Understanding the Pygmalion Effect


  1. Is the manager communicating high or low expectations to the employee by his or her actions?
  2. How do you think employee(s) will react to the manager’s behavior?  Choose several adjectives that you believe describe this reaction?
  3. If low expectations are being communicated by the manager in the scenario, answer this question: If you were the manager in this scenario and wanted your employee(s) to respond in a positive manner, what would you have done differently?
  4. If high expectations are being communicated by the manager in the scenario, discuss what benefits might result.  For the sake of contrast pretend the manager in the scenario held low expectations for the employee(s).  What might that low expectation manager have done in these scenarios, and what would be the result.

Faranda:
Scenario 1:
  1. The manager is communicating low expectations to his/her employee(s) by his  actions.   
  2.  Angry, Upset, Ma,    
  3.  I would meet with each employee individually, and discuss their performance

Scenario 2:
  1. The manager is communicating high expectations to his/her employers by his/here actions
  2. Excited, eager, happy, nervous  
  3. N/A
  4. The benefits that may result of having high expectations is that this employee will produce high quality work and an extremely loyal employee. A low expectation employer would not have asked her to design a program to introduce art to preschool children nor would they have enrolled her in school.  The result of having low expectations is that the non-profit loses a valuable resource and employee that could grow with the organization

Scenario 3:
  1. The manager is communicating low expectations to his/her employee(s) by his  actions.    
  2. Patronized, frustrated, overwhelmed
  3. I would have met with my new team and discussed the direction that I would liek to take our department in and leave it open for discussion, suggestions, and feedback.  No one likes being treated like a child.
  4.    

Scenario 4:
  1. The manager is communicating low expectations to his/her employee(s) by his  actions.  
  2. Overwhelmed, exasperated, frustrated
  3. I would try to work with her on this by investigating if teleworking is a viable option, if not  then I would try to give her a few days off so that she is able to arrange adequate childcare.    
  4. N/A   

Cheryl:
Scenario 1:
  1. Posting a chart and not explaining things could result in lower efforts, his approach is a low expectation approach.   
  2. This could be ignored, they could be angry with their faults being displayed.
  3. Talk with employees, not post poor issues.  Reward and acknowledge over achievements.

Scenario 2:
  1. Lynn is communicating her expectations to grow the current program
  2. The employee, if the opportunity was met with excitement will appreciate the special training.
  3.   
  4. The employee will work to gain the expected knowledge and enhance the program as requested from the special attention and training.

Scenario 3:
  1. Gina is micromanaging experienced employees.  This will not go over well in the long run. This is a low approach.
  2. The employes will be frustrated with the new manager and not respond favorably.
  3. Naturally the new manager would want the employes to be receptive of her and her position.  However, she has under-minded them in an effort to show her control of authority.
  4.   

Scenario 4:
  1. Susan has taken the high road with Jill; clearly acknowledging the boundaries and expectations.
  2. Susan could have been a little more empathic to Jills plight, given her value within the company.
  3.   
  4. Susan has approached Jill in a reassuring manner; however the extra work may be seen as punishment, also.

Brian:
Scenario 1:
  1. High expectations by his communication
  2. Angry, pissed, singled out, picked on, motivated, encouraged and determined
  3. N/A high expectations are being communicated
  4. The benefits would be increased motivation,higher output and internal competition between employees that would increase efficiency and work that is mistake free. Low expectations would just let the staff continue without addressing the issue. Production would continue to suffer and fail to meet goals and quality standards.      

Scenario 2:
  1. High expectations
  2. Ecstatic, appreciated, motivated and empowered.
  3. N/A high expectations are being communicated
  4.  The benefits will be an employee that is extremely motivated by her manager because the manager is investing in the aides talents. This will empower and motivate the aide to do their best and share their talent with the class. Her perception of her self worth will increase and she will do her best to teach the children who are in her class and share her story of success with them. Low expectations would be to ignore the talent of the aide, thereby disconnecting the aide from the class. She would only be there for the paycheck  and not as invested in the outcome of the children.

Scenario 3:
  1.  Low expectations
  2.   Angry, pissed, disenfranchised, rebellious and unmotivated
  3.  There was no need to lay down the law. The staff was performing at a high level. What she has done is alienate her staff by trying to show them who is in charge.
  4. N/A low expectations are being communicated

Scenario 4:
  1. High expectations
  2. Overwhelmed, frazzled, stressed and exhausted both physically and mentally
  3. N/A high expectations are being communicated
  4. I think Susan needs to realize how important Jill is to her and change her demands. The amount and quality of work has not suffered, but Jill is struggling with her personal life, Susan could easily accommodate Jill's needs in the short term which would benefit them both. There is no need to burn out a valuable employee when it is not necessary.      

Group
Scenario 1:
  1. Cheryl and Faranda interpreted that the manager was communicating low expectations, while Brian stated that Jim was communicating high expectations. Brian believed that by posting the chart that Jim’s employees would be motivated to improve.  Faranda and Cheryl agreed with Brian that it is important to communicate with employees regarding their performance, but the manner in which Jim did so was not appropriate. Cheryl and Faranda agreed with Brian that employee reaction would depend upon how each employee perceived the chart and Jim’s intentions.  Cheryl stated he may have gotten better results by just posting the  performance of high performers as well as an incentive to motivate others to step up their production quality.  Faranda stated that Jim should have met privately with each worker and discuss their individual performance one on one, rather than putting them on blast.   
  2. We all agreed that the employees would feel angry, pissed, or singled out.  Brian made an excellent that some employees would feel motivated and encouraged to improved their performance.    
  3. Cheryl and Faranda concurred that Jim should have spoken with the employees, with Cheryl suggesting rewards and acknowledgement for good performance.    
  4. Brian perceived that high expectations were being communicated and stated that the benefits would be increased motivation,higher output and internal competition between employees that would increase efficiency and work that is mistake free. Low expectations would just let the staff continue without addressing the issue. Production would continue to suffer and fail to meet goals and quality standards.       

Scenario 2:
  1. Everyone agreed that high expectations are being communicated
  2. Excited, happy, nervous, empowered
  3. N/A  
  4. The group agreed that the benefits would as be an employee that is extremely motivated by her manager. The investment in the aide from the manager will empower and motivate the aide to do her best and share her  talent with the class. Her perception of her self worth will increase and she will do her best to teach the children who are in her class. Low expectations would be to ignore the talent of the aide, thereby disconnecting the aide from the class. She would only be there for the paycheck  and not as invested in the outcome of the children.

Scenario 3:
  1. We all agreed that low expectations are being communicated    
  2. Angry, disenfranchised, frustrated
  3. We all agreed that Gina’s actions were unnecessary and that Gina should have met with her new team and discussed the direction that she would like to take their department in and leave it open for discussion, suggestions, and feedback.  No one likes being treated like a child.
  4. N/A

Scenario 4:
  1. Cheryl and Brian stated that Susan is communicating high expectations.  Faranda stated that she was communicating low expectations, because she was not being empathetic to Jill’s situation.  Cheryl and Brian pointed that Susan was simply setting clear expectations for Jill in regards to what is acceptable at work and what her responsibilities are not that she is back at work.    
  2. We all agreed that Jill would feel overwhelmed, stressed, exhausted, and frazzled   
  3. Faranda believed that Susan was communicating low expectations and should have tried to work with Jill, by investigating if teleworking was a viable option, if not  then she should give her a few days off so that she is able to interview and arrange adequate childcare.    
  4. Although Brian and Cheryl believed that Susan was communicating high expectation, they both stated that Susan needs to realize how important Jill is to her and change her demands. Even though Susan handled it in reassuring manner the extra work could be perceived as punishment.

Despite not agreeing on whether high or low expectations were being communicated the group agreed that Susan should have been more reasonable with Jill, and tried to make some sort of accommodation to her until she had arranged adequate childcare