The Hawthorne Experiment and Its Significance Today: Myth, Methodology, and the Observer's Paradox The Hawthorne Studies is a series of studies conducted at the Western Electric factory in Hawthorne, USA, from 1924 to 1932 under the direction of Elton Mayo and his colleagues from Harvard. Despite criticism of the methodology, these studies became a turning point in the history of management, industrial sociology, and organizational psychology, shifting the focus from engineering and technical aspects to human and social factors of productivity. Stages and essence of the experiments: from lighting to in-depth interviews The studies went through several phases, each bringing unexpected results: Lighting experiments (1924-1927). Researchers from MIT tried to find the optimal level of lighting to increase productivity. The result was paradoxical: productivity increased both with increased and decreased lighting, and even in the control group where lighting did not change. It became clear that the effect depends not on the physical factor, but on the fact of observation. Relay room experiment (1927-1932). This was the key phase under Mayo's leadership. Six women assemblers were isolated in a separate room. They were sequentially introduced to changes: increasing the number of breaks, shortening the workday, introducing a free pace, light snacks. After each change (including those canceling previous improvements), productivity continued to rise. Even when returning to the original, more stringent conditions, output remained record-high. Mass interview program (1928-1930). Over 20,000 interviews with workers were conducted. It turned out that their complaints were often not an objective description of conditions, but a symbolic expression of personal problems and dissatisfaction with social status in the collective. Bank alarm room experiment (1931-1932). The influence of group norms was studied. It turned out that workers spontaneously established their own, lower product ... Read more