Pygmalion Effect Motivational Theory

By billyaustindillon

Pygmalion Effect Motivational Theory

Pygmalion effect motivational theory may be more familiar to you as self fulfilling prophecy. Have you ever
noticed that when the media harps on about something negative, the masses change towards that negative bent?
When they harp on about the positive then this can lead to positive is self fulfilling prophecy. Stock markets and
politics are the best examples of this with their bandwagon affects.
Elections have been won and lost on this, fads stated and careers ruined. In other words what was a prediction
causes itself to become true. Eventually the mood is fulfilled, or at least appears to. Or when you kooky old Uncle
who believes everything is a conspiracy, doesnt eat well or look after him, gets sick and blames big brother trying to
shut him up. These are examples of self-fulfilling prophecies. The Pygmalion effect motivational theory is that upon
recognizing that leaders or managers can influence performance from people by expectations.

Pygmalion Effect Motivational Theory

Pygmalion (Dover Thrift Editions)

The Pygmalion Story

Pygmalion effect motivational theory is so named after an ancient Greek legend. A story of Ovid about a sculptor
named Pygmalion who was also a prince of Cyprus. Pygmalioncreated an ivory statue of his ideal woman which he
named Galatea. The sculpture was transfixed him with its beauty and he fell in love with it.Pygmalion, beside
himself,begged the goddess Aphrodite to bring Galatea to life. Aphrodite granted Pygmalion his wish bringing the
statue to life. Pygmalion and Galatea married and they went onto live happily ever after.
In modern times the story was recast in George Bernard Shaw's play "Pygmalion", which became the musical "My
Fair Lady". In Shaw's play there are two central characters Professor Henry Higgins and Eliza Doolittle. Professor
Higgins claims he can take the Cockney flower girl Eliza and transform her into a duchess. In the play, and the crux
of Pygmalion effect motivational theory, Eliza herself points out to Professor Higgins' friend Pickering what
determines whether she becomes a Duchess is how she's treated. Important is the realization that it isn't what she
learns or does that is determinant of her climb to be a duchess.
Eliza Doolittle in George Bernard Shaw's play "Pygmalion",
"You see, really and truly, apart from the things anyone can pick up (the dressing and the proper way of speaking and
so on), the difference between a lady and a flower girl is not how she behaves but how she's treated. I shall always
be a flower girl to Professor Higgins, because he always treats me as a flower girl, and always will, but I know I can
be a lady to you because you always treat me as a lady, and always will."

Pygmalion in the Classroom: Teacher Expectation and Pupils' Intellectual Development

Self-fulfilling Prophecy
A self-fulfilling prophecy or thePygmalion effect is when current behavior is taken on because expectations of a
future expectation. The future expectation becomes reality because of the current behavior. Thus the current behavior
changes actions to obtain results that confirm existing attitudes. Thus you have fulfilled a prophecy out of self
fulfillment, by making it happen.
It is important to be well are of any tendencies you may have to harbor a self-fulfilling prophecy. It is important to
avoid self defeatism and other negative attitudes. Recognizing them first is half the battle. You must maintain self
responsibility and the herd mentality to avoid falling into the pitfalls of self fulfilling philosophies. You will also find
once you get into those patterns you can become self destructive, subconsciously trying to enact the negative self
fulfilling prophecy.
First thing to break the cycle of self fulfilling prophecy is to recognize any times in your life a negative prediction have
come true. Here are some examples.
1.

I believe my marriage is going to fail. I react by pulling away and act differently towards my spouse. This
feeds on itself and my marriage ends up failing,

2.

I believe my boss doesnt like me. I react by working poorly, spreading gossip and turning up late. The
inevitable happens, I am fired.

3.

I believe I am going to fail my exams. I react by being late for class, handing in poor assignments and quit
studying. Guess what just as I thought I do poorly and fail.

4.

I believe I cant get fit and as a result arent going to bother. I react by quitting the gym, eating poorly and
overindulging. My body reacts with extra weight, bad blood pressure and blotchy skin. I told you so!

5.

I believe my investments will fail and I will lose money. I react by staying in bad investments, avoid safer
alternatives and guess what I lose money just like I thought!

These are some clear examples of self fulfilling prophecies. Each one of them can be averted by recognizing them.
The first step is to maintain a journal with goals and use positive affirmations and problem solving skills to divert the
self fulfilling prophecy per Pygmalion effect motivational theory.
Psychics are said to be excellent proponents of Pygmalion effect motivational theory by implanting an idea in your
mind, leading you to alter your life plan and you eventually make the prediction happen because you think it will
happen.

Economic Recession and Stock Market Crashes.

Perhaps the best example of self fulfilling prophecy and the flow on affects in Pygmalion effectmotivational
theory is an economic recession. Look at the last few years in the global financial crisis. Times are tough but are you
surprised it hasnt reached the depths the experts predicted, who just before it happened said it never would? Simply
when you have already decided it is bad, and the community in mass has than the recession becomes real.
Consumer confidence drops off, employers start laying people off. Politicians spout everything negative to push
agendas. Think of what has happened in the U.S over the past year to excuse massive government spending and
bailouts
The way economists classify an economic recessions makes it the ultimate self-fulfilling prophecy. A recession is not
classified until two quarters of Gross Domestic Product (GDP) decline. Because of lag times you arent aware you are
in a recession until you are at least six months into one. However we dont have that luxury because after one poor
quarter all the financial pundits and media outlets declare a recession is coming, why because fear sells. The result is
people stop spending, lose confidence and then we have a flow on affect that actually causes a recession. Sound
familiar?
The same logic applies to stock market crashes, they begin to become self fulfilling and pick up momentum as the
doom and gloom spreads. Given they economies and stock markets go up on a bland opposite of self fulfilling
prophesy, wishful thinking it has no structural base that feeds into the self fulfilled prophecy. The end of the world,
everyone knew it would happen etc
Pygmalion effect motivational theory applies to expectations whether you are an individual or a leader . Be alert and
aware and you will see and share what is really going on before the herd does.
In the words of Goethe,
"Treat a man as he is and he will remain as he is. Treat a man as he can and should be and he will become as he
can and should be."

Self-managed teams
Self-managed teams have been described as one of the more important approaches to improving team
performance in recent years. Other teams with this style of team organisation are described as selfdirected teams and semi-autonomous work groups, which gives some sense of how a self-managed
team manages itself.
A self-managed team is a team in which the members take collective responsibility for ensuring that the
team operates effectively and meets its targets. Typically, members of self-managed teams are
employees within an organisation who work together, within a broad framework of aims and objectives, to
reach a common goal. When setting up the team, two of the parameters that have to be defined are the
levels of responsibility and autonomy that are given to the self-managed team. So teams can have
varying degrees of autonomy, from teams who have considerable control over their work, and the
boundaries within which they operate, to self-managed teams that are set boundaries by team leaders.
(Some authors give different names to teams at different ends of this spectrum. In this unit we use the
same term.)
In general, self-managed teams have considerable discretion over:

the work done and setting team goals

how work is achieved which processes are used and how work is scheduled

internal performance issues distributing the work and the contribution made by each member of
the team

decision making and problem solving.Self-managed teamsSelf-managed teams have been

described as one of the more important approaches to improving team performance in recent years.
Other teams with this style of team organisation are described as self-directed teams and semiautonomous work groups, which gives some sense of how a self-managed team manages itself. A
self-managed team is a team in which the members take collective responsibility for ensuring that
the team operates effectively and meets its targets. Typically, members of self-managed teams are
employees within an organisation who work together, within a broad framework of aims and
objectives, to reach a common goal. When setting up the team, two of the parameters that have to
be defined are the levels of responsibility and autonomy that are given to the self-managed team.
So teams can have varying degrees of autonomy, from teams who have considerable control over
their work, and the boundaries within which they operate, to self-managed teams that are set
boundaries by team leaders. (Some authors give different names to teams at different ends of this
spectrum. In this unit we use the same term.) In general, self-managed teams have considerable
discretion over:the work done and setting team goalshow work is achieved which processes are

used and how work is scheduledinternal performance issues distributing the work and the
contribution made by each member of the teamdecision making and problem solving.

Leading a self-managed team

The leadership role in a self-managed team is very different from that of a team leader in a traditional
hierarchical team such as a functional team. In a hierarchical team the team leader allocates work. In
contrast, in a self-managed team, the leadership role involves taking on more of a supporting role, which
includes identifying the long-term career and personal development needs of the team within the context
of the overall organisation. Table below compares the roles of a team leader in these two types of team.
The roles of a team leader in a hierarchical team and a self-managed team
The team leadership role in a:
Hierarchical team

Self-managed team

The role is vested in one individual.

The role may be shared.

To manage the team.

To support the team by providing (or

arranging others to provide)
coaching and advice.

To plan and allocate the work done

To agree, in discussion with the

by the team.

team, the standard of work and the

aims, objectives and targets of the
team.

To monitor and appraise the

To monitor the achievement of the

performance of team members in

team as a unit. To appraise

carrying out the tasks allocated to

individual performance.

them.
To motivate the team members.

To provide the conditions for high

motivation.

To act as the main contact point for

To facilitate the creation of channels

communication between the team

of communication with the rest of

and the rest of the organisation.

the organisation.

(Based on the Self-directed Teams topic, Good Practice Ltd.)

Benefits of self-managed teams

Individual team members may have the opportunity to use their skills and experience outside their
specified remit (or job title) within an organisation. Since team roles within self-managed teams are much
more fluid than in hierarchical teams, team members may have increased discretion over their work,
which can lead to greater motivation and improved performance. Team members may also have greater
freedom to complement each others skills. Finally, team leaders can act more strategically, resulting in
fewer surprises and purposeful team development, since they are freed from some of the management
tasks required of team leaders in hierarchical teams.
The benefits of self-managed teams include (based on Howell, 2001):

Cost savings: Organisations such as RCAR Electronics in the USA reported annual savings of
$10 million following the implementation of self-managed teams.

Innovation: Team members have the freedom to review and improve working practices.

Effective decision making: Self-managed teams can develop quicker or more effective decisionmaking skills.

Increased productivity: Teams work towards a common goal and are responsible for their own
actions. When successful, self-managed teams can be 1520 per cent more productive than other
types of team.

Improved customer satisfaction: Self-managed teams benefit organisational performance through

improved sales figures and customer service. Companies have reported significantly lower
customer returns and complaints.

Commitment: Team members can become more involved in projects as a direct result of having
increased autonomy and responsibility.

Motivation: Team members have shared or equal responsibility so members are accountable for
their actions.

Increased compatibility between employers and employees: Self-managed teams can relieve
stress for the leader, who is then able to concentrate on other tasks. The team is mutually
supportive and members learn from each other instead of approaching the team leader for
advice.Benefits of self-managed teamsIndividual team members may have the opportunity to use
their skills and experience outside their specified remit (or job title) within an organisation. Since
team roles within self-managed teams are much more fluid than in hierarchical teams, team
members may have increased discretion over their work, which can lead to greater motivation and
improved performance. Team members may also have greater freedom to complement each others
skills.

Finally, team leaders can act more strategically, resulting in fewer surprises and purposeful team
development, since they are freed from some of the management tasks required of team leaders in
hierarchical teams.The benefits of self-managed teams include (based on Howell, 2001):Cost
savings: Organisations such as RCAR Electronics in the USA reported annual savings of $10 million
following the implementation of self-managed teams. Innovation: Team members have the freedom
to review and improve working practices.Effective decision making: Self-managed teams can
develop quicker or more effective decision-making skills.Increased productivity: Teams work
towards a common goal and are responsible for their own actions. When successful, self-managed
teams can be 1520 per cent more productive than other types of team.Improved customer
satisfaction: Self-managed teams benefit organisational performance through improved sales
figures and customer service. Companies have reported significantly lower customer returns and
complaints. Commitment: Team members can become more involved in projects as a direct result of
having increased autonomy and responsibility. Motivation: Team members have shared or equal
responsibility so members are accountable for their actions.Increased compatibility between
employers and employees: Self-managed teams can relieve stress for the leader, who is then able
to concentrate on other tasks. The team is mutually supportive and members learn from each other
instead of approaching the team leader for advice.

Potential problems with self-managed teams

For all their potential benefits, successful self-managed teams are not without their problems. They can
be difficult to set up, particularly if there is not a culture of using self-managed teams in an organisation.
For example, the team may find it difficult to interact with other parts of the organisation because of their
different working practices. Individuals new to self-managed teams may be anxious if they perceive that
they may be given extra responsibility. Conversely, team leaders may feel that their role is threatened by
having some responsibility taken away from them. Everyone may need additional training to give them the
extra skills that they may require in their new team.

There can be more redundant communication in self-managed teams because there is often no clear
structure for communication, obtaining guidance or making decisions. Consequently, guidance may be
sought from the entire team and decisions will be made by discussion, rather than by reference to a team
leader who is empowered to make decisions, as would be the norm in a project or operational team. The
team leader must provide an initial structure until the team has established its rules and norms. Finally, an
ever-present problem with teams is that of freeloaders. If a member of a team does not meet their

responsibilities this will impact upon the work of the other team members, and hence the productivity of
the team as a whole.
Planning, preparation, ongoing communication and follow-up are all necessary for a transition towards
self-managed team working. For a self-managed team to remain successful, its members must be
tolerant of errors and allow for learning, and there must be trust both within the teams and between the
team members and team leader. This will allow risks to be taken and information to be shared, and will
foster a willingness to accept change.Potential problems with self-managed teamsFor all their potential
benefits, successful self-managed teams are not without their problems. They can be difficult to set up,
particularly if there is not a culture of using self-managed teams in an organisation. For example, the team
may find it difficult to interact with other parts of the organisation because of their different working
practices. Individuals new to self-managed teams may be anxious if they perceive that they may be given
extra responsibility.

Conversely, team leaders may feel that their role is threatened by having some responsibility taken away
from them. Everyone may need additional training to give them the extra skills that they may require in
their new team. There can be more redundant communication in self-managed teams because there is
often no clear structure for communication, obtaining guidance or making decisions. Consequently,
guidance may be sought from the entire team and decisions will be made by discussion, rather than by
reference to a team leader who is empowered to make decisions, as would be the norm in a project or
operational team. The team leader must provide an initial structure until the team has established its rules
and norms.

Finally, an ever-present problem with teams is that of freeloaders. If a member of a team does not meet
their responsibilities this will impact upon the work of the other team members, and hence the productivity
of the team as a whole. Planning, preparation, ongoing communication and follow-up are all necessary for
a transition towards self-managed team working. For a self-managed team to remain successful, its
members must be tolerant of errors and allow for learning, and there must be trust both within the teams
and between the team members and team leader. This will allow risks to be taken and information to be
shared, and will foster a willingness to accept change.