The results of authority experiments of Stanley Milgram will help teach the administrator how people respond to authority and how to become a better administrator as a result.
In the experiment of Stanley Milgram conducted in 1974, even if asked to do things that hurt other people, I examined the extent to which individuals comply with authority. In the experiment, subjects called "volunteer teachers" are said to be supposed to memorize pairs of words by learners, and are assumed to give a shock that the strength level will be raised using the machine It helps learners better remember pairs of words. While the volunteer teacher was using the machine, the researcher was sitting next to the volunteer. The learner was not actually harmed, but as the strength of the shock increased, the behavior acted like increasing pain, and the teacher was believed that these shocks might threaten the learner's life .
The result of the experiment was shocking, even if the impact was fatal, because such a high proportion of subjects continued to shock. Even though some volunteers first resisted, they followed the arguments of researchers supervising them. In this way, subjects did in line with what researchers did, even though they believed that what they were doing was wrong. In addition, very few subjects who left the experiment cooperated initially as electric shock and pain before finally studying.
There are many parallel instances in this experiment, such as Germans increasing attacks on Hitler's Jews and other target persons in general. Another example is that despite the increasing number of soldiers over time the soldiers of the Libyan regime are pleased to gun innocent civilians. In the enterprise, many employees retired or until he became a witness such as repression of Eliot Spitzer on Wall Street, after the government crackdown was overwhelmed by the company, he was an attorney general in New York.
Like this parallel experiment in the real world, it tells us that even if the order is harmful to others it follows the order from the person who is recognized as being in the position of authority. Those who follow orders may feel that the order is illegal and harmful, but as long as the person making the order continues to feel that they have the authority, they usually do so. They are thus challenging their own moral compass in response to the demands of authority.
This willingness to obey such instructions is a shock to those who are strongly aware of what is right or wrong based on the morals learned from parents, teachers, churches, and other authorities while they are growing up It may seem like it can be seen as a mechanism of survival. This is because those who obey the rules may succeed with survival and prosperity, but often because the survival of the most suitable type of world is unilateral. They can compromise, and often these work as a social survival strategy, which generally rewards suitability.
As a manager, the results of this experiment mean that employees usually obey instructions and instructions, even if they do not agree with the order, even if the instructions may be adversely affected. Therefore, as employees are doing what their manager did, they feel that it is safer to do so that policies that are unproductive, disruptive, or harmful to the organization and There is a possibility to execute the procedure.
In circumstances where you know this experiment, administrators should make it safe to ask questions about orders that feel uncomfortable, as employees feel uncomfortable or may go against their own feelings. For this purpose, administrators feel safe to worry about, such as being able to come to me personally to speak concerns, being able to send a message to the manager anonymously and share the problem As they can, they feel that it is more comfortable to share like that. Another option is to get employees the opportunity to express concerns at the employee conference and there is a guarantee that there will be no negative consequences for doing so. Managers can even offer compensation as employee incentives expressing concerns that positively change to an improved workplace.
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