Who would study psychology if they didn't have some kind of problem?

Chapter 460 The Reasons for Stubbornness

The visitor was emotional, but his speech still contained clear logic.

Nan Zhuren easily understood what the other party wanted to express.

Simply put, it's an employee who refuses to admit their mistakes at work and keeps changing their story.

Judging from the visitor's erratic waving and agitated expression, it is indeed causing the visitor considerable distress.

The visitor's story wasn't over yet: "That person wrote several incoherent equations, and denied his initial draft and the intermediate worker's formula, insisting that he was not wrong."

The visitor took a deep breath: "At this point, my colleague had already given up, but I was really motivated, so I started to argue with him again. I used the last data he came up with to continue to deduce, and then I got another number that didn't match any of the previous data. I said, 'Look, you're getting more and more wrong.'"

At this point, the visitor's nostrils and the muscles on the right side of his face twitched.

I'm having a really tough time suppressing my emotions.

Nan Zhuren faithfully played the role of listener at this stage, judging that the other party needed to release emotions at this time, so after a brief silence, he took the initiative to start the conversation: "And then, what was his reaction?"

"Him? Then he started criticizing me, saying, 'You're not a colorist, you have no right to argue about these things.'"

The visitor's voice suddenly rose.

But then he took two more breaths, turned his head away and made a helpless "tsk" sound, before starting to tell the ending of the story.

"The argument ended badly because of my doubts about his work ability. I asked him to only write his original sample formulas for production from now on, which is equivalent to cutting his workflow in half."

“In the subsequent interactions, there were some difficult situations that were hard to break down. For example, he made a suggestion about the work environment, requesting that our samples be changed from bags to bottles. When asked why, he said, ‘Because that’s what my previous employer did.’”

Perhaps because she had released her emotions, the visitor's voice began to sound weak and listless.

"When I asked him to give a more relevant reason or improvement for our factory, he thought for a long time and then began to make accusations like, 'You didn't even know where you were when I started working.'"

"After that, we had him try the normal sample production process again. During that process, it was shown that he was capable of completing the work normally, but in the end he still did not admit that the calculations he made in the onboarding test were wrong."

Nan Zhuren listened and nodded: "So he's still working for you?"

The visitor sighed, "Yes, just like I told you at the beginning, this position is very rare in our industry. We originally planned to hire someone else, but we can't find a replacement in the short term, so we have to make do with it."

He looked utterly exhausted.

Nan Zhuren spoke in a deep voice, offering a reassuring word of support: "I can tell your work is very difficult."

The visitor twitched his lips and waved his hand, saying, "I've complained to some friends about this too. I want to know what's wrong with this person. But they can't really give me a clear answer. They either advise me that these kinds of jobs are hard to find, so I should just make do; or they tell me that the job isn't easy either, and that bosses need to be tolerant, and so on..."

End of story.

The visitor looked up at Nan Zhuren with expectant eyes: "Teacher Nan, what do you think is the problem with my employee?"

……

Perhaps because the visitor had already discussed the issue with others, the information provided by the visitor at this moment was quite detailed.

It subtly matched the template of "third-party impression," which is rarely seen in consultations. Nan Zhuren was actually able to analyze it.

This employee undoubtedly has cognitive problems.

People who have received a proper, systematic education have one thing in common: they understand "principles." Using "principles" as their underlying logic can cultivate a person's ability to think.

People who can think using "principles" can work backward from the process and method after discovering the answer to a problem; they can think about and calculate the result when they discover the initial state of something; and when they discover a mistake in something familiar, they can find the cause and prevent it from happening again.

But the employee that Boss Xue mentioned was clearly someone who hadn't developed the ability to "think," and might not even have learned the "principles."

Starting as an apprentice at fifteen is clearly not a systematic education model, and the skills employees acquire are honed little by little through practice. This may lead to a consequence—that without learning the "principles" and without being able to think independently, they mistake "methods" for so-called "principles."

Things at the level of "principles," or "truths," are very difficult to shake.

Someone who understands the "principles" might find an error in the process and think that it can be corrected; but for this employee, the problem might be something that shakes their knowledge structure, which can easily trigger anxiety and defensiveness, leading them to refuse to change and stubbornly try to steer the deviated path back to their familiar methods.

This may be the underlying reason why Mr. Xue and his employees could not reach a consensus no matter what they said.

In addition, this matter may also involve some complex factors related to establishing status and maintaining self-esteem.

From a narrower perspective, it's likely that people who learn and grow in the same way as Mr. Xue's employees will find it difficult to improve their abilities and surpass their mentors. They might have the same skill level at twenty and remain at the same level at thirty.

The development of one's abilities cannot keep up with the growth of age, but different ages bring different needs; when abilities cannot keep up with the growth of needs, this sense of gap can continuously plunge people into negative emotions of anxiety.

He must have been subconsciously aware of the problem, but there was nothing he could do about it.

Given these personality traits, for a "veteran" in his thirties, being questioned in a new place might make his motivation to "maintain his identity and status" even stronger than to "get a job."

Nan Zhuren pondered to himself.

Of course, these are things that are not convenient to say directly to visitors.

After all, the object of psychological counseling is the client; to analyze the person in the client's story is putting the cart before the horse.

unless……

Nan Zhuren once again scrutinized Boss Xue, analyzing his current psychological state and possible psychological needs.

……

Time passed by minute by minute.

Mo Kai was already standing at the door of the consultation room, eagerly waiting.

　This case study was provided by the guild leader, [Schrödinger's Meal Ticket]. Thanks to the material, I was able to write two more chapters.

　　In addition, several patrons of this book haven't joined the reader group or contacted Panda. Due to typing speed and other issues, Panda can't add extra chapters for them... However, he can analyze the material...

　　
　
(End of this chapter)