Relay-Version: version B 2.10 5/3/83; site utzoo.UUCP Posting-Version: version B 2.10.2 9/5/84; site ssc-vax.UUCP Path: utzoo!decvax!tektronix!uw-beaver!fluke!ssc-vax!fuji From: fuji@ssc-vax.UUCP (Glen T Fujimori) Newsgroups: net.singles Subject: Interesting article #2 Message-ID: <483@ssc-vax.UUCP> Date: Fri, 17-Jan-86 20:35:34 EST Article-I.D.: ssc-vax.483 Posted: Fri Jan 17 20:35:34 1986 Date-Received: Mon, 20-Jan-86 21:35:11 EST Distribution: na Organization: Boeing Aerospace Co., Seattle, WA Lines: 67 Here are some interesting tidbits that were sent to me to be posted... his uucp address: ihnp4!convex!smu!leff (Laurence Leff). There will be a series of these items as the original file was too large to be posted. I hope these will start some stimulating discussions... ..start of forwarded text.. >From Wall Street Journal, July 11, 1985 Page 25 "Hey Boss, Did You see This Story About - Oops, Uh, Nothing, Boss" When your're dull, winning the lottery is a yawn. Fine food and beautiful music move you not a bit. You miss out on a lot when your're born dull, but your lackluster streak may make you a born leader, at lest in the business world. A research team at Rush Medical College here has found that dull people are likely to pass fun-loving, Goodtime Charlies on the corporate ladder. The team asked 88 executives at major U. S. companies to rate 36 activities that are usually relished by folks who live with gusto, activities like love-making, winning the lottery and fine dining. No Distracting Them The researchers found that those with a "low pleasure capacity" (read: dull) were often the most successful executives. They may be dull, but they can concentrate on their tasks because they won't be distracted by, say, incredible sunsets out of their office windows. David C. Clark, a researcher, recalls one executive who scored pretty high the dull category. "He couldn't slip into small talk. You would lose him with a joke." In other words, just perfect for the boardroom. "He was well-tailored, with a firm hadnshake, direct eye contact and a crisp, businesslike manner," says Mr. Clark. At the other extreme were the type of executives who once organized panty raids. For all their bonhomie they tended to have lower salaries, fewer responsibilities and more complaints about work. These executives with "high pleasure capacity" are too busy having fun to do any real work. A Theory of Dullness Further (here comes the dull part of the story), fun-seeking executives may be overcompensating for work-related problems. A quest for pleasure may be "an immature struggle to cover up their stress," says Mr. Clark. The dull don't expect much out of life, so they aren't as vulnerable to corporate pitfalls. Some personnel offices are experimenting with the test, but not all executives are comfortable with its conclusions. "I don't think there's a common thread or logical conclusion that one can reach by looking at someone's personal demeanor to determine whether he's a good manager," says H. Patrick Parish, executive director of the Chief Executives Forum, an organization of corproate leaders. A good executive, he says, "can work hard and play hard." Mr. Parrish hasn't yet taken the test. ..end of forwarded text.. -- ----- Glen Fujimori Boeing Aerospace, Seattle, WA (206) 773-7408 ihnp4!uw-beaver!ssc-vax!fuji -----