strength and in no way seem to be undermining their health by the accomplishment of their

Herculean labors. Body and mind seem to respond to the demands made upon them.

Their periods of sleep and their vacations seem to be no more than the hours and days of rest required by those of us who accomplish infinitely less.

No need, however, to go beyond the field of business or industry to find men whose super-energy has carried them to epochial discoveries or feats of organization. The invention of the incandescent lamp by Edison is said to have been accomplished, for instance, only after forty-eight hours' continuous concentration on the final problem of finding the right carbon filament and determining the proper degree of vacuum in the inclosing bulb. Months of experiment and research had gone before; eighteen hours a day in the laboratory had been no uncommon thing for the inventor and his a.s.sistants, but in the last strenuous grapple with success his own physical and mental powers were alone equal to the strain. Not once during the two days and nights did he rest or sleep or take his attention

from the successive tests which led up to the a.s.sembling of the lamp which lights the world's work and play.