Why Gordon should get niceFebruary 21, 2010 at 4:41 pm | Posted in British Politics, Gordon Brown, New Labour | 8 Comments
Over the years, I’ve developed a completely arbitrary but generally quite reliable method for measuring a person’s moral worth. Where some people might totter up a person’s good deeds, charitable giving, political beliefs or religion, mine is far more straightforward:
Are you nice to shop assistants?
You see, the shop assistant’s working life is fairy dreary & dispiriting: you’re not paid very much, you’re restricted to repeating the same actions for 8 hours a day, and you frequently come into contact with customers who treat you with as much warmth & kindness as a cash machine. It’s also true that the rare occasions when someone does treat you as a human being are the occasions when your job seems less miserable. So if you can’t be friendly, smile or even say ‘thank you’ during your purchase, I don’t wish to know you.
If the allegations about Gordon Brown’s blustering, bullying & temper tantrums are true, they reflect as badly on the Prime Minister as a person as his Premiership has reflected on him as a politician. It’s one thing to start grabbing and yelling at your Deputy Chief of Staff, but for the victims to also include the more ‘lowly’ duty clerks, typists and telephone operators – the folks who keep Downing Street working – is particularly distasteful.
But quite apart from the instability these stories suggests, or the way it makes Gordon look like he regards his staff merely as incompetent servants, it’s also an lousy approach to governing. First, ponder this from Lerner & Tiedens’ review of the effect of anger on decision-making:
Angry decision makers also typically process information in heuristic ways, not stopping to ponder alternative options before acting. They are eager to make decisions and are unlikely to stop and ponder or carefully analyze. This too derives primarily from the sense of certainty associated with anger, but may also be caused by the optimism they have about the future. Thus, angry decision makers may then, as Aristotle suggested long ago, have a difficult time being angry at the right time, for the right purpose, and in the right way.
In a political context, this makes it more likely that your decisions will be rash and ill thought-through – not something you really want in leaders who are often required to make decisions of great importance.
But perhaps more importantly in these economically threadbare times, we also know that happiness is a great way of boosting workers’ productivity:
In one experiment, subjects were split into two groups, with one being shown a short comedy film and the other not. Subjects shown the film were 10% more productive than those who weren’t. This productivity boost was confined to those who actually enjoyed the film.
What’s more, subjects did not realize that this effect was happening; only 31% felt that watching the clip had improved their skill on the test.
In another experiment, subjects were asked before the test whether they had suffered a family bereavement or parental divorce in the last two years. Those who said they had were about 10% less productive than those who said they hadn’t.
So if Gordon could find it within himself to be a bit nicer to the people who work for him – maybe by bringing some fancy biscuits to the office, arranging a ‘dress down Friday’ or the occasional curry night, he might well find that Downing Street becomes a better functioning, more well-oiled governing machine.
Make ’em smile, Gordon. It might not do much for your poll ratings, but at least you’ll see less of your staff running to Andrew Rawnsley.