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?Larson

American

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Passengers told that there will be a half-hour delay are less unhappy than those left waiting even 20 minutes without an explanation. But even knowing how long we have to wait isn't the whole answer. We must also believe that everything is being done to minimize our delay. Larson cites the example of two neighbouring American banks. One was highly computerised and served a customer, on average, every 30 seconds. The other bank was less automated and took twice as long. But because the tellers at the second bank looked extremely busy, customers believed the service was faster and many transferred their accounts to the slower bank. Ultimately, the first bank had to introduce time-wasting ways of appearing more dynamic.
那些知道會耽擱半小時的乘客會比那些莫名其妙等候二十分鐘的乘客情緒要好一些。 但是即使知道了我們得等多長時間也不能解決所有問題。我們還必須相信人們正在采取一切措施來減少耽誤的時間。拉森引用了美國兩家相鄰的銀行為例。一家高度計算機化，為每個顧客服務的時間平均為30秒。另一家自動化程度比較低，為顧客服務需要兩倍的時間。但是因為第二家銀行的出納員看起來非常忙碌，顧客們以為它的服務更快，而且許多人把賬戶轉到了這家效率低的銀行。最終，第一家銀行不得不引進費時但看起來卻更具活力的工作方法。