In the not so distant past, businesses and corporations operated mostly by what has been termed, the 'Vertical System', that is, 'from the top, down' - the Coperate CEO at the top, a few Middle Managers, various Supervisors, and at the bottom of the pile, the Workers, which were considered just 'numbers' - disposable entities.

If a probationary employee had not met all of the required goals established by the company at the time of his or her six month performance review, the performance evaluation by a Middle Manager might have gone something like this:

"While you have met a few of our company standards during your last six months of employment, you are far behind in many of the others and it is imparative that you improve in all of these other aspects in order for you to gain permanent employment with this company. If you cannot meet these minimum standards within the next three months, it will be necessary to terminate your employment.

I am quite sure that if you just 'buckle down to business', you will have little trouble meeting these requirements!" Dismissed! (or words to that effect).

An employee left with this dismal picture and a possible negative future outcome would most likely develope a very negative attitude towards his or her employment, the company as a whole, and would most likely engage in very negative behaviors such as tardiness, frequent absenteism, and/or even sabotage. This could lead to an even earlier dismissel and of course, leave the employee with a feeling of 'worthlessness', a negative work evaluation, and a bad reputation.

This is a good example of 'Negative Suggestology' in action!

Now let us look at a more modern concept - this same employee, with the same deficientcies, but with a modern, progessive company.

The manager conducting the six month evaluation knows everything about the employee, his or her family, personal interests, background, etc. The sesson begans with an exchange of the usual plesantries on a first name basis. The manager asks pertinate questions about family, hobbys, and other areas of interest.

After a relaxed and plesant atmosphere is established, the manager begans the six month performance evaluation.

The manager first itemizes all of the positive gains the employee has made in the first six months and compliments him or her on the progress that has been made. Then, he or she, explains the areas where improvement is needed and directs the employee to certain sources such as Human Resources where education and training sessions and other 'in house' programs are available. The employee is also assured that he or she should have no problem meeting the required goals for perminant employment and that in addition to these alternatives, his or her supervisor will be giving more personal attention to these needs. If the employee is working as part of a team, the Team Leader is brought into the picture.

It is most likely that any employee, (except the most derelict), will respond positively and productively to such encouragement and strive actively to meet the required standards, thus gaining permanent employment.

Here we see 'Positive Suggestology' in action by all concerned!

The Japanese System:

America is composed mostly of a mobile work force where employees often change jobs three, four, or more times due to lay-offs and/or a desire for more upward mobility.

Not so in Japan. An employee in Japan joins a company for life time employment. Upward mobility depends on the individual employee's abilities and education. (Japan has a 98% literacy rate!). Employees who work in teams learn all of the required skills necessary to perform in any position on the team including team leadership.

Supervisors, Middle and Upper Managers, including CEOs, get right down on the shop floors and become actively acquainted with all of the procedures and the employees.

All companys have 'Suggestion Boxes'! Employees are encouraged to make any suggestions which might enhance or improve the company. All such suggestions are always answered in one of three ways:

If a suggestion is impractical, the employee is informed of the reason why and is thanked for the suggestion.

If the suggestion is good and practical but cannot be implimented at this moment in time, the employee is told why and assured that the suggestion may be implimented at some future moment in time when conditions are more conducive and, again, is thanked for the suggestion.

If the suggestion is practical and acceptable at this moment in time, the employee meets with a middle manager and the supervisor concerned with that particular part of the program and the proposed modifications or new implimentations are discussed in detail. If a positive consenses is reached, the new program is immediately put into practice, the employee is given an immediate monitary bonus and is writen up in the company news bulletin.

As we can see, employees in Japan are considered long term, valuable assets and are always promoted from within.

It should also be noted that Japanese companys have 'Vertical Unions'! Each company has its own individual Union! If a company is lacking in any way or unfair to its employees, only that particular Union goes out on strike! No other Unions or companys are effected and in this way, the whole Nation is also not effected.

The West Coast Plant Failier:

In the later part of the 20th Century, a certain West Coast Automotive Assembly Plant's production and quality/quantity ratio, declined to such a low standard that the plant had to be closed and all of the employees laid-off. The plant had also been loseing money to the tune of several millions of dollars per year for quite some time. The reason given by this plant's Upper Management was, "worthless, un-motivated, and un-educated employees"!

About a year later, a Japanese firm offered a partnership with this company to open a Japanese managed plant in the United States as a joint venture. The company agreed as long as the Japanese firm suppplied all of the funding. An agreement was signed by both parties and and the company promptly leased the closed West Coast plant, (along with all of its 'worthless' employees), to the Japanese firm.

The Japanese financed the whole operation, refurbished the existing plant, but then, ran into a serious problem - Labor and the American Labor Union!

American workers do not share jobs! They only work at tasks covered by their Union card! The Japanese middle managers met with the American Union Officials and explained the 'Team Cross Training' system emphasizing the advantages gained by a Union employee having multiple skills which make him or her, much more employable in the mobile American work force in case of lay-offs or a desire for greater upward advancement. The Union officials met with some of the senior membership and they decided to give the Japanese system a try.

The Result:

After one year of operation, this plant became Number One in the nation in overall production, quality/quantity control ratios, and in profit margin!

ALL WITH THE VERY SAME 'WORTHLESS' EMPLOYEES!!!

Lets hope that Let us hope that this firm, as well as others, 'Got the Message!'.

With the above examples, one can readily see the advantages of 'Positive Suggestology'!

Want to make suggestions to your employer, (or anyone else for that matter)??? What is their preferred mode of perception?

And do you want to get to 'Yes' in a hurry???

These will be the topics covered in Part 3 of Suggestology & Hypnosis!

Stay tuned!

NOTE: Reading references will be provided when this article is completed.

Dick Udell