The Problem:
Imagine you're a nurse. A man calls you on the phone and identifies himself as the hospital physician. He asks you to administer 20mg of a drug (Astrogen) to a specific ward patient. Would you do it?
Imagine you're a nurse. A man calls you on the phone and identifies himself as the hospital physician. He asks you to administer 20mg of a drug (Astrogen) to a specific ward patient. Would you do it?
The Results:
The same experiment was conducted on 22 nurses. Although:
1) the prescription was transmitted by phone, a direct violation of hospital policy,
2) the medication itself was unauthorised,
3) the dosage was obviously and dangerously excessive,
4) and the directive was given by a man the nurse had never met, seen, or even talked with before on the phone.
95% of the nurses still attempted to administer the drug.
Why did they do it?
The same experiment was conducted on 22 nurses. Although:
1) the prescription was transmitted by phone, a direct violation of hospital policy,
2) the medication itself was unauthorised,
3) the dosage was obviously and dangerously excessive,
4) and the directive was given by a man the nurse had never met, seen, or even talked with before on the phone.
95% of the nurses still attempted to administer the drug.
Why did they do it?
The Solution:
"I'm the hospital physician."
The researchers concluded that in a real life situation corresponding to the experimental one, there would, in theory, be two professional intelligences, the doctor and the nurse. Both would work together to ensure that a given procedure be undertaken in a manner beneficial to the patient. The experiment strongly suggests, however, that one of these intelligences is, for all practical purposes, nonfunctioning. (Hofling, 1966). Because obedience to legitimate authority had always been the most preferred and efficient action in their work setting they were willing to err on the side of automatic obedience.
WHAT NOW?
The findings above is not as significant as the understanding as to why and how people respond. When do they say “Yes” to a request and how do we increase the probability of that happening significantly? The science behind how to influence and persuade to get the results you want is covered in our high-energy workshop, the Principles of Persuasion. Our upcoming session will be held on 25-26 May at Hotel Jen Tanglin.
"I'm the hospital physician."
The researchers concluded that in a real life situation corresponding to the experimental one, there would, in theory, be two professional intelligences, the doctor and the nurse. Both would work together to ensure that a given procedure be undertaken in a manner beneficial to the patient. The experiment strongly suggests, however, that one of these intelligences is, for all practical purposes, nonfunctioning. (Hofling, 1966). Because obedience to legitimate authority had always been the most preferred and efficient action in their work setting they were willing to err on the side of automatic obedience.
WHAT NOW?
The findings above is not as significant as the understanding as to why and how people respond. When do they say “Yes” to a request and how do we increase the probability of that happening significantly? The science behind how to influence and persuade to get the results you want is covered in our high-energy workshop, the Principles of Persuasion. Our upcoming session will be held on 25-26 May at Hotel Jen Tanglin.
