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Who are you - jerky or linear: how do types of employee productivity differ

Who are you
In 2014, Christine Cox, a professor at Langon Medical Center at the University of New York, divided people by type of performance into linear and jerky.

The linear type of performance is more popular - 70% of people belong to this group.

Linear employees work in a structured manner, follow the plan, and complete tasks in stages. This is an understandable employee who is easy to manage and easy to motivate.

A jerky employee spends 95% of the time on internal struggle and the adoption of a routine, and 1 hour before the deadline for work. This does not affect quality.

It’s hard to control the “jerky” ones, it’s even more difficult to force. Often these are creative people who do not know how to work “like everyone else”. Re-education will definitely fail.

The most correct scheme for working with jerking employees is to set the task and move away.

Jerky people remind "Puma" from the typology of David Meister employees - read, it’s also interesting.

I'm not lazy, I'm jerking
The problem is how to distinguish a jerky worker from a “lineman” in procrastination.

The main difference - “jerky” gives a stable result. Moreover, the speed of solving problems at the level of diligent linear employees, and sometimes higher.

Jerky people do not like to work, they want a result. Such an employee is literally sick of routine. He will not be able to sit at the table and do the work like everyone else - step by step. Therefore, “jerky” resemble simple loafers.

The psychological peculiarity of the jerky type was proved by James Dunket, a professor at Waterloo University. It turns out that it's all about boredom.

Jerky people are easier to despondency and boredom - distracted at meetings, useless in collective brainstorming. To solve the problem, such workers need to be distracted. And insight will come.

The second problem - jerking quickly lose interest. After the solution comes to mind (the same insight), “jerky” employees switch to the next task.

And who, for example, writes a statement of work, monitors the work and prepares a report - “jerky” is not interesting.

Forcing to do the work to the end will turn out in only one way - you need to teach such an employee to discuss all ideas and “raw” decisions with the leader. And further to set new tasks - in fact, to break the work into steps for him.

“Jerky” loves to chat and often distract “lineers”. American neuroscientists have proven talking about nothing is the easiest way to restart the brain. Only jerky distractions get insight, and the rest slows down.

If the office has a jerking employee, it is better to immediately distinguish between areas for communication and work.

Jerky people hardly fit into corporate values ​​and the dogma "We are a team." Attempts to squeeze such employees into the company's culture end badly - the employee quits or loses working capacity.

Ryvkov works well in a team of two or three people. They do not like loneliness either.

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