The Pygmalion Effect and Transformation of Culture: from disempowerment to recognition.

What does culture transformation have to do with an ancient myth of Pygmalion?

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Originating from the ancient myth, narrated by the Roman poet Ovid in his Metamorphoses, it tells a story of Pygmalion, a sculptor, who makes an ivory statue of an ideal woman and then (typically) falls in love with his own creation. He names her Galatea and begs the goddess Venus to bring her to life. Venus answers Pygmalion’s wish so he can marry Galatea who is a reflection of his own expectations. In the 20th century, the myth was evoked in a scientific experiment by Robert Rosenthal at Harvard, who (not quite ethically) tested it on animals and school children, showing that people tend to perform according to the expectations placed upon them. Since then, the effect is also known as the Rosenthal Experiment. ?

In short it proves: the more someone is labeled as intelligent, talented, or capable, the more likely they are to embody these traits. Conversely, negative labels such as lazy, incompetent, or aggressive can become self-fulfilling prophecies, shaping individuals' behaviours and identities.

Although grounded in the reductionist creator-creation approach, this theory has helped many parents, educators and leaders apply positive reinforcement to empower their children, learners, employees to engage and achieve their full potential. Instead of criticism (which Eliza experienced from Professor Higgins when punished for her Cockney pronunciation), individuals receive recognition and praise in line with their own potential, not mirroring their masters.

By understanding the mechanisms behind the Pygmalion Effect, we can strive to foster environments of positivity, inclusivity, encouragement, and belief in the inherent potential of every individual.

If it sounds appealing, a word of warning must be raised: there are limitations to this theory, as placing undue emphasis on external expectations overlooks the role of intrinsic motivation of a person who can overcome an impact of being labelled. But… it is very hard to fight one’s labels, especially when labels are collectively and historically shaped against certain protected characteristics, like race, age, disability, gender. Yet history has shown it is possible in some cases. It all depends on the context and on the individual and collective power of those who are labelled, and on the forms of support they receive. It is even harder, of course, when a person or group face other underlying issues, like mental health challenges or personal hardship, or inequalities arising from systemic prejudice. So more practical solutions must be applied first, like adjustments and formulating systemic support.?

That is why the Pygmalion Effect be particularly applicable in the workplace characterised by rigid structure, where culture needs to change to more supportive, empowering and inclusive. It can be applied to the transformation of an entire organisation, especially when on its journey to maturity, where leadership, culture, engagement, experience and reputation need a total makeover.?

Here’s how the Pygmalion Effect could apply to the transformation of a whole organisation:

• Leadership Expectations: The expectations and beliefs of organisational leaders can significantly impact the behaviour and performance of employees at all levels. When leaders convey confidence in the abilities of their teams and set high expectations for performance, employees are more likely to rise to the occasion and strive for excellence.
• Organisational Culture: The Pygmalion Effect can shape the culture of an organisation by influencing the collective beliefs and expectations of its members. A culture that emphasises trust, empowerment, and a growth mindset fosters an environment where employees feel valued and supported, leading to increased engagement, productivity, and innovation.
• Employee Development: In organisations where the Pygmalion Effect is leveraged effectively, there is a strong emphasis on employee development and growth. Managers and supervisors play a crucial role in nurturing talent and providing opportunities for advancement, thereby reinforcing employees' belief in their potential and encouraging continuous learning and improvement.
• Performance Management: The Pygmalion Effect can also impact performance management practices within organisations. When managers hold positive expectations for their employees and provide constructive feedback and support, employees are more likely to perform at their best and achieve their goals. Conversely, low expectations or negative feedback can undermine employee confidence and motivation, leading to subpar performance.
• Succession Planning and Talent Management: Organisations that embrace the Pygmalion Effect are proactive in identifying and developing talent within their ranks. By investing in succession planning and talent management initiatives, organisations can ensure a pipeline of capable leaders and high-performing employees who are prepared to take on new challenges and drive the organisation forward.
• Customer Experience and Reputation: The Pygmalion Effect extends beyond internal dynamics to impact external perceptions of the organisation. Employees who feel valued and supported are more likely to deliver exceptional customer service, resulting in positive customer experiences and a strong reputation for the organisation.
• Innovation and Adaptability: Organisations that harness the power of the Pygmalion Effect are more likely to foster a culture of innovation and adaptability. When employees believe in their ability to overcome challenges and contribute to the organisation's success, they are more willing to take risks, think creatively, and adapt to changing circumstances.

In summary, by embracing the principles of positive expectation and empowerment, organisations can create environments where employees trust their leaders and believe in themselves. Consequently, they have more confidence that their contribution is appreciated and needed, so want to engage more and feel more satisfied, while the organisation benefits from their commitment long term.?

Both sides gain from it, however, we must remember that upon her realisation of becoming Professor Higgins’ reflection, Eliza left him. Feeling out of place in her old and new environment, she has transcended both. Her critical awareness has expanded, but her happiness diminished. But this a different story for an episode on developing a work environment (or school) where employees (or students) co-create the overall strategy and the rules that apply to them.?