Page 225 - The Power to Change Anything

214 INFLUENCER

When All Else Fails, Punish

The implications here should be clear. There are times when
you’re simply going to have to punish others. A shot across the
bow hasn’t been enough. You’ve also tried incentives, exerted
social pressure, and even appealed to the other person’s sense
of values, but the immediate gratification associated with the
wrong behavior still remains victorious. It’s time to make judi-
cious use of discipline.
Consider the poor safety record of workers in the oil fields
of Russia. With the fall of communism and the influx of
demand for oil, Russian leaders cranked up their petroleum
industry. Unfortunately, many of the new employees had not
been trained in safe work practices nor did they appear to be
the slightest bit interested in learning or applying them.
Coming out of years of unemployment and depression, many
new hires were drug and alcohol abusers. Combine poor safety
practices, alcohol, and heavy equipment, and you have the per-
fect recipe for accidents.
Since the immediate danger was so high and employees
had been used to heavy-handed methods before going to work
in the fields, (and they had not responded to encouragements
or hollow threats), company executives decided to punish
behavior that led to accidents. Leaders notified employees that
they could be randomly tested for drugs and alcohol at work—
or while traveling to and from the job. Then authorities did
exactly that and summarily fired anyone who was found to be
under the influence. This direct application of punishment,
coupled with safety training, helped dramatically decrease the
number of accidents. Once again, the methods may seem
harsh, but when compared to the loss of life or limb, leaders
argue that it’s worth it.
Consider the horrible cases of bride abduction in Ethi-
opia. Young girls were kidnapped on their way to or from
school, raped, and then forced to marry the rapist in an effort