People Are Terrible Machines
A charming children’s book titled “Children Make Terrible Pets” tells the story of a young bear who came upon a small lost boy in the forest and wanted to take him home as a pet. His mother cautioned the bear warning that children do not make good pets.
The whole notion made me laugh because it reminded me about the reality that people by their nature are independent, curious, questioning, passionate, emotional, opinionated and frequently irritable. To conclude the opposite, that human beings are basically rational and logical, defies what we experience in each other and in ourselves. And to believe that it is human nature to sit by quietly and comply with whatever we are told to do is to misunderstand the very nature of being human.
But when we look at the workplace and our underlying management model it is highly dependent upon people doing exactly as they are told – being compliant. Even in this post-Mass Production Age employees are largely still seen as cogs in the great machine of enterprise. The enterprise relies heavily on these complicated, messy and often troublesome humans to mechanically and reliably repeat its processes delivering its goods and services.
The problem is that people are terrible machines. Rather than being able to rely on them to just do as they are told, it is their nature to question, to challenge, and to improve whatever it is they do. This is not to say people are not reliable, the problem is they just don’t enjoy being compliant for compliance’s sake. Machines do a much better job at being compliant because they are designed to only do what they do.
To get people to comply we have to disengage their human nature. We have to use something to keep them focused and doing what we want them to do. Unfortunately, the drug of choice for controlling people is fear. Fear of losing their job, fear of not fitting in, fear of not being good enough, fear of the boss, or even simply the fear of being called out in front of your peers.
Now I know fear is not a polite word and the vast majority of managers would likely deny they use fear to keep their people on the straight and narrow. But in the real world of messy, creative, thinking and feeling human beings, fear is the silent killer of human spirit and thus human innovation.
After all, without fear, people are terrible machines. So, with a little fear, most people out of necessity will begrudgingly leave their humanness at home, come to work, and try their best to simply do what they are told to do.