In 1928, William Isaac Thomas, an American sociologist who probably didn't write many beach reads, published a book called: "The Child in America: Behavior Problems and Programs."
‘Thomas's big idea in the book is this: "If men define situations as real, they are real in their consequences." So basically, how people see things shapes their actions, whether or not they're on the money with their views.
Take his example of a kid terrified of ghosts in his bedroom — the kind that makes you sleep with one eye open. If the kid's convinced the ghosts are real, then, as far as he’s concerned, they might as well be.
Goodbye, sweet dreams.
"If men define situations as real, they are real in their consequences."
Now, let's shift this to the world of interns. This 'Thomas Theorem' slings a serious life lesson our way. Lets use an example, lets call him Abdel. He is an intern at a manufacturing joint, under the wing of Hans, his supposed mentor. But here's the rub: Abdel's feeling left in the lurch. Hans seems to always be watching the clock, his feedback's about as useful as a plate of beef jerky on the annual vegan conference and every day its clear that Hans reaaaaallly has something else ‘and very important’ to do.
Abdel's thinking, “Awesome, I'm busting my chops here and Hans can't spare a moment? That wasn't part of the deal when I applied for the internship..”
Whether it's the truth or just Abdel’s take, this vibe's got him dragging his feet. His internship experience? Not exactly a hit.
That's the Thomas Theorem live in action — Abdel's bought into a belief, and it's coloring his whole scene.
So if you're running an internship program, wake up and smell the coffee: your interns' experiences are not just important; they're everything. Recognize that the narrative interns spin in their heads might just dictate their mojo (or lack thereof).
Nailing this doesn't just mean polishing up the internship experience. It’s about sparking new ideas and innovations. Get this: a keyed-up intern is a gold mine—more plugged-in, productive, and pumped about what you bring on the field.
Clearly, mentors in these gigs are the gold in the river. They have to tune in to the interns' frequency, bring the feedback that matters, and steer the ship right instead of aground.
Make sure as an organisation, you're giving your mentors the time, space, and knowledge they need. And set up the stage right because the internship gig is not merely two people dancing in the corner; it's the whole vibe of the place. Doing it right not only jazzes up the intern's motivation and thinking, it also puts a shine on your company's rep and cranks up the innovation dial.
Don’t let your intern think there is a monster under his desk, or a ghost in the closet. Before you know it, he starts behaving like there are.