In 1912, Frank and Lillian Gilbreth observed workers, each focusing on different aspects. Frank measured efficiency through speed, while Lillian prioritized the well-being of the workers. Their definitions of 'better' differed greatly; for Frank, better involved faster processes, while Lillian believed better meant making the work more suitable for the workers. They combined their perspectives to build systems that balanced both speed and satisfaction, recognizing that neglecting either would lead to failure. Their partnership represented the integration of efficiency and human-centered work.
Psychology of Management, as here used, means, the effect of the mind that is directing work upon that work which is directed, and the effect of this undirected and directed work upon the mind of the worker.
Together, they built systems that were more durable than either of their views alone. Speed without satisfaction was brittle, cracking under stress. Satisfaction without speed was irrelevant. It couldn't compete.
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