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Systems theory Download Now Download Download to read offline. Charles Mhango Follow. Systems Approach to Management. Systems Theory Lecture. Chaos Theory. Chaos Theory: An Introduction. His anecdotes are as frequently from family situations as from business challenges. Before you can adopt the seven habits, you'll need to accomplish what Covey calls a "paradigm shift"--a change in perception and interpretation of how the world works. Covey takes you through this change, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" acting with initiative rather than reacting , and much more.
This isn't a quick-tips-start-tomorrow kind of book. The concepts are sometimes intricate, and you'll want to study this book, not skim it. Anselm Pedrosa , music teacher at Sta. Cruz academy at Sta. Cruz academy. Kemi Abayeh. Neer Ak. Prabu Rajendran. Mahad Faarah. Show More. Views Total views. Actions Shares. No notes for slide. Leadership and management 1.
Leadership and Management 2. Exercise Discussion What is a leader? What is a manager? Corporate governance essentially involves balancing the interests of a company's many stakeholders, such as shareholders, management, customers, suppliers, financiers, government and the community.
Exercise Acceptable or Unacceptable 1. Samantha is a well groomed African American woman. Charles stinks from poor personal hygiene because he is fat and cannot reach all body areas.
Win-Win: Both people win. Agreements or solutions are mutually beneficial and satisfying to both parties. Win-Lose: " If I win, you lose. Lose-Win: " I lose, you win. Lose-Lose: Both people lose. When two Win-Lose people get together -- that is, when two, determined, stubborn, ego-invested individuals interact -- the result will be Lose-Lose. Win: People with the Win mentality don't necessarily want someone else to lose -- that's irrelevant.
What matters is that they get what they want. Win-Win or No Deal: If you can't reach an agreement that is mutually beneficial, there is no deal. The best option is to create Win-Win situations. With Win-Lose, or Lose-Win, one person appears to get what he wants for the moment, but the results will negatively impact the relationship between those two people going forward.
The Win-Win or No Deal option is important to use as a backup. When we have No Deal as an option in our mind, it liberates us from needing to manipulate people and push our own agenda. We can be open and really try to understand the underlying issues. In solving for Win-Win, we must consider two factors: Consideration and courage. Take a look at the following chart:. Another important factor in solving for Win-Win situations is maintaining an Abundance Mentality , or the belief that there's plenty out there for everyone.
Most people operate with the Scarcity Mentality -- meaning they act as though everything is zero-sum in other words, if you get it, I don't.
People with the Scarcity Mentality have a very hard time sharing recognition or credit and find it difficult to be genuinely happy about other people's successes. When it comes to interpersonal leadership, the more genuine our character is, the higher our level of proactivity; the more committed we are to Win-Win, the more powerful our influence will be.
Lastly, the spirit of Win-Win can't survive in an environment of competition. As an organization, we need to align our reward system with our goals and values and have the systems in place to support Win-Win.
Think about an upcoming interaction where you'll be attempting to reach an agreement or solution. Write down a list of what the other person is looking for. Next, write a list next to that of how you can make an offer to meet those needs.
Identify three important relationships in your life. Think about what you feel the balance is in each of those relationships. Do you give more than you take? Take more than you give? Write down 10 ways to always give more than you take with each one. Deeply consider your own interaction tendencies. Are they Win-Lose? How does that affect your interactions with others? Can you identify the source of that approach? Determine whether or not this approach serves you well in your relationships.
Write all of this down. Email is one place we all quickly build poor habits. Rather than wasting time by copying and pasting email templates that you use every day, we recommend using HubSpot's free CRM to easily send personalized email templates in Gmail and Outlook.
Before we can offer advice, suggest solutions, or effectively interact with another person in any way, we must seek to deeply understand them and their perspective through empathic listening.
Let's say you go to an optometrist and tell him that you've been having trouble seeing clearly, and he takes off his glasses, hands them to you and says, "Here, try these -- they've been working for me for years! What are the chances you'd go back to that optometrist? Unfortunately, we do the same thing in our everyday interactions with others.
We prescribe a solution before we diagnose the problem. We don't seek to deeply understand the problem first. Habit 5 says that we must seek first to understand, then to be understood. In order to seek to understand, we must learn to listen. We can't simply use one technique to understand someone. In fact, if a person senses that we're manipulating her, she will question our motives and will no longer feel safe opening up to us.
To listen empathically requires a fundamental paradigm shift. We typically seek first to be understood. He brought into the room a stack of large cards, half of which had the image of the young woman you saw on page 25, and the other half of which had the old woman on page He passed them out to the class, the picture of the young woman to one side of the room and the picture of the old woman to the other.
He asked us to look at the cards, concentrate on them for about 10 seconds and then pass them back in. He then projected upon the screen the picture you saw on page 26 combining both images and asked the class to describe what they saw. Almost every person in that class who had first seen the young woman's image on a card saw the young woman in the picture.
And almost every person in that class who had first seen the old woman's image on a card saw an old woman in the picture. As they talked back and forth, communication problems flared up. She couldn't be more than 20 or 22 years old! You have to be joking. She's 70 -- could be pushing 80! Are you blind? This lady is young, good looking.
I'd like to take her out. She's lovely. She's an old hag. The arguments went back and forth, each person sure of, and adamant in, his or her position.
All of this occurred in spite of one exceedingly important advantage the students had -- most of them knew early in the demonstration that another point of view did, in fact, exist -- something many of us would never admit. Nevertheless, at first, only a few students really tried to see this picture from another frame of reference. After a period of futile communication, one student went up to the screen and pointed to a line on the drawing.
Through continued calm, respectful, and specific communication, each of us in the room was finally able to see the other point of view. But when we looked away and then back, most of us would immediately see the image we had been conditioned to see in the second period of time.
I frequently use this perception demonstration in working with people and organizations because it yields so many deep insights into both personal and interpersonal effectiveness. It shows, first of all, how powerfully conditioning affects our perceptions, our paradigms. If 10 seconds can have that kind of impact on the way we see things, what about the conditioning of a lifetime?
The influences in our lives -- family, school, church, work environment, friends, associates, and current social paradigms such as the personality ethic -- all have made their silent unconscious impact on us and help shape our frame of reference, our paradigms, our maps.
It also shows that these paradigms are the source of our attitudes and behaviors. We cannot act with integrity outside of them. We simply cannot maintain wholeness if we talk and walk differently than we see.
If you were among the 90 percent who typically see the young woman in the composite picture when conditioned to do so, you undoubtedly found it difficult to think in terms of having to help her cross the street.
Both your attitude about her and your behavior toward her had to be congruent with the way you saw her. This brings into focus one of the basic flaws of the personality ethic. To try to change outward attitudes and behaviors does very little good in the long run if we fail to examine the basic paradigms from which those attitudes and behaviors flow.
This perception demonstration also shows how powerfully our paradigms affect the way we interact with other people. As clearly and objectively as we think we see things, we begin to realize that others see them differently from their own apparently equally clear and objective point of view.
But this is not the case. We see the world, not as it is, but as we are -- or, as we are conditioned to see it. When we open our mouths to describe what we see, we in effect describe ourselves, our perceptions, our paradigms. When other people disagree with us, we immediately think something is wrong with them.
But, as the demonstration shows, sincere, clearheaded people see things differently, each looking through the unique lens of experience. This does not mean that there are no facts. In the demonstration, two individuals who initially have been influenced by different conditioning pictures look at the third picture together. But each person's interpretation of these facts represents prior experiences, and the facts have no meaning whatsoever apart from the interpretation.
The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which we have been influenced by our experience, the more we can take responsibility for those paradigms, examine them, test them against reality, listen to others and be open to their perceptions, thereby getting a larger picture and a far more objective view. The Power of a Paradigm Shift Perhaps the most important insight to be gained from the perception demonstration is in the area of paradigm shifting, what we might call the "Aha!
The more bound a person is by the initial perception, the more powerful the "Aha! It's as though a light were suddenly turned on inside. Kuhn shows how almost every significant breakthrough in the field of scientific endeavor is first a break with tradition, with old ways of thinking, with old paradigms.
For Ptolemy, the great Egyptian astronomer, the earth was the center of the universe. But Copernicus created a Paradigm Shift, and a great deal of resistance and persecution as well, by placing the sun at the center. Suddenly, everything took on a different interpretation. The Newtonian model of physics was a clockwork paradigm and is still the basis of modern engineering. But it was partial, incomplete. The scientific world was revolutionized by the Einsteinian paradigm, the relativity paradigm, which had much higher predictive and explanatory value.
Until the germ theory was developed, a high percentage of women and children died during childbirth, and one could understand why. In military skirmishes, more men were dying from small wounds and diseases than from the major traumas on the front lines. But as soon as the germ theory was developed, a whole new paradigm, a better, improved way of understanding what was happening made dramatic, significant medical improvement possible.
The United States today is the fruit of a Paradigm Shift. The traditional concept of government for centuries had been a monarchy, the divine right of kings. Then a different paradigm was developed -- government of the people, by the people, and for the people. And a constitutional democracy was born, unleashing tremendous human energy and ingenuity, and creating a standard of living, of freedom and liberty, of influence and hope unequaled in the history of the world.
Not all Paradigm Shifts are in positive directions. As we have observed, the shift from the character ethic to the personality ethic has drawn us away from the very roots that nourish true success and happiness. But whether they shift us in positive or negative directions, whether they are instantaneous or developmental, Paradigm Shifts move us from one way of seeing the world to another. And those shifts create powerful change. Our paradigms, correct or incorrect, are the sources of our attitudes and behaviors, and ultimately our relationships with others.
People were sitting quietly -- some reading newspapers, some lost in thought, some resting with their eyes closed. It was a calm, peaceful scene. Then suddenly, a man and his children entered the subway car. The children were so loud and rambunctious that instantly the whole climate changed. The man sat down next to me and closed his eyes, apparently oblivious to the situation. The children were yelling back and forth, throwing things, even grabbing people's papers.
And yet, the man sitting next to me did nothing. It was difficult not to feel irritated. I could not believe that he could be so insensitive to let his children run wild like that and do nothing about it, taking no responsibility at all. It was easy to see that everyone else on the subway felt irritated, too. So finally, with what I felt was unusual patience and restraint, I turned to him and said, "Sir, your children are really disturbing a lot of people. I wonder if you couldn't control them a little more?
I guess I should do something about it. We just came from the hospital where their mother died about an hour ago. I don't know what to think, and I guess they don't know how to handle it either. My paradigm shifted.
Suddenly I saw things differently, I felt differently, I behaved differently. My irritation vanished. I didn't have to worry about controlling my attitude or my behavior; my heart was filled with the man's pain. Feelings of sympathy and compassion flowed freely. Oh, I'm so sorry. Can you tell me about it? What can I do to help? Many people experience a similar fundamental shift in thinking when they face a life-threatening crisis and suddenly see their priorities in a different light, or when they suddenly step into a new role, such as that of husband or wife, parent or grandparent, manager or leader.
We could spend weeks, months, even years laboring with the personality ethic trying to change our attitudes and behaviors and not even begin to approach the phenomenon of change that occurs spontaneously when we see things differently.
It becomes obvious that if we want to make relatively minor changes in our lives, we can perhaps appropriately focus on our attitudes and behaviors. But if we want to make significant, quantum change, we need to work on our basic paradigms.
In the words of Thoreau, "For every thousand hacking at the leaves of evil, there is one striking at the root. Seeing and Being Of course, not all Paradigm Shifts are instantaneous. Unlike my instant insight on the subway, the paradigm-shifting experience Sandra and I had with our son was a slow, difficult, and deliberate process. The approach we had first taken with him was the outgrowth of years of conditioning and experience in the personality ethic.
It was the result of deeper paradigms we held about our own success as parents as well as the measure of success of our children. And it was not until we changed those basic paradigms, quantum change in ourselves and in the situation. In order to see our son differently, Sandra and I had to be differently. Our new paradigm was created as we invested in the growth and development of our own character.
Our Paradigms are the way we "see" the world or circumstances -- not in terms of our visual sense of sight, but in terms of perceiving, understanding, and interpreting. Paradigms are inseparable from character. Being is seeing in the human dimension. And what we see is highly interrelated to what we are.
We can't go very far to change our seeing without simultaneously changing our being, and vice versa. Even in my apparently instantaneous paradigm-shifting experience that morning on the subway, my change of vision was a result of -- and limited by -- my basic character.
On the other hand, I am equally certain there are people who would have been far more sensitive in the first place, who may have recognized that a deeper problem existed and reached out to understand and help before I did.
Paradigms are powerful because they create the lens through which we see the world. The power of a Paradigm Shift is the essential power of quantum change, whether that shift is an instantaneous or a slow and deliberate process. The Principle-Centered Paradigm The character ethic is based on the fundamental idea that there are principles that govern human effectiveness -- natural laws in the human dimension that are just as real, just as unchanging and unarguably "there" as laws such as gravity are in the physical dimension.
An idea of the reality -- and the impact -- of these principles can be captured in another paradigm-shifting experience as told by Frank Kock in Proceedings, the magazine of the Naval Institute. Two battleships assigned to the training squadron had been at sea on maneuvers in heavy weather for several days.
I was serving on the lead battleship and was on watch on the bridge as night fell. The visibility was poor with patchy fog, so the captain remained on the bridge keeping an eye on all activities. Shortly after dark, the lookout on the wing of the bridge reported, "Light, bearing on the starboard bow. Lookout replied, "Steady, captain," which meant we were on a dangerous collision course with that ship.
The captain then called to the signal man, "Signal that ship: We are on a collision course, advise you change course 20 degrees. He spat out, "Send, I'm a battleship. Change course 20 degrees. Paradigm Shift experienced by the captain -- and by us as we read this account -- puts the situation in a totally different light.
We can see a reality that is superseded by his limited perceptions -- a reality that is as critical for us to understand in our daily lives as it was for the captain in the fog. Principles are like lighthouses. They are natural laws that cannot be broken. As Cecil B. We can only break ourselves against the law.
They are a "subjective reality," only an attempt to describe the territory. The "objective reality," or the territory itself, is composed of "lighthouse" principles that govern human growth and happiness -- natural laws that are woven into the fabric of every civilized society throughout history and comprise the roots of every family and institution that has endured and prospered. The reality of such principles or natural laws becomes obvious to anyone who thinks deeply and examines the cycles of social history.
These principles surface time and time again, and the degree to which people in society recognize and live in harmony with them moves them toward either survival and stability or disintegration and destruction. The principles I am referring to are not esoteric, mysterious, or "religious" ideas. There is not one principle taught in this book that is unique to any specific faith or religion, including my own.
These principles are a part of every major enduring religion, as well as enduring social philosophies and ethical systems. They are self-evident and can easily be validated by any individual. It's almost as if these principles or natural laws are part of the human condition, part of the human consciousness, part of the human conscience. They seem to exist in all human beings, regardless of social conditioning and loyalty to them, even though they might be submerged or numbed by conditions or disloyalty.
I am referring, for example, to the principle of fairness, out of which our whole concept of equity and justice is developed. Little children seem to have an innate sense of the idea of fairness even apart from opposite conditioning experiences. There are vast differences in how fairness is defined and achieved, but there is almost universal awareness of the idea.
Other examples would include integrity and honesty. They create the foundation of trust which is essential to cooperation and long-term personal and interpersonal growth.
Another principle is human dignity. The basic concept in the United States Declaration of Independence bespeaks this value or principle. Another is quality or excellence. There is the principle of potential, the idea that we are embryonic and can grow and develop and release more and more potential, develop more and more talents. Highly related to potential is the principle of growth -- the process of releasing potential and developing talents, with the accompanying need for principles such as patience, nurturance, and encouragement.
Principles are not practices. A practice is a specific activity or action. A practice that works in one circumstance will not necessarily work in another, as parents who have tried to raise a second child exactly like they did the first one can readily attest.
While practices are situationally specific, principles are deep, fundamental truths that have universal application. They apply to individuals, to marriages, to families, to private and public organizations of every kind. When these truths are internalized into habits, they empower people to create a wide variety of practices to deal with different situations. Principles are not values.
A gang of thieves can share values, but they are in violation of the fundamental principles we're talking about. Principles are the territory. Values are maps. When we value correct principles, we have truth -- a knowledge of things as they are. Principles are guidelines for human conduct that are proven to have enduring, permanent value. They're fundamental. They're essentially unarguable because they are self-evident. One way to quickly grasp the self-evident nature of principles is to simply consider the absurdity of attempting to live an effective life based on their opposites.
I doubt that anyone would seriously consider unfairness, deceit, baseness, uselessness, mediocrity, or degeneration to be a solid foundation for lasting happiness and success. Although people may argue about how these principles are defined or manifested or achieved, there seems to be an innate consciousness and awareness that they exist. Correct maps will infinitely impact our personal and interpersonal effectiveness far more than any amount of effort expended on changing our attitudes and behaviors.
Principles of Growth and Change The glitter of the personality ethic, the massive appeal, is that there is some quick and easy way to achieve quality of life -- personal effectiveness and rich, deep relationships with other people -- without going through the natural process of work and growth that makes it possible It's symbol without substance. It's the "get rich quick" scheme promising "wealth without work.
The personality ethic is illusory and deceptive. And trying to get high-quality results with its techniques and quick fixes is just about as effective as trying to get to some place in Chicago using a map of Detroit. In the words of Erich Fromm, an astute observer of the roots and fruits of the personality ethic. Today we come across an individual who behaves like an automaton, who does not know or understand himself, and the only person that he knows is the person that he is supposed to be, whose meaningless chatter has replaced communicative speech, whose synthetic smile has replaced genuine laughter, and whose sense of dull despair has taken the place of genuine pain.
Two statements may be said concerning this individual. One is that he suffers from defects of spontaneity and individuality which may seem to be incurable. At the same time it may be said of him he does not differ essentially from the millions of the rest of us who walk upon this earth.
In all of life, there are sequential stages of growth and development. A child learns to turn over, to sit up, to crawl, and then to walk and run. Each step is important and each one takes time. No step can be skipped. This is true in all phases of life, in all areas of development, whether it be learning to play the piano or communicate effectively with a working associate. It is true with individuals, with marriages, with families, and with organizations.
We know and accept this fact or principle of process in the area of physical things, but to understand it in emotional areas, in human relations, and even in the area of personal character is less common and more difficult.
And even if we understand it, to accept it and to live in harmony with it are even less common and more difficult. Consequently, we sometimes look for a shortcut, expecting to be able to skip some of these vital steps in order to save time and effort and still reap the desired result. But what happens when we attempt to shortcut a natural process in our growth and development?
If you are only an average tennis player but decide to play at a higher level in order to make a better impression, what will result? Would positive thinking alone enable you to compete effectively against a professional?
What if you were to lead your friends to believe you could play the piano at concert hall level while your actual present skill was that of a beginner? The answers are obvious. It is simply impossible to violate, ignore, or shortcut this development process. It is contrary to nature, and attempting to seek such a shortcut only results in disappointment and frustration.
On a point scale, if I am at level two in any field, and desire to move to level five, I must first take the step toward level three. You cannot pretend for long, for you will eventually be found out. Admission of ignorance is often the first step in our education. Thoreau taught, "How can we remember our ignorance, which our growth requires, when we are using our knowledge all of the time? They were afraid to open up with their parents for fear of the consequences.
And yet they desperately needed their parents' love, understanding, and guidance. I talked with the father and found that he was intellectually aware of what was happening. But while he admitted he had a temper problem, he refused to take responsibility for it and to honestly accept the fact that his emotional development level was low.
It was more than his pride could swallow to take the first step toward change. To relate effectively with a wife, a husband, children, friends, or working associates, we must learn to listen.
And this requires emotional strength. Listening involves patience, openness, and the desire to understand -- highly developed qualities of character.
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