Increasing Efficiency In Business - Walter Dill Scott (ebook reader browser .txt) 📗
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To keep light from going off in useless directions
we use reflectors; to keep human energy
from being expended in useless directions we
must remove distractions. To focus the light
at any point we use lenses; to focus our minds
at any point we use concentration.
Concentration is a state secured by the mental
activity called attention. To understand
concentration we must first consider the more
fundamental facts of attention.
<p 109>
In the evolution of the human race certain
things have been so important for the individual
and the race that responses towards
them have become instinctive. They appeal
to every individual and attract his attention
without fail. Thus moving objects, loud
sounds, sudden contrasts, and the like, were
ordinarily portents of evil to primitive man,
and his attention was drawn to them irresistibly.
Even for us to pay attention to such
objects requires no intention and no effort.
Hence it is spoken of as *passive or _*involuntary
attention_.
The attention of animals and of children
is practically confined to this passive form,
while adults are by no means free from it.
For instance, ideas and things to which I
have no intention of turning my mind attract
me. Ripe fruit, gesticulating men, beautiful
women, approaching holidays, and scores of
other things simply pop up in my mind and
enthrall my attention. My mind may be so
concentrated upon these things that I become
oblivious to pressing responsibilities. In some
<p 110>
instances the concentration may be but momentary;
in others there may result a day
dream, a building of air castles, which lasts
for a long time and recurs with distressing
frequency.
_Such attention is action in the line of least
resistance. Though it may suffice for the acts
of animals and children it is sadly deficient for
our complex business life_.
Even here, however, it is easy to relapse
to the lower plane of activity and to respond
to the appeal of the crier in the street, the
inconvenience of the heat, the news of the ball
game, or a pleasing reverie, or even to fall
into a state of mental apathy. The warfare
against these distractions is never wholly
won. Banishing these allurements results in
the concentration so essential for successfully
handling business problems. The strain is
not so much in solving the problems as in retaining
the concentration of the mind.
When an effort of will enables us to overcome
these distractions and apply our minds to the
subject in hand, the strain soon repeats itself.
<p 111>
It frequently happens that this struggle is
continuous—particularly when the distractions
are unusual or our physical condition is
below the normal. No effort of the will is
able to hold our minds down to work for any
length of time unless the task develops interest
in itself.
This attention with effort is known as _*voluntary
attention_. It is the most exhausting act
which any individual can perform. Strength
of will consists in the power to resist distractions
and to hold the mind down to even
the most uninteresting occupations.
_Fortunately for human achievement, acts
which in the beginning require voluntary effort
may later result without effort_.
The schoolboy must struggle to keep his
mind on such uninteresting things as the alphabet.
Later he may become a literary
man and find that nothing attracts his attention
so quickly as printed symbols. In commercial
arithmetic the boy labors to fix his
attention on dollar signs and problems involving
profit and loss. Launched in business,
<p 112>
however, these things may attract him more
than a football game.
It is the outcome of previous application
that we now attend without effort to many
things in our civilization which differ from
those of more primitive life. Such attention
without effort is known as _*secondary passive
attention_. Examples are furnished by the
geologist’s attention to the strata of the
earth, the historian’s to original manuscripts,
the manufacturer’s to by-products, the merchant’s
to distant customers, and the attention
which we all give to printed symbols and scores
of other things unnoticed by our distant ancestors.
Here our attention is similar to passive
attention, though the latter was the result
of inheritance, while our secondary passive
attention results from our individual efforts
and is the product of our training.
Through passive attention my concentration
upon a “castle in Spain” may be perfect
until destroyed by a fly on my nose. Voluntary
attention may make my concentration
upon the duty at hand entirely satisfactory
<p 113>
till dissipated by some one entering my office.
Secondary passive attention fixes my mind
upon the adding of a column of figures, and it
may be distracted by a commotion in my vicinity.
Thus concentration produced by any
form of attention is easily destroyed by a
legion of possible disturbances. If I desire
to increase my concentration to the maximum,
I must remove every possible cause of
distraction.
_Organized society has recognized the hindering
effect of some distractions and has made
halting attempts to abolish them_.
Thus locomotives are prohibited from sounding
whistles within city limits, but power
plants are permitted by noise and smoke to
annoy every citizen in the vicinity. Street
cars are forbidden to use flat wheels, but are
still allowed to run on the surface or on a
resounding structure and thus become a public
nuisance. Steam calliopes, newsboys, street
venders, and other unnecessary sources of
noise are still tolerated.
In the design and construction of office
<p 114>
buildings, stores, and factories in noisy neighborhoods,
too little consideration is given to
existing means of excluding or deadening
outside sounds, though the newer office buildings
are examples of initiative in this direction;
not only are they of sound-proof construction,
but in many instances they have replaced the
noisy pavements of the streets with blocks
which reduce the clatter to a minimum. In
both improvements they have been emulated
by some of the great retail stores which have
shut out external noises and reduced those
within to a point where they no longer distract
the attention of clerks or customers
from the business of selling and buying. In
many, however, clerks are still forced to call
aloud for cash girls or department managers,
and the handling of customers at elevators is
attended by wholly unnecessary shouting and
clash of equipment.
Of all distractions, sound is certainly the
most common and the most insistent in its appeal.
The individual efforts towards reducing
it quoted above were stimulated by the hope
<p 115>
of immediate and tangible profit—sound-proof offices commanding higher rents and
quiet stores attracting more customers. In
not a few cases, manufacturers have gone
deeper, however, recognizing that anything
which claims the attention of an employee
from his work reduces his efficiency and cuts
profits, even though he be a piece worker. In
part this explains the migration of many industries
to the smaller towns and the development
of a new type of city factory with sound-proof walls and floors, windows sealed against
noise, and a system of mechanical ventilation.
The individual manufacturer or merchant,
therefore, need not wait for a general crusade
to abate the noise, the smoke, and the other
distractions which reduce his employee’s
effectiveness. In no small measure he can shut
out external noises and eliminate many of
those within. Loud dictation, conversations,
clicking typewriters, loud-ringing telephones,
can all be cut to a key which makes them virtually
indistinguishable in an office of any
size. More and more the big open office as
<p 116>
an absorbent of sound seems to be gaining in
favor. In one of the newest and largest of
these I know, nearly all the typewriting machines
are segregated in a glass-walled room,
and long-distance telephone messages can be
taken at any instrument in the great office.
_Like sound in its imperative appeal for attention
is the consciousness of strangers passing
one’s desk or windows_.
Movement of fellow employees about the
department, unless excessive or unusual, is
hardly noticed; let an individual or a group
with whom we are not acquainted come within
the field of our vision, and they claim attention
immediately. For this reason shops or factories
whose windows command a busy street
find it profitable to use opaque glass to shut
out the shifting scene.
This scheme of retreat and protection has
been carried well-nigh to perfection by many
executives. Private offices guarded by secretaries
fortify them against distractions and
unauthorized claims on their attention, both
from within and without their organizations.
<p 117>
Routine problems, in administration, production,
distribution, are never referred to them;
these are settled by department heads, and
only new or vital questions are submitted to
the executive. In many large companies,
besides the department heads and secretaries
who assume this load of routine, there are
assistants to the president and the general
manager who further reduce the demands
upon their chiefs. The value of time, the
effect of interruptions and distractions upon
their own efficiency, are understood by countless
executives who neglect to guard their
employees against similar distractions.
_Individual business men, unsupported by
organizations, have worked out individual methods
of self-protection_.
One man postpones consideration of questions
of policy, selling conditions, and soon until
the business of the day has been finished, and
interruptions from customers or employees are
improbable. Another, with his stenographer,
reaches his office half an hour earlier than his
organization, and, picking out the day’s big
<p 118>
task, has it well towards accomplishment
before the usual distractions begin. The foremost
electrical and mechanical engineer in the
country solves his most difficult and abstruse
problems at home, at night. His organization
provides a perfect defense against interruptions;
but only in the silence, the isolation of
his home at night, does he find the complete
absence of distraction permitting the absolute
concentration which produces great results.
This chapter was prefaced by an instance
where protection from distractions through
organization was joined with methodical
attack on the elements of the day’s work. This
combination approaches the ideal; it is the
system followed by nearly all the great
executives of America. Time and attention are
equably allotted to the various interests,
the various departments of effort which must
have the big man’s consideration during the
day. Analysis has determined how much of
each is required; appointments are made with
the men who must co<o:>perate; all other matters
are pushed aside until a decision is reached;
<p 119>
and upon the completion of each attention is
concentrated on the next task.
A striking instance of this organization of
work and concentration upon a single problem
is afforded by the “cabinet meetings” of some
large corporations and the luncheons of groups
of powerful financiers in New York. There
are certain questions to be settled, a definite
length of time in which to settle them. In the
order of their importance they are allotted so
many minutes. At the expiration of that time
a vote is taken, the president or chairman
announces his decision, and the next matter is
attacked.
_There is no royal method of training in
concentration. It is in the main developed by
repeated acts of attention upon the subject in
hand_.
If I am anxious or need to develop the power
of concentration upon what people say, either
in conversation or in public discourse, I may
be helped by persistently and continuously
forcing myself to attend. The habit of
concentration may to a degree be thus acquired;
<p 120>
pursuing it, I should never allow myself to
listen indifferently, but I must force myself to
strict attention.
Such practice would result ultimately in a
habit of concentration upon what I hear,
but would not necessarily increase my power
of concentration upon writing, adding, or other
activities. Specific training in each is essential,
and even then the
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