Strauss, George. 1955. "Group Dynamics and Intergroup Relations." in Money and Mot, edited by William Whyte, F. New York: Harper & Row.
New changes in worker procedures had such repercussions throughout the plant they abandoned them despite their benefits.
Eight girls were painting small toys, and despite a group incentive system weren't learning fast enough. Only they asked the girls what was wrong and worked with them to affect change did they improve. When the line speed was set up on their own volition, they actually kept it faster than was previously set.
They were so productive they were making more on their piece-rate system than most of the other plant workers. Due to protests from other workers they went back to the original system, and most of the girls quit.
Humans run at varying pace, not a standard one. They do not like to be out of control. In reality, giving workers control can improve efficiency. "The opportunity to exercise initiative, the gratification of being listend to seriously, helped to bring about changes in the emotional overtones of the situation which were in themselves favorable to increased effort." p. 311
It also shows that one cannot change a local part of the entire system without first understand its effect on the entire system. This article also debunks the notion that workers only respond to economic incentives.