Chicken Soup for the Soul at Work: 101 Stories of Courage, Compassion & Creativity in the Workplace - Hardcover

Rutte, Martin; Clauss, Tim

Hardcover

ISBN 10: 1558744304 ISBN 13: 9781558744301

Publisher: Hci, 1996

Synopsis

Work is an important part of living, whether you wait on customers, build a business or cook for your family. As such, we all have important stories to tell about our work. From this rich treasure chest of experiences, Canfield, Hansen and company have gathered a special collection of inspiring tales that share the daily courage, compassion and creativity that take place in workplaces everywhere.

Chicken Soup for the Soul at Work will nourish your spirit with stories of courageous leaders and will foster your creativity with examples of inspiring breakthroughs. It will also teach you how to enrich yourself and your coworkers through heartfelt acknowledgment.

This powerful book gives you new options, new ways to succeed and, above all, a new love and appreciation for yourself, your job and those around you. Share it with your mentor, coworkers or staff, and enjoy renewed joy and pleasure in your chosen vocation.

Special stories by Dilbert's Scott Adams, Beverly Sills, Dave Thomas and many more make this collection complete.

About this title

About the Author

Jack Canfield and Marc Victor Hansen are joined by Maida Rogerson, Martin Rutte, and Tim Clauss, speakers and consultants who are committed to innvative business practices and spiritual development.

Jack Canfield and Mark Victor Hansen are joined by Maida Rogerson, Martin Rutte, and Tim Clauss, speakers and consultants who are committed to innvative business practices and spiritual development.

Excerpt. © Reprinted by permission. All rights reserved.

The Whale Story

Celebrate what you want to see more of
—Tom Peters

Have you ever wondered how the whale and porpoise trainers at Sea World get Shamu, the 19,000-pound whale, to jump 22 feet out of the water and perform tricks? They get that whale to go over a rope farther out of the water than most of us can imagine. This is a great challenge—as great as the ones you and I face as parents, coaches or managers.

Can you imagine the typical American managerial approach to this situation? The first thing we would do would be to get that rope right up there at 22 feet—no sense celebrating shortcomings. We call that goal-setting, or strategic planning. With the goal clearly defined, we now have to figure out a way to motivate the whale. So we take a bucket of fish and put it right above that 22-foot rope—donÆt pay the whale unless it performs. Then we have to give direction. We lean over from our nice high and dry perch and say, ôJump, whale!ö

And the whale stays right where it is.

So how do the trainers at Sea World do it? Their number one priority is to reinforce the behavior that they want repeated—in this case, to get the whale or porpoise to go over the rope. They influence the environment every way they can so that it supports the principle of making sure that the whale canÆt fail. They start with the rope below the surface of the water, in a position where the whale canÆt help but do whatÆs expected of it. Every time the whale goes over the rope, it gets positive reinforcement. It gets fed fish, patted, played with, and most important, it gets that reinforcement.

But what happens when the whale goes under the rope? Nothing—no electric shock, no constructive criticism, no developmental feedback and no warnings in the personnel file. Whales are taught that their negative behavior will not be acknowledged.

Positive reinforcement is the cornerstone of that simple principle that produces such spectacular results. And as the whale begins to go over the rope more often than under, the trainers begin to raise the rope. It must be raised slowly enough so that the whale doesnÆt starve, either physically or emotionally.

The simple lesson to be learned from the whale trainers is to over-celebrate. Make a big deal out of the good and little stuff that we want consistently. Secondly, under-criticize. People know when they screw up. What they need is help. If we under-criticize, punish and discipline less than is expected, people will not forget the event and usually will not repeat it.

In my opinion, most successful businesses today are doing things right more than 95 percent of the time. Yet what do we spend the majority of our time giving feedback on? ThatÆs right—the 2, 3, 4, maybe even the 5 percent of things that we donÆt want repeated and didnÆt want to happen in the first place.

We need to set up the circumstances so that people canÆt fail. Over-celebrate, under-criticizeàand know how far to raise the rope.

Charles A. Coonradt

¬1996 Charles A. Coonradt. All rights reserved. Reprinted from Chicken Soup for the Soul at Work; by Jack Canfield, Mark Victor Hansen, Maida Rogerson, Martin Rutte and Tim Clauss. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the written permission of the publisher. Publisher: Health Communications, Inc., 3201 SW 15th Street, Deerfield Beach, FL 33442.

About this edition

• Publisher: Hci
• Publication date: 1996
• ISBN 10: 1558744304
• ISBN 13: 9781558744301
• Binding: Hardcover
• Number of pages: 352