"The more you do, the more mistakes you make. You'd better not do it. " How to treat this behavior?

When I first joined the work, I met a very down-to-earth and serious old-timer, and his work was extremely dedicated. After a period of observation, I think he is still worth learning. Later, at the meeting summarizing the work at the end of the year, some people put forward some views on him. In short, they also have bad opinions. Just joined the work, I can only listen to everyone's opinions and speeches silently.

Once I did a seed experiment with him in the field, and he said something that has made me feel too realistic so far. It may mean the same thing as the title:' It is better not to look at it, but not to make trouble'. After working for a long time, I really think this is a wise saying!

Then something happened. There used to be a colleague who gossiped around all day, talking to people and talking nonsense. In his mouth, there are no good people and no working people except himself! One day, he actually spoke ill of colleague B with colleague A, and then spoke ill of colleague A back to colleague B. Everyone could see that he had a headache, but every time the unit lacked various bonuses, as long as he lacked them, he went to the leader to make trouble, and later felt that he was dealing with his related problems. At the end of each year, he always summarizes all kinds of work. He does nothing and makes no mistakes, but those who work always complain in the end.

In fact, there will be more enlightened and managerial leaders in the work. I also met them at work. One year, a new leader came to the unit because I was selling vegetables outside. At the end of the year, the leader didn't sum up anything, but took out the invoices of every sales employee, which contained a stack of the thickest invoices, several times that of others. The leader said that you can see how much work he has done by looking at this pile of invoices. This is indeed a compensation for a more capable employee.

Many of us do encounter the above problems in our work. The key is to see how to deal with mistakes. If we blindly pursue accountability and ignore the starting point of the work itself, then not many people will go to work, and naturally everyone will stop working, and naturally there will be no problems.

I personally understand that if you are right, you should criticize and correct me.

I have been working for some years, and to be honest, this kind of behavior is particularly common.

There are more such things in the north than in the south (I have never been to many cities, as far as I have worked)

This sentence, I remember doing more and making more mistakes, doing less and making fewer mistakes, and not doing well. (It should be basically the same as what you said)

Why is there such a problem? Personally, I understand that it is a problem of leadership, and the problem is from top to bottom.

Let me explain my understanding.

First of all, the company's top management ability is average. (Today, people with 654.38+00,000 abilities are in 5 million posts, and several people don't feel that their posts have wronged themselves. )

A company without a strong senior leader, let's not talk about it. Many, not to mention small and medium-sized family businesses.

Middle-level leaders and departments are directly independent, but some of them are always disconnected. Therefore, when something is unfavorable to your department, the first reaction is to push it, for fear of affecting your career. Which leader will tell you to mind your own business? Don't you dare to work more. What should you do if it gets stuck? How to push it out then.

Grass-roots leaders have no right, most of them cater to the leaders above, and the leaders above should do whatever they want.

So, when it comes to employees, just think about it. What dare you do? What do you dare to do? What if the leader won't let me do anything wrong? If you do it right, what is the reward and punishment system? I'm afraid most companies don't have detailed rules for this system. Don't argue, I said do this part more, but it's not your job. )

Therefore, this leads to a problem: if you do more, you will make more mistakes (there will be times when you are right, but there are risks). If there are risks, your leader won't let you try (he is worried about his career) and won't let you do it right. There may not be a clear reward system (if there is a clear reward system and it is attractive, see if anyone is willing to do more)

Who wants to do more work on this premise?

I think companies with such thinking (from leaders to employees). That's the problem of senior leaders or people with decision-making power.

As the saying goes, people die for money, and they can't afford to get up early without profit, and so on. You must have something tangible before someone is willing to pay, do more work, or even work for the company.

I am complaining. Make everyone laugh.

I have a deep understanding of this view. Although I belong to the practical type, I don't agree with the saying that "it's better not to do it"! I came to this unit at the end of 13. After I came in, everything was complicated. The older ones won't tell you how to do it at all, just let you do it. Anyway, we want results. In addition, our department is full of yin and yang, which means that there is only me and another male colleague, two leaders are male colleagues and eight female compatriots, so 14 many things fall on each other. So I took care of everything outside. Of course, many mistakes were made, but the leaders saw it and understood it. On 16, they were promoted to deputy director. Today, I think every leader has a steelyard in his heart. It's not that doing too much is a bad thing, sometimes it's a blessing to suffer! !

This problem has also been encountered in my work!

I'm here to talk about my real experience and feelings. When I first entered the company, I didn't have such an idea and wanted to learn more. So I will definitely go out with the master to do some work and accumulate experience, and then I can solve the problems independently. But over time, I found that many employees have this idea. If they do too much, they will be criticized for making mistakes easily. Over time, this negative thought began to spread among employees!

Our enterprise pays wages according to posts, and the price difference between the same posts can't exceed that in 200 yuan, resulting in many employees' money for doing a good job is the same as that for doing a bad job, and the money for doing and not doing it is the same, even if there is a difference, it will not exceed that in 200 yuan. I think this is the root cause!

After a long time, everyone can understand this truth, so there will be such negative emotions. For employees who have room for improvement, I hope to abandon this idea, work harder and study more, and have the opportunity to be promoted in the future!

The more you do, the more mistakes you make. Might as well not do it. How to treat this phenomenon?

I have working experience in administrative organs. According to my observation and interview, there is still a phenomenon of "making more mistakes" in government agencies and institutions. However, on the whole, it is definitely not "doing it is better than not doing it". Society and units still welcome entrepreneurs, and entrepreneurs are the ones who laugh last.

At present, in government agencies and institutions, regardless of the size of the unit and the number of personnel, there is little difference in the general situation of personnel, which is generally divided into three categories:

The first kind of people are people who can only talk. These people concentrate on their work, bury themselves in the office, have no distractions, don't compare with others, don't complain about others, don't worry about others, bury themselves in hard work and do their jobs well according to their books. When there are difficulties, they always try their best to overcome and solve them, rarely ask for instructions and rarely cause trouble to leaders and comrades. If you can't finish your work during working hours, you will take the initiative to work overtime. This is not his own job. As long as others want something from him, he has no regrets and finishes it as if he had finished his job. This kind of person is conscientious and never pushes the work. This is the pillar and backbone of government agencies and units. It is they who support the high-speed operation of the unit and prop up the "sky" of the unit. The more work these people do, the more natural mistakes they make, and the more mistakes and problems they have. Sometimes it has become the object of attack and criticism by some people who "talk but don't do it". But when they meet good leaders, some will be rated as excellent, praised at the meeting and supported and welcomed by most people. On the other hand, because they don't fight for it, the benefits of the unit, such as promotion, are often not on their heads.

The second kind of people are people who "talk more and do less". This kind of person is quick-thinking and good at have it both ways. They only do things on the surface and on the table, or they only do things under the eyes of the leaders. On the surface, I am very busy, running around and not working hard. I am the same in front of the leader and behind him, and I never go to work in obscurity. Doing a little work can be said to be a great contribution, and it can only be icing on the cake, and it will never be a timely help. This kind of people are all eyes and ears. On the surface, their work has been completed, and there are few mistakes in their work. It is often the "little elite" in the unit, and many of them are also the "red people" of the leaders. They judge the advanced and choose the excellent. Such people often have a high chance of winning the lottery.

The third kind of person is "all talk and no action". This kind of person is a person who doesn't work and finds fault. They can't do their own work. When they encounter difficulties, they turn to leaders, shirk their responsibilities, and don't work or contribute. All such people are too arrogant to do it by themselves. They often find fault with others and talk about their mistakes in the same way. I like to judge others and tell them what to do. This kind of person is not the majority, not the mainstream of the unit, but a few individual phenomena. However, although the number is small, it has a great negative impact on the atmosphere of the unit. Of course, such people have no market in the unit, most people are far away from them, and their popularity in the unit is not good.

Seeing many people answer, this is a question of employees' mentality, what is lazy and negative, and the pattern is too small. I think this view is wrong and very wrong! It is true that the more you do, the more mistakes you make, and you might as well not do it. But is this an employee problem? Don't! This is a typical corporate culture problem!

There is a word called "easy to complain", which is the contradictory mentality of employees! Why do employees have the idea that "the more they make mistakes, the worse they are." Because the company's value orientation is wrong! In many companies, doing more is the same as doing less, and doing well is the same as doing badly. In such a company, others don't do it and have no responsibility. If you do, you risk offending the wrong one! Since there is a mistake, the company will investigate the responsibility. Well, since you did it, let's start with you! In fact, if you choose to stand by like everyone else, you have no responsibility at all, but you are in trouble at most! Can the pain of hitting a board on one person be the same as hitting everyone?

I once worked in a private enterprise, which is such a ridiculous culture. The boss knows a little about management, but the punishment is too heavy. Therefore, everyone saw the boss coaxing and saying that if you encounter problems, as long as you can push things out, otherwise, as long as you carry forward the team spirit and reach out, things will stick to you. If something goes wrong, the board will spank you! So the company has become a common practice! No way, in order not to be punished, everyone is a master of Tai Chi! When I first entered the company, I didn't understand the company culture. When I saw this problem, I made this suggestion to my boss. The boss said, good, then you take the lead! I was dumbfounded when I heard it. What's going on here? You won't know until you do it. It's too difficult. No one cooperated at all. Everyone is avoiding me like a plague! I was punished several times! From then on, I dare not make suggestions or shoot indiscriminately, because the punishment makes me jumpy!

How to solve this problem? Must start from the responsibility to sort out! Why do people think that "the more you do, the more mistakes you make, it is better not to do it!" " Because they know that even if they don't do it, the stick won't fall on my head! His reason is very good: "I don't know who should do it!" " "This is a typical responsibility is unclear! That is, we often say that doing and not doing are the same! How to establish responsibility? Two major responsibilities are indispensable, one is departmental responsibility, and the other is post responsibility! When the responsibility is clear, the matter is yours. Not if you don't do it! Then, we must standardize the company's processes! What is this process for? It is to instruct people how to do things, what time, what things and what results, in black and white, clear and clear, and solve the excuse that employees "don't know how to do it"! Then, it is inspection and assessment. With responsibilities, processes and work standards, it is necessary to conduct inspections, reward and punish those who do well, and immediately solve the problem of "doing well but not doing well"!

If the company system is perfect, the responsibilities are clean, the process is clear, and the inspection is in place, how can employees have the idea of "doing more and more mistakes, it is better not to do it"!

Someone asked about the yellowing of the planted leaves. We can't just talk about leaves.

Look at water and air, this is a question of paying attention to external influences (external factors).

Looking at the backbone, this is to focus on the communication problem at the middle level (organizational cohesion).

Look at the root cause, this is the problem of focusing mechanism operation (the core of the problem).

The essence of this negative behavior is the behavior of employees seeking advantages and avoiding disadvantages under the objective and unreasonable evaluation mechanism. If you want to criticize, please focus on the evaluation mechanism, not on the employees who live in it.

"Doing more and making more mistakes" is an objective phenomenon. However, innovation and development are inseparable from the process of trial and error. Only by following the rules can one live a stable life. Why does he want to innovate?

If the mechanism can give him enough protection and give him more opportunities when he makes mistakes, then as a person with an innovative heart, he can calm down and do it. Otherwise, the high cost of trial and error will only discourage most people. After all, everyone needs to survive first, and the cost of making mistakes may be high.

The people's eyes are discerning. Although this practice is not positive and not worth advocating, it is also full of survival wisdom. Nowadays, old people like to say that they don't work actively after 90, unlike those who worked hard in those years. The problem is that the expected results of their struggle at that time were also very rich. On the other hand, the gradual rise of funeral culture is due to their lack of fighting spirit, which is inevitably biased. Everyone should eat just right, and only after eating too many cakes on the wall can they realize this reaction. On the other hand, isn't it unfair to be accused of not working hard?

If there is a beginning, who is not willing to work hard to improve their lives?

Of course, from the boss's point of view, this kind of behavior is particularly undesirable. After all, employees don't work hard, and the boss's car won't change next year.

From the employee's point of view, although this behavior is negative, it is also a helpless move.

If the input-output ratio is too low, the negative reaction will not have much impact on your work, then this idea is understandable.

Of course, you don't have to be bound by the above argument for young people who want to make great achievements in their careers and have feelings and ideals. Just use your skills and strive for an early future.

After all, although there are many mistakes, the probability of success also increases with the increase of times. What you pursue, you have to bear the consequences, stand the test, and you can get the corresponding harvest.

Everyone's life pursuit is different, there is no need to force others, and it is good to live your own life on the premise of being worthy of wages.

"The more you do, the more you make mistakes, and the less you get. You might as well not do it! "

"Doing is the same as not doing it. Do more and do less. Why do it?"

"Do it for nothing!"

This is a typical management problem. Why is this happening? The problem lies in the labor distribution mechanism.

What do we mean by management? In charge of people and things. The most important thing for managers is to guide and guide people.

A manager and leader should guide, instruct and teach employees and subordinates, instead of blindly giving "dead orders" for them to carry out.

If you want to train excellent employees and subordinates, you have to find a new person, exercise him, and let him do what he says. Don't be afraid of employees making mistakes. Even if they are wrong, don't blame and accuse him easily, but give him guidance and teach him methods and professional knowledge and skills. But in reality, employees often make mistakes, and subordinates also make mistakes. Superior regardless of the cause and process, first assessment, fines, punishment. Over time, everyone thinks it's better not to do it.

What do managers and leaders do? We won't leave things to our subordinates to carry out, just look at the results and it will be done. As a manager and leader, you should understand that as long as people do one thing, there is the possibility of making mistakes and the risk of failure. As a manager and leader, you should pay attention to the process, prevent and control the development of things in time, put an end to subjective mistakes and risks, and reduce the mistakes and risks caused by objective factors. This is human planning, planning and management.

Some managers engage in performance appraisal and set a target value, and everyone will be rewarded if they complete it, and punished if they fail to achieve it. As for how much is accomplished and how much is accomplished, it has nothing to do with the amount of rewards and punishments. For some challenging jobs, it is very difficult to complete, and there are not many rewards that can't be completed. How can we mobilize the enthusiasm of employees for such a distribution mechanism? It is simply killing the enthusiasm of employees. If the distribution system is unreasonable, there will be such a result: since I have done more and less, why should I work so hard? If I do more, I will make more mistakes. I might as well not do it. Everyone is muddling along, not to mention efficiency and innovation.

For employees, it doesn't mean that your superiors allow you to make mistakes, so you can make any mistakes. If you know that this is wrong and you still have to challenge the law, you have to bear the responsibility of buying. For those things that you tried and challenged for the first time, you made a mistake and failed. You should learn to sum up and learn lessons. You can't laugh at all the mistakes. If you fall down repeatedly in the same place, it's a bit unreasonable.

In a word, this phenomenon is a typical management problem. As a manager and a managed person, there is something worthy of reflection. We have always said that excellent performance management, what is excellent and how to achieve it need managers to discuss and study it well.

I'm from a state-owned enterprise.

This phenomenon is too common, to put it more seriously, it has penetrated into the bone marrow, especially after 8090.

My personal opinion is that there is no sense of shame. The main reason is that the assessment mechanism of state-owned enterprises is sound, and now there is a joint liability mechanism. If a person makes a mistake, all members of the work team should be evaluated. Make the enthusiasm of the work very low, because if you don't do it, you won't make mistakes, there will be no assessment, and everyone will earn the same money. What should I do? If you don't work, it becomes a high-sounding reason. It is also true that people who do not work will not make mistakes and will not be assessed. Therefore, the assessment mechanism is correct, and what is lacking is that the reward mechanism should be rich and perfect. At the same time, we will encourage and reward those who really work. I think it will get better.

Xiao believes that if you want to stand out from the crowd in the whole unit, you must work more and do more "beautiful work".

Employees can be roughly divided into three types:

First, I want to do more things, make more achievements and be eager for promotion.

Second, listen to the arrangement and do your job well.

Third, muddle along. If you can finish it tomorrow, you won't finish it today, and you will wait for your salary.

But you can observe the people around you, whether they are government agencies, institutions or enterprises, but who is the top leader, or a person in an important position, and who is not the director?

Is to take advantage of the top leaders of various backgrounds and be afraid of making mistakes in work, okay? The genius of their various "dry" lies in their "capable", which is gradually recognized by everyone.

We young people who have just entered the workplace are inexperienced. If you want to get a promotion and raise your salary, you will gain something, stop for life and don't improve your ability.

Because I am young and just entered the workplace, the cost of trial and error is also the lowest. Many times, if I don't do well, the leader will scold me and even deduct some money.

If people reach middle age and have dozens of people under their command, do they dare to ask and do it?

The consequence of such carelessness is to pack up and leave, which is really a last resort for middle-aged people.

Young people in the workplace should not be afraid of other people's eyes. Bold trial and error, quickly accumulate the experience you need and improve your ability is the king.

1 Listen, don't be completely result-oriented.

Managers need to be promoted, right? Promotion requires performance, right? Can you rely entirely on the second and third person you need?

When people who want to do things put forward new ideas, the important result is not "OK, do it", but "OK, find me if you have any difficulties, and I will coordinate with you."

When they encounter mistakes, they should listen carefully, don't veto them by one vote, ignore all the hardships and tiredness, pain and chilling, and give them the greatest tolerance and encouragement.

Contact with big leaders more, gain trust, and avoid less.

Many things need the cooperation of other departments, so we can't do it at this time, so we have to ask the boss, don't think about how to get rid of it, and do it boldly.

As a manager, when everyone can push the work and you support your subordinates to make achievements, then you are different.

In this way, your relationship with the leader becomes very important.

Usually communicate with the big leader in his work and life, and everything can make him difficult to find, instead of cramming for the last minute.

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