The way to establish a connection - 1 -

 The way to establish a connection is a free rendering of a gaucho's expression, which can be simply understood as a way of hiring, with the idea that it is the simplest thing: practical and well conceived - nothing to do with red tape, legal counseling and so on.

The way to establish a connection reminds me of delightful stories, which marvel us with the simplicity and effectiveness of the solution found. The book Freakonomics (Campus) presents some more sophisticated cases about the theme, but equally clarifying.

HEALTH - a hospital hired a city's health care at a fixed price - something like 17 R$ / life/ month. The number of C cuts decreased 20%.

STORE SERCVICE - sales commission is for the group, not the individual. People pressure colleagues to help, instead of trying to surpass them. A client can finally touch products without being annoyed by a sales person. It's the end of the I-am-just-looking syndrome. Client satisfaction grows, and sales value grows with it.

TELEPHONE SERVICE - the contractor receives a fixed value for each connected client. If the number of repairs increases beyond the level agreed on, the percentage decreases drastically. WHen receiving for a service rendered, it was usual for a technician to climb a post and simply exchange the bad line with a neighbor's - who would then complain about it, and so one more service would be needed. With the new rule, the contractor gives their best when building a new line - defects will increase their work and put their percentage gain at risk!

GENERIC - when hiring professionals for jobs, quality must be taken care of - the contractor will care for their own productivity. When hiring by the hour, more attention must be paid to the time the person hired is spending, he/she will take their time to do things with a thought for quality. Good ways of establishing connections avoid this dilemma.

THE ROLLING MILL INTERRUPTIONS - when measuring the interruption time, the team hurries, does things wrong, rates don't improve. When counting the number of interruptions, the team gives their best, does things calmly and well - interruption times decrease!

VOLUNTEER GROUPS TO SOLVE PROBLEMS - if the award is based on the result value to the company, and shared among group members, 3 things happen:

* people don't want dead weight in their group, groups are smaller, with only those who are necessary for members - the boss can relax, the group will take good care of this detail;

* the result value is carefully checked by the cost and accounting area, there are no wild guesses;

* the group chooses SMART - relevant, and reachable - goals. They are not likely to work for nothing.