“[Each person] is a member of one or more functioning workgroups that have a high degree of group loyalty, effective skills of interaction and high performance goals.”

— Rensis Likert

Source: New patterns of management, (1961), p. 104

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Rensis Likert 16

American statistician 1903–1981

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“The preceding analysis shows that a manager who has high performance goals and excellent job organization but who relies solely on economic needs and direct pressure to motivate his men is very likely to be to be disappointed by their achievements. The noneconomic motives must be used fully, along with the economic needs, to create high performance goals and establish the level of motivational forces which yield high productivity. Since the principle of supportive relationships and group methods of supervision enable a manager to make effective use of the noneconomic motives, some valuable insights can be obtained by examining how these managerial principles appear to affect the motivations, satisfactions, and behavior of the members of an enterprise. A substantial body of research findings demonstrates that the greater the loyalty of the members of a group toward the group, the greater is the motivation among the members to achieve the goals of the group, and the greater is the probability that the group will achieve its goals.”

Rensis Likert (1903–1981) American statistician

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“Skill is a property of a person; it is a person's ability to demonstrate a system and sequence of behaviour that [is] functionally related to attaining a performance goal.”

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“There are many sparks of sanctity in each person in [a] group. And when you collect all the sparks of sanctity into one place, as brothers, with love and friendship, you will certainly have a very high level of sanctity…”

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“Individuals who participate in interaction rituals are filled with emotional energy, in proportion to the intensity of the interaction. Durkheim called this energy “moral force,” the flow of enthusiasm that allows individuals in the throes of ritual participation to carry out heroic acts of fervor or self-sacrifice. I would emphasize another result of group-generated emotional energy: it charges up individuals like an electric battery, giving them a corresponding degree of enthusiasm toward ritually created symbolic goals when they are out of the presence of the group. Much of what we consider individual personality consists of the extent to which persons carry the energy of intense interaction rituals; at the high end, such persons are charismatic; a little less intensely, they are forceful leaders and the stars of sociability; modest charges of emotional energy make passive individuals; and those whose interaction ritual participation is meager and unsuccessful are withdrawn and depressed.”

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“The Book had in a high degree excited us to self-activity, which is the best effect of any book.”

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“The working world needs more empathic leaders, staff and colleagues. A person’s high level of empathy will make up for a wide array of other skills and attributes.”

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“The structural viewpoint considers the roles people play, rather than the nature of the personalities in these roles. It deals with the structures in which roles are performed— the relationship of groups to each other, such as sales and production, and the degree of centralization or decentralization.”

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“Training in listening, in statistical techniques and problem cause-and-effect analysis, in group problem solving, in sophisticated financial analysis (for everyone)—and then constant retraining, for upgrading and learning new skills—simply must become the norm, for realtor, banker, or high-tech wizard.”

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“One may generalize upon these processes in terms of group equilibrium. The group may be said to be in equilibrium when the interactions of its members fall into the customary pattern through which group activities are and have been organized. The pattern of interactions may undergo certain modifications without upsetting the group equilibrium, but abrupt and drastic changes destroy the equilibrium.”

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“[Each person] is a member of one or more functioning workgroups that have a high degree of group loyalty, effective skills of interaction and high performance goals.”

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Rensis Likert 16

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