Psychology

by Robert Sessions Woodworth

Securing Action

No chapter in psychology offers more in the way of practical applications than this chapter on the will--if we only [{542}] knew more on the subject! How to get action, either from yourself, or from others if you are responsible for their action, is a big practical problem. A few hints on the matter are suggested by what precedes.

How to get action from yourself--how to liberate your latent energies and accomplish what you are capable of accomplishing. A definite purpose is the first requirement; without that one merely drifts, with no persistency and no great energy. The goal should be something that appeals vitally to you, and something which you can attain; not too distant a goal; or, if the ultimate goal is distant, there must be mileposts along the way which you can take as more immediate goals; for a goal that can be reached by immediate action enlists more present effort. The student puts more energy into his study when the examination is close at hand; and, although this is regrettable, it reveals a fact in human nature that can be utilized in the management of yourself or others. A well defined and clearly visible goal is a much better energy-releaser than vague "good intentions".

The more clearly you can see and measure your approach towards the goal, the more action; thus it has been found in many different lines that the "practice curve method" of training gives quicker and better results than ordinary drill. In the practice curve [Footnote: [See p. 321.]] you have a picture of your progress; you are encouraged by seeing how far you have advanced, and stimulated to surpass your past record, and thus your immediate goal is made very definite. You cannot do so well when you simply "do your best" as when you set out to reach a certain level, high enough to tax your powers without being quite out of reach. You cannot jump so high in the empty air as you can to clear a bar; and, to secure your very best endeavor, the bar must not be so low [{543}] that you can clear it easily, nor so high that you cannot clear it at all.

The goal should be heartily adopted as your goal, which is to say that the self-assertive motive should be harnessed into service. The importance of this motive in securing action is seen in the strong effect of competition to arouse great activity. The runner cannot make as good speed when running "against time" as when competing directly, neck to neck, with other runners. Hence, to get full action from yourself, find worthy competitors. And for the same reason, accept responsibility. This puts you on your mettle. To shun competition and responsibility is characteristic of abulia. Other strong motives, such as the economic motive or the sex motive (seen in the energetic work of a young man whose goal is marriage to a certain young woman) can also be enlisted in many cases. But, for the best results, there should be, in addition to these extraneous motives, a genuine interest in the work itself.

Do not say, "I will try". Say, "I will do it". The time for trying, or effort, is when obstruction is actually encountered. You cannot really try then, unless you are already fully determined to reach the goal.

Getting action from other people is the business of parents, teachers, bosses, officers, and to some extent of every one who wishes to influence another. In war, the problem of "morale" is as important as the problem of equipment, and it was so recognized by all the armies engaged in the Great War. Each side sought to keep the morale of its own soldiers at a high level, and to depress the morale of the enemy. Good morale means more than willingness for duty; it means "pep", or positive zest for action. Some of the means used to promote morale were the following. The soldier must believe in the justness of his cause; that is, he must make victory his own goal, and be [{544}] whole-hearted in this resolve. He must believe in the coming success of his side. He must be brought to attach himself firmly to the social group of which he forms a part. He must be so absorbed in the activities of this group as to forget, in large measure, his own private concerns. Not only must he be enthusiastic for cause and country, but he must be strong for his division, regiment and company. Much depends on the officers that directly command him. He must have confidence in them, see that they know their business, and that they are looking out for the welfare of their men as well as expecting much from them. Competition between companies, regiments, and arms of the service was a strong force tending towards rapid progress in training and good service in the field. Interest in the actual technical work that was being done, and seeing that one's immediate group was accomplishing something towards the winning of the war was a powerful spur, while a sense of the uselessness of the work in hand strongly depressed the morale of a group. "Nothing succeeds like success"; morale was at its best when the army was advancing and seemingly nearing the goal. Morale was also wonderfully good when the enemy was advancing, provided your side was holding well with a good prospect of bringing the enemy to a halt and baffling his offensive. On the other hand, nothing was so hard on morale as the failure of an ambitious offensive of one's own side; the sense of futility and hopelessness then reached its maximum--except, of course, for the case of obviously approaching defeat. The conditions of trench warfare imposed a strain on morale: no progress, in spite of the danger and hardship, no chance to get at the enemy or do anything positive.

The manager of an industrial enterprise has the same problem of morale to meet. It is his business to get action from people who come into the enterprise as servants. The [{545}] main difficulty with the master-servant relation is that the servant has so little play for his own self-assertion. The master sets the goal, and the servant has submissively to accept it. This is not his enterprise, and therefore he is likely to show little "pep" in his work. He can be driven to a certain extent by fear and economic want; but better results, and the best social condition generally, can be expected from such management as enlists the individual's own will. He must be made to feel that the enterprise is his, after all. He must feel that he is fairly treated, and that he receives a just share of the proceeds. He must be interested in the purposes of the concern and in the operations on which he is engaged. Best of all, perhaps, some responsibility and initiative must be delegated to him. When the master, not contented with setting the main goal, insists on bossing every detail, continually interfering in the servant's work, the servant has the least possible chance of adopting the job as his own. But where the master is able, in the first place, to show the servant the objective need and value of the goal, and to leave the initiative in respect to ways and means to the servant, looking to him for results, the servant often responds by throwing himself into the enterprise as if it were his own--as, indeed, it properly is in such a case.

"Initiative"--that high-grade trait that is so much in demand--seems to be partly a matter of imagination and partly of will. It demands inventiveness in seeing what can be done, zest for action, and an independent and masterful spirit.

The physician who treats "nervous" or neurotic cases has this problem of getting action from his patients. Strange as it may seem, these cases, while bemoaning their unfortunate condition, cling to it as if it had its compensations, and do not wholeheartedly will to get well. They have [{546}] slumped into the attitude of invalidism, and need reorientation towards the goal of health and accomplishment. How to bring this about is the great problem. Much depends here on the personality of the physician, and different physicians (as well as mental healers outside the medical profession) employ different technique with more or less of success. The first necessity is to win the patient's confidence; after that, some use persuasion, some suggestion, some psychoanalysis, some (non-medical practitioners) use metaphysical doctrines designed to lead the patient to "hitch his wagon to a star". On the intellectual side, these methods agree in giving the patient a new perspective, in which weakness, ill health and maladaptation are seen to be small, insignificant and unnecessary, and health and achievement desirable and according to the nature of things; while on the side of impulse they probably come together in appealing to the masterful and self-assertive tendency, either by putting the subject on his mettle, or by leading him to partake of the determined, masterful attitude of the physician, or by making him feel that he is one with the great forces of the universe. Methods that psychologically are very similar to these are employed by the clergyman in dealing with morally flabby or maladjusted individuals; and the courts are beginning to approach the delinquent from the same angle. All the facts seem to indicate that the way to get action is to have a goal that "fires the imagination" and enlists the masterful tendencies of human nature.