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Chapter 465 - 456: The Reason for Stubbornness

Chapter 465: Chapter 456: The Reason for Stubbornness

The visitor’s emotions were intense, but the expression of words still had clear logic.

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

Simply put, it’s an employee who never admits mistakes in their work and continually changes their story.

Judging from the visitor’s chaotic gesturing and agitated expression... it’s indeed causing a lot of distress for the visitor.

And the story the visitor told was not over: "That person wrote several nonsensical formulas back and forth, and continuously denied his initial drafts and the formulations of the intermediate workers. Basically, he insists he’s not wrong."

The visitor took a deep breath: "At this point, my colleague had already given up, but I was persistent and continued arguing with him. I pushed forward using the data he finally concluded and came up with a number that didn’t match any of the previous data, stating— ’Look, you’re getting increasingly ridiculous in your mistakes.’

When saying this, the visitor’s nostrils and the muscles on the right side of the face twitched.

Emotionally, it was very exhausting.

Nan Zhubin faithfully played the role of a listener at this stage, judging that the other party needed emotional release at this moment, so after a brief silence, he proactively prompted, "What happened later? How did he react?"

"Him? Then he started blaming me, saying ’You’re not from the Colorist profession, you have no right to argue about these things.’"

The visitor’s voice suddenly rose.

But immediately took two breaths, turned his head and made a "tsk" sound in frustration before beginning to talk about the end of the story.

"The result of this argument was an unhappy ending; due to doubts about his work ability, I asked him to just stick to writing his original sample formulations in the future, essentially halving his workflow."

"In subsequent interactions, there were other hard-to-crumble situations. For example, he made a suggestion about the work environment, asking to switch our samples from bags to bottles. When asked for a reason, he stated ’because that’s what my former employer did.’

Perhaps the emotional release was over, the visitor’s voice began to sound weak.

"When I further asked him to provide a reason more suitable to our factory’s situation or improvements, he pondered for a long time before beginning similar complaints like ’You didn’t know where you were when I started working.’

"After that, we let him try the routine sample production process once again, during which it was clear that he should be able to complete the work normally, but he never admitted that his calculations during the entry test were wrong."

Nan Zhubin listened and nodded: "So is he still working under you?"

The visitor sighed heavily: "Yes, just like I initially told you, Teacher, this role is rare in our industry. Originally planned to hire someone else, but couldn’t find a replacement in the short term, so have to make do."

He looked utterly exhausted.

Nan Zhubin, in a low voice, offered a supportive calming, "I can tell your work is really challenging."

The visitor pulled at the corners of his mouth and waved his hand, saying, "I’ve vented to some friends, trying to figure out what’s wrong with this person. But they can’t say anything definitive, either advising me that such positions are hard to come by, to make do; or telling me that working isn’t easy for others, that as a boss I should be accommodating..."

Story ends.

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

...

Perhaps because this visitor had already communicated with others about related issues, the information provided at this moment was quite detailed.

Surprisingly, it conformed to the rarely seen template of the "third-party impression" in consultations.

Nan Zhubin could really analyze it.

There is undoubtedly a problem on the cognitive aspect with this employee.

Educated individuals have a common trait — knowledge of "principles"; using "principles" as their foundational logic can cultivate the ability to think.

Poeple who use "principles" to think can backtrack the process and method upon discovering a problem’s answer; they can calculate its results upon discovering an initial state; they can find reasons and prevent recurrence upon discovering a familiar mistake.

But the employee Boss Xue mentioned, clearly has not cultivated the ability to "think," and may have not even learned the "principles."

Starting as an apprentice at fifteen, this kind of training model clearly isn’t systematic education, and the skills possessed by the employee are honed bit by bit in practice. This might lead to a consequence — that without learning "principles" and unable to think independently, "methods" are considered as so-called "principles."

And the things at the "principle" level, or "truths," are very difficult to shake.

People who understand "principles" discover a flaw in the process and think it’s fine once corrected; but for this employee, the problem in front might be something that shakes the foundations of knowledge structure, easily inciting anxiety and defense, thus causing refusal to change and stubbornly trying to revert to familiar methods.

This might be the deep-seated reason for why Boss Xue can’t talk things through with the employee.

Besides, this matter might also be entangled with factors of status establishment and self-esteem maintenance.

Estimating with a narrow vision, perhaps people like Boss Xue’s employee, who learn and grow in this way, have difficulty progressing in ability and may never exceed their mentor’s. The person’s ability may remain the same at twenty, and still unchanged at thirty.

Development of ability cannot keep up with age growth, but different ages have different demands; ability can’t keep up with the growing demands, this gap will continue to trap one in negative emotions of anxiety.

He may subconsciously be aware of this issue, but has no solution.

With such personality traits, as a thirty-something "senior craftsman," being questioned in a new place may motivate the necessity to "maintain identity and status" even higher than "getting a job."

Nan Zhubin contemplated internally.

Of course, these words are not very convenient to tell the visitor directly.

After all, in psychological consultation, the subject is the visitor; analyzing the person in the visitor’s story would be somewhat backward.

Unless...

Nan Zhubin once more appraised Boss Xue in front of him, analyzing the current psychological state and possible psychological demands.

...

Time ticked by minute by minute.

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