10 11-14 07-12-12 download from lulu.com


Published on

CRazYZoo! is a simple and personally meaningful method of learning about oneself and about others by determining to which of the six classic human types you belong. This helps you to grow self-esteem, open-mindedness and tolerance, and improve your communication and relationship skills. It is written as an action-filled fable in which lions, St-Bernards and foxes help you make important choices as you progress through the story.

Published in: Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

10 11-14 07-12-12 download from lulu.com

  1. 1. What TYPE OF PERSON am I ? CR a z Y Z o o ! "KNOW THYSELF" made easy How do I make decisions ? What is my main motivation ? What is my main fear ? What are my leadership qualities ? What traits do I need to strengthen ? What tendencies do I want to control better ? What is my way to success ? Find out how you tick and how other types of persons tick.Learn to maximize your inborn motivation and your strengths.Become the champion who states with confidence: "No matter how good I am now, I can always be better and greater!" F r i t z R. G l a u s
  2. 2. CRazYZoo! Published through Lulu Press, Inc. All rights reserved Copyright © 2006 by Fritz R. Glaus Interior Book Design and Layout by www.integrativeink.com ISBN: 978-1-84728-623-9No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording, or otherwise, without the written permission of the author or publisher.
  3. 3. Knowledge in itself is nothingIt is understanding which is neededTo understand one must know oneselfMan has everything within him — Gurdjieff
  4. 4. TABLE OF CONTENTSACKNOWLEDGMENTS ................................................ixPREFACE ....................................................................xiYOU AND THE PLAYERS IN THE CRAZYZOO! STORY ... xv Get involved as a reader-participantCHAPTER 1: AISLIN, A BOY WITH AN UNUSUALTALENT ...................................................................... 1 The three rings of color. Peoples puzzlement and lack of interest. Aislin makes acquaintances in the zoo. Aislins dream of a zoo without cages or fences. Aislin the zookeeper. Aislin trains the animals. AISLINS TRAINING CHART ........................................................ 8CHAPTER 2: LEO THE “DOER” LION.........................11 Difficulties of adaptation to the new freedoms. Worries about experts and about the public. Leos fight to the death. Leos impatience. The CRazYZoo! newspaper article. Leo learns from Eden how to be more diplomatic. Leo learns about self-esteem. The warthog reward. LEOS CHART – THE IDEALIST ............................................. 32
  5. 5. CHAPTER 3: EDEN THE “WOOER” LION ...................33 Tendencies of unhappiness. Casimir helps Eden to identify the causes of unhappiness. Edens overindulgence. Reduced team confidence. Eden learns to focus. Eden struggles with vanity. The game session and a lesson learned. Improving personal balance. EDENS CHART – THE INSPIRATOR.........................................49CHAPTER 4: CASIMIR THE "DOER" ST-BERNARD .....51 Casimirs discreetness and sensitivity. The talent of focus and excessive detail. Casimirs coolheadedness. His fear of emotional conflict. Coaching by Udo. Casimir learns to balance solitude and involvement. CASIMIRS CHART – THE PARTNER .....................................61CHAPTER 5: UDO THE "WOOER" ST-BERNARD ........63 Abner, the disliked Chairman of the IGRC. Udos reputation as a helper. The Alric case. Too many tasks given to Udo by the unappreciative Abner. Udos exhaustion. Urban comes to the rescue. Living for others and the fear of attachment. The need for everyday comforts. Establishing balance by learning to say "no". Udo replaces Abner. UDOS CHART – THE SUPPORTER............................................77CHAPTER 6: URBAN THE "WOOER" FOX ..................79 Urbans strength: ideas. His self-doubts. Ernest tells Urban to "lighten up". The fear of lack of control. Urban learns when to stop defending his point of view. Ernest facilitates active listening for Urban. Urban sets stretch goals that are attainable. Urbans strong need for change is a problem for
  6. 6. his team. Urban wants a team of INNOVATORS only. The role play exercise. Urbans check list. URBANS CHART – THE INNOVATOR ..................................... 93CHAPTER 7: ERNEST THE "DOER" FOX ................... 95 Ernest examines his own unbalance. Trying too hard to get to the truth. The committee that Ernest sent back for more research. Ernest saves face. Over a hundred personal goal options. Leo helps Ernest to know when analysis is required and when not. Ernest becomes a highly effective decision maker. ERNESTS CHART – THE PLANNER ................................ 106CHAPTER 8: REVIEW OF FUNDAMENTALS BY ERNESTAND LEO..................................................................109 Always look at yourself in relation to all six classic types. The three important functions or intelligences. The "Doer" and "Wooer" difference. The importance of learning from the type that follows ones own. CHART: "USE OF FUNCTIONS OR INTELLIGENCES" ........ 113 The behaviors that turned Leo into an exceptional leader. Knowledge about types incorporated in all training programs. "A good knowledge of types leads to an attitude of openness, tolerance, cooperation, readiness for change, and a desire to continuously find improvement".CHAPTER 9: YOUR KNOWLEDGE OF TYPES ............ 117 Your improved interaction with people. ADDITIONAL STUDY ............................................................... 118
  7. 7. ESSENCE AND PERSONALITY.................................................119COMBINED TYPES ....................................................................125THE CENTER OF GRAVITY .....................................................127CHART: THE CENTER OF GRAVITY ......................................129THE SUNNY KIND ....................................................................132MALE AND FEMALE, EMISSIVE AND RECEPTIVE ..............132PRACTICAL TRAINING .............................................................134
  8. 8. ACKNOWLEDGMENTS I want to thank Stephen Goldberg, President ofOPTIMUS PERFORMANCE INC, and his team offacilitators, who not only read the manuscript andhelped me shape the CRazYZoo! story, but whoregularly purchase my Type of Leadership and TeamDevelopment program, which incorporates theTYPES OF PEOPLE methodology and which theyfacilitate with their clients. They have observed inparticipants a quick and sometimes dramaticimprovement in team spirit resulting from thereduced defensiveness and aggressiveness and thegreatly improved openness they gain from theTYPES OF PEOPLE methodology. Their results areliving proof of the benefits available from using themethodology as illustrated in the CRazYZoo! story. My thanks go also to Bernard Berzi, President ofBEJICEL INC, Consultants in Management andProduction Enhancement, for whom I have been afacilitator of BEJICELs programs of Supervisionand of Teamwork for many years. In the last fewyears I have, with Bernards approval, introducedTYPES OF PEOPLE exercises during my
  9. 9. x — CrazYZoo! —facilitation, in an effort to help participants toassimilate the BEJICEL course material more quicklyand to apply it better in practice. Bernard providedme with invaluable feedback which confirmed theoptimistic expectations I had concerning the positiveeffects of those exercises on BEJICEL clients. Hisfeedback helped me to continually develop theTYPES OF PEOPLE approach and to find thecourage to start writing this book. Special thanks go to all the members of my familywho each added their personal input, which theygave as private citizens not involved in corporatetraining or consulting. I thank my son Stephane forhis insight in connection with clarity of approach,and my son Franz for volunteering to apply themethodology, successfully I might add, to a specialsituation. After my sister Frida read CRazYZoo!, shehelped me correct a rather embarrassing inaccuracyabout the life of lions in the wild, and my brotherKarl, the realist, pointed out the naked truth aboutpublishing. A huge amount of credit goes to Madeleine, mywife for all my married life, who has always butteredme up at the right moment and who has the knack oftelling me with precision when I should stop splittinghairs and get to the point. She has been of invaluablehelp in editing the parts of the manuscript thatrequired putting things in a nutshell.
  10. 10. PREFACE I have been developing the TYPES OF PEOPLEmethodology that "CRazYZoo!" illustrates during yearsof work as a trainer attempting to be as effective as hecan be. I have always felt that for my leadership andteamwork training to be more effective I needed to finda method that helps participants to grow in team spiritby learning to communicate more openly and lessdefensively. I had come to the conclusion that toachieve this I needed to somehow enable participantsto gain the type of self-knowledge that leads toimproved self-worth and self-assurance and to reduceddefensiveness. Over the more than 25 years of facilitatingmanagement, leadership, and team training, I have triedout many different methods. Some of them turned outto be excellent tools of evaluating candidates inrecruitment or promotion competitions, but none weresuitable for on-the-go learning and exchange within agroup undergoing leadership or teamwork training. Ineeded an approach that would allow participants todiscover their own qualities and shortcomings step bystep and share their accumulating learning with the
  11. 11. xii — CrazYZoo! —other participants. In addition, this self-learning andlearning about others needed to be complementary toand supportive of the subject matter of the training,namely leadership and teamwork, so that it could beintertwined progressively with the subject matter. The final product, as elucidated in "CRazYZoo!",is the one now used during leadership and teamworktraining, both by me and by several of my colleaguetrainers, and it turns out every bit as effective as Ihoped it would be. It addresses many of the needsthat trainers are expected to satisfy. Perhaps the mostimportant is the need to help participants grow theirself-esteem. The TYPES OF PEOPLE methodologyis easy and straightforward. From the word "go"participants are made to feel at ease. As they getinvolved in the first exercise, that of choosing one ofthree animals, the ice is broken. In exercise afterexercise, participants learn a little more aboutthemselves and about others, their self-esteem keepsgrowing, and by the end of the leadership orteamwork course they have gained an overall view ofall six classic types. They realize that every type, notjust their own, has strengths and shortcomings. Theparticipant no longer focuses on himself alone buthas a global or holistic view of all types. He sees hisown type, with its qualities and shortcomings, as oneof six types who all have their particular qualities andshortcomings. The results are nothing short of spectacular interms of growth of open- mindedness, tolerance,self-esteem, and ability to work with others and to
  12. 12. — Preface — xiiihelp each other. Communication improves, meetingsbecome more effective, team problem solvingbecomes a reality, management-employee relationsbecome more productive. As well, many a participanthas reported that those improvements have carriedover into their personal life, greatly improvingcommunications and relations with family, friendsand personal contacts. Whats more, even clients not participating ingroup training but coached individually in theTYPES OF PEOPLE methodology are just asenthusiastic about the positive effect their newunderstanding of themselves and of other types ofpeople is having in their lives. The TYPES OF PEOPLE methodologyelaborated in "CRazYZoo!" reflects some of thesame basic thoughts and approaches that are used inother typology systems, such as the Myers-Briggstypology, and like the latter it is influenced by thethinking of the Swiss psychologist Carl Jung. G.I. Gurdjieff, who was an extraordinary thinker,also talks about different types of people in hiswritings, but he does not spell out a specific systemor method of typology. However, some ofGurdjieffs followers have done so. One of them,Susan Zannos, provides detailed information aboutthe basis and the origin of the study of human typesin her book "HUMAN TYPES". She points out thatthe study of human types is very ancient, in fact farolder than recorded history. Her concepts are alsoreflected in "CRazYZoo!", as are the views of
  13. 13. xiv — CrazYZoo! —Gurdjieff, of course, whose science belongs to theknowledge of esoteric schools of antiquity.
  14. 14. YOU AND THE PLAYERS IN THE CRAZYZOO! STORY This story is about unusual zoo animals trainedby an extraordinarily gifted young man named Aislinto get along better with each other and with people. You are being asked to play along in the story byinvolving yourself in it. You do this by makingcertain choices, once before starting the story andonce while reading the story. Your first choice is as follows.Choose which one of the three animals describedbelow resembles you most: the Lion, the SaintBernard or the Fox? According to popularnotions about animals: • The LION occupies the role of the king of beasts; he knows how to assert his powers and his strengths; he also assumes his responsibilities as a protector at all times.
  15. 15. xvi — CrazYZoo! — • The SAINT BERNARD manifests gentleness, loyalty and readiness to help. He finds persons lost in the snow and proffers aid and comfort to them. • The FOX shows craftiness and slyness and always outwits everyone. A strong survivor and full of ideas, he demonstrates great versatility and adaptability.NOTE: It is important in this exercise toconsider the three animals as equals. None ofthem is either superior or inferior to the othertwo. The three are different, but they are equal. Which one of the three animals resembles youmost? You no doubt possess some characteristics ofall three; this is normal. However, you must choosethe animal with the strongest OVERALL likeness.Make your choice by following your instincts ratherthan by analyzing. Following your instincts will helpyou reach the right conclusion quickly. Please tickbelow. __ LION __ SAINT BERNARD __ FOXGreat! You will have a better read after makingthis choice.
  16. 16. — You and the Players in the CrazYZoo! Story — xvii Later in the story you will be asked to makeanother choice. You see, there are two different lions,two different Saint Bernards, and two different foxes.You will be deciding which of the two is more likeyou.
  17. 17. CHAPTER 1 AISLIN, A BOY WITH AN UNUSUAL TALENT Once upon a time there lived an unusually giftedboy called Aislin. His name is derived from Celticand signifies a dream, vision, inspiration. Aislinsdream was a world where people understood eachother and lived in harmony. Aislins unusual gift was his inborn ability to seethree rings of color around people. The three coloredrings would be arranged in a different order fordifferent individuals. In some persons, the first ringwould be red, in others it would be blue, and in stillothers it would be green. Aislin discovered early thatpeople whose first color was red would look and actdifferently from those whose first color was blue orgreen. He then observed that the second color wasnot always the same either. For instance, someindividuals whose first color was red would have blueas their second color, whereas in others green wouldcome second to red. The same kind of variation wasevident in individuals whose first color was blue orgreen.
  18. 18. 2 — CrazYZoo! — Aislin learned from observation that the secondcolor in people gave additional clues as to what theywere like. For instance, his father, whose first coloredring was red and his second ring green, was apoliceman who strongly believed in law and orderand always defended the underdog. But when thingsdidnt go his way, he could become impatient andsometimes even violent. However, Aislins uncle,whose first color was also red, was much differentfrom his father. He was a successful businessman,liked to have parties, and had many hobbies that hewas good at. The less admirable side of his uncle washis tendency to think too much of himself and totreat his employees like his children. Aislin noted thathis uncles second color was blue, not green like hisfathers. Aislin observed similar differences in blue peoplewhose second color was different. The same was truefor green people. Because of this insight, Aislin had away with people. People were amazed, because theyfelt that the boy could "see through them". Aislinwas looked upon as a boy wonder. At first, Aislincouldnt understand why people made so much fuss,as he thought that if everybody looked at the colorsof others they would soon learn to get along betterwith them. Of course, he soon learned that otherpeople could not see the rings of color. People found Aislins gift strange. While theywere amazed at his maturity in dealing with people,they were also puzzled because of the strangeness ofit all. After all, Aislin was just a boy, and it was
  19. 19. — Aislin, A Boy with an Unusual Talent — 3awkward to deal with him like with an adult. Nobodywanted to talk much about the whole thing, becausepeople felt it was just a little too weird. They couldntunderstand it and felt uncomfortable with it. Aislin would have liked people to find out aboutthe colors that surround each person and he wasunhappy that his ideas were being avoided by theworld. He continued to be absorbed in his thoughtsand spent most of his energy trying to make sense ofpeople and of the world. Then one day Aislins mother took him to thezoo. Aislin was fascinated by the animals. Hediscovered that animals too had three colored ringsaround them! He was most taken by an imposing lionwith an abundant mane whom he named Leo. Aislincould not stop looking at Leo sitting theremajestically and looking back at Aislin. It was as ifLeo and Aislin communicated with each other. Hismother decided to let Aislin spend some time infront of the lion cage and sat down on the bench afew yards away. She had brought a book to read incase of such an eventuality. As soon as no-one else was around, Aislin startedto talk to Leo: "Hi Leo, you are such a nice lion. Didyou know that I can see rings of color around you?Your main color is red. The next one is green and thethird is blue. I know that when you get mad, your redcolor becomes very intense and the green and bluediminish. But when you calm down, your colorsbecome normal again". I know, because my dad islike that.
  20. 20. 4 — CrazYZoo! — Leo seemed to listen to Aislin. His head evenwent up and down and Aislin was sure that Leo wastelling him that he understood. Aislin continued:"You know Leo, your friend over there (pointing tothe big lion not too far to the right of Leo) also has anice red ring around him, but his second color isblue, not green like yours." Again Leo seemed to nodat Aislins remark. Leo added: "Thats why you twoare different. Your friend does not get upset as easilyas you do, and he likes to have a lot of fun". AsAislin finished talking, the other lion got up andstarted moving around in a peculiar, back-and forthcircular motion as if he wanted to be amusing andfunny. Aislin was excited and started imitating themovements and laughing out loud. He shouted: "Youare funny, Eden!" He had instinctively given theother lion the name Eden. Names for animalsseemed to simply come to Aislins mind fromnowhere. It was difficult to pull Aislin away from the lioncage. He wanted to stay longer, and he also wanted tosee more of the other animals. Unfortunately forAislin, his mother had to return home. But beforeleaving, Aislin had his mother promise that theywould come back soon. His mother was very happyabout Aislins enthusiasm. On the way out they passed by the cage of thefoxes and Aislin saw one whose main ring of colorwas a beautiful green. Its second color was blue andthe third red. Aislin imagined talking to the fox theway he had talked to Leo the lion. But there was no
  21. 21. — Aislin, A Boy with an Unusual Talent — 5time. He resolved to talk to him the next time. Hewould call him Urban. As they were leaving thefoxes cage, Aislin pointed out to his mother anotherfox who also had a beautiful green ring around himand whose second color was red rather than blue."Mom", he said, "you know that fox there is muchdifferent from the first one. He plans and is wellorganized, but the first one we saw is much morecurious and more innovative". His mother justnodded, wondering where Aislin took all thisinformation. The name that popped into Aislinsmind for the second fox was Ernest. He was eager totalk to Ernest as well on his next visit. As they got to the exit of the zoo, Aislins motherasked the zoo keeper about the opening and closinghours, telling him that her boy Aislin was in love withthe lions and with the foxes and wanted to comeback soon. The zoo keeper said to Aislin: "When youcome back, Aislin, come and see me and you can askme questions about the lions and the foxes". Aislinthought that was nice, but what attracted hisattention at that moment was the big Saint Bernarddog by the side of the zoo keeper. It had such a niceface and the main ring of color around him was of amarvelous blue, accompanied by green and some red.Aislin petted him and said: "Hi Udo, you have suchnice colors". The zoo keeper was surprised at thename Udo and asked Aislin: "Why do you call himUdo?". Aislin replied: "Its a good name for him".The zoo keeper did not argue. He added: "Udo has abrother who likes to keep more to himself; do you
  22. 22. 6 — CrazYZoo! —want to see him?" Aislin eagerly agreed. The zookeeper brought Aislin and his mother behind thebuilding where they saw another beautiful SaintBernard. He was a little smaller than Udo, and Aislinnoticed that his main color ring was also blue, likeUdos, but his second color was red rather thangreen. The zoo keeper asked jokingly: "What wouldyou call him, Aislin?" Aislin replied withouthesitation: "I call him Casimir". "Why Casimir?"asked the zoo keeper. "Because I think thats who heis - Casimir", replied Aislin. He thought to himself:"Adults ask funny questions!" Aislin went back to the zoo often. His motheraccompanied him at first, but soon Aislin returned byhimself. He helped the zoo keeper with all kinds ofchores and the zoo keeper saw in Aislin a remarkabletalent in dealing with animals. Aislin seemed tocommunicate with them. The animals seemed to bedrawn to Aislin. They were expecting him and wherehappy when he arrived. He not only played withthem but was also able to make them do things thatamazed even the zoo keeper. All animals listened tohim like highly trained dogs listen to their master.The news about Aislins unusual talents made therounds and when he was still a teenager he was madeassistant zoo keeper. The zoo keeper himself, whowas getting on in years, was pleased because he hadbeen wondering for a while who would be takingover on his retirement in a few years. When he didretire he was able to recommend Aislin as a highly
  23. 23. — Aislin, A Boy with an Unusual Talent — 7competent replacement. Aislin became the youngestzoo keeper in memory. Aislin was happy, and he had a dream. His dreamwas to train the animals to live in harmony with eachother and with the human visitors without beinghoused in cages. No cages and no fences. He had lengthy sessions with Leo, Eden, Casimir,Udo, Urban and Ernest. The animals respondedpositively. They could all see the color rings. Theyhad no trouble understanding what he was talkingabout. Nor were they afraid of change as much aspeople were. They learned easily. They were eagerlyawaiting the day when they would be fully trainedand allowed to live outside their cages. Together with the animals, Aislin developed asystem of assigning leadership roles to the six animalsin accordance with their colors. He concluded thatthe six animals in the group represented the six basictypes. He gave each type a name and added whatmotivates each type as well as what the main fear ofeach type was. He also described each types mainqualities as well as the tendencies each type had towatch for. He drew up a training chart and reviewedit in detail with the six animals. The group found thatthe chart summarized well what they were like andwhat they had observed together. It was of great helpin working to continually improve their understandingof themselves and of other animals as well as ofpeople. Here is the chart:
  24. 24. 8 — CrazYZoo! —
  25. 25. — Aislin, A Boy with an Unusual Talent — 9 The animals knew that the day was near whencages and fences would be removed and they couldmove freely around the entire territory of the newzoo. They all resolved to use and develop theirqualities and to not let their fears take over. They haddeveloped strong leadership abilities and Aislin wasconfident that things would work out well for them.They would be able to look after themselves as wellas after the other animals assigned to them. Theywould be able to respect the territory available for thefree zoo and provide the leadership required so thatother animals would do the same. That optimism and resolve demonstrated byAislin and his team were put to the test from dayone.
  26. 26. CHAPTER 2 LEO THE “DOER” LION Adaptation to the new freedom presented manychallenges and more than a few surprises. There wasnot only the challenge of adapting to an openenvironment. There was another challenge, that ofwild animals that were now drawn to the free zooterritory. They wanted the territory for themselves aswell as the food and water. It was the task of the sixtrained leaders, with the help of their teams, to keepunwanted animals out of the zoo territory and toaccept animals willing to live by the rules of the freezoo and be integrated into the teams. Then there wasthe challenge of hunting. One of the rules of the freezoo was that all zoo animals had to participate indeveloping food autonomy through hunting, not onlyin the zoo territory but also outside of it. This wasagain done under the leadership of the six trainedanimals. Then there was a certain risk connected withthe two Saint Bernards. They were domesticatedanimals, not used to coping with animals who werewild by nature, especially animals who had neverlived in a zoo. Aislin had insisted that they be part of
  27. 27. 12 — CrazYZoo! —the group of leaders. He was sure they were the bestrepresentatives of animals with a blue color ring.Even though some of the scientists and other expertsinvolved in the decision where skeptical, they wereunable to provide a meaningful opposition to Aislinsplans, for they didnt dare to put in question Aislinsabilities with animals. But the thing that worried Aislin most was thereaction of the experts and of the public. He knewthat the skeptics would pounce on every opportunitythey could find to criticize Aislins free zoo project.And he also knew that the public could easily beswayed by critics and fear mongers. But Aislin wouldnot be deterred. He was confident that things wouldwork out eventually. As was to be expected, all six animals had theirdifficulties in assuming their leadership roles asplanned. However, Leo struggled most of all. Hefound it particularly hard to control his stronglyaggressive nature. He had done well in training, butin the totally free environment he seemed to forgeteverything he had learned. He was now dominatedby his inborn need to be clearly in charge. Leo wasbeing challenged left and right, especially by some ofthe animals that didnt come from the zoo. Leosinstinctive reaction was to deal firmly with anyonewho put his leadership in question. His main challenger was a large lion who had thesame temperament as Leo and who also wanted to bein charge. This lion came from the wild, hadnt been
  28. 28. — Leo the "Doer" Lion — 13trained, and wanted to take over. Leo confrontedhim and a fight ensued. Even though Leo had all the necessary fightinginstincts, during his life in the zoo he had not had theopportunity to practice the skills needed in a fiercefight. Leo was clearly the underdog in the initialphases of the fight. He was aggressive but not carefulenough. His opponent suddenly tore a gashingwound in Leos left shoulder. This only made Leomore aggressive. He jumped forward and tried to dighis right claw into his opponents back, but the otherlion quickly turned to avoid the attack and thenimmediately ripped Leos side open with his left claw.Leo was now bleeding heavily and seemed to begetting weaker. His opponent expected Leo to giveup the fight and leave. But Leo had no intention ofgiving up. While the other lion momentarily let downhis guard, Leo lunged forward decisively, dug histeeth into his opponents throat and held on until thestruggle was over. His opponent was dead. Leo wasbleeding profusely and would have died too if ithadnt been for the help and care of the two SaintBernards. Casimir quickly intervened to apply his firstaid skills by stopping the bleeding and closing thewounds and Udo was constantly at Leos side toprovide the liquids and plants that allowed for aspeedy recovery. Needless to say that after hisrecovery Leo did not get challenged any more. Hewas the master of his team, and the team had learnedfrom Leo how to protect the interests of the freezoo. Leo felt and acted like the king of the beasts.
  29. 29. 14 — CrazYZoo! — Whenever things went well, Leo would let thingsbe and wouldnt address anybody. His team knewthat when Leo was quiet, it was because things weresatisfactory for him. This was his way of"encouraging" or "motivating" his team. No fuss, nonoise. It was to be understood that everything wasOK as long as everybody behaved as they weresupposed to. In Leos view, no openacknowledgment or other demonstration of approvalwas necessary. Aislin was concerned. He knew that the red colorin Leo, with green the secondary color, made him a"doer" or a task oriented type of individual. Duringtraining, Leo had learned what needed to be done tobecome a good leader, but his dramatic and lifethreatening fight with the other lion seemed to havemade him forget all the things he had learned intraining about continually improving onesrelationship skills. Leo had to develop those skills inorder to become the type of leader they had allagreed was needed in the free zoo. He had to be lesspreoccupied with accomplishing tasks and he neededto reduce his fear of being ineffective at it. Hispreoccupation with tasks and the accompanying fearof ineffectiveness made him impatient and forgetfulabout the need to provide positive feedback to histeam and to the individuals in it. Aislin decided to have a session with Leo. Hereminded Leo about the common leadershipbehavior goals that Leo had agreed to pursue. Hepointed out to Leo that although he was in control,
  30. 30. — Leo the "Doer" Lion — 15he was not really looked upon as a leader but ratheras a boss to be obeyed. He was being referred to asthe "super doer", because others considered him tobe an extreme "doer" type, focusing exclusively ontasks and neglecting relationships altogether. Hereviewed with Leo the training chart with the sixbasic or classic types of individuals that they hadstudied together, the differences that existed betweenthe different types, and the fact that each type had aneighboring type from whom he could learn bydiscovering the neighboring types strengths and byworking to develop those strengths in himself. Leo remembered that for him Eden was thatneighboring type. Eden belonged to the relationshiptypes (the "wooer" types). The strength he had andLeo lacked was diplomacy. Leo also remembered thatthe best way to acquire that strength would be to getEden to coach him. He promised Aislin that hewould work on that. Aislin was glad. Leo decided to first observe Eden and his team tofind out what Eden was doing as a leader. He soonnoticed that Eden commanded respect from histeam, just like Leo did, but that in addition Eden waspopular and much liked by his team. Leo waspuzzled. It was evident to Leo that he was not ashappy as Eden in his role as a leader. Leo felt "lonelyat the top", while Eden seemed to be mixing sociallywith the other animals and having quite a bit of funin his leadership role. As he observed Eden, Leo found that Eden didnot deal with others the same way he did. Eden was
  31. 31. 16 — CrazYZoo! —not as direct or as blunt as Leo. Eden could becritical of others in a more constructive way, as aresult of which he was not perceived as beingaggressive or hard, nor insulting and offensive, theway Leo was. Eden, like Leo, took care of challengesin a forceful and authoritative manner, but whenthings went well, Eden would "celebrate" with theothers, roar with laughter and run around withothers in playful fashion. When little things wentwrong, Eden, instead of being irritated, would nudgeothers on to find the solutions to problemsthemselves and to learn by their mistakes. Leo learned from observing Eden that as a resultof his relationship strengths Eden was maintainingharmony in the team and was getting things donewith hardly any confrontation. He rarely was violent.As a result Eden spent less energy than Leo oncontrolling things and he achieved greater prosperityfor himself and for his team. In addition, Edenseemed to be in a good mood much of the time andseemed to have more time and energy to enjoy life.Leo was ready to find out more from Eden himself. Leo and Eden would meet occasionally, but Leofelt a resistance inside himself to what he thoughtwas "having to be someone he was not". After all,Leo thought, he was successful in his role. So what ifoccasionally someone got treated roughly! Perhapsthat was necessary to keep things running smoothly.Besides, Leo was convinced that if Eden had thesame difficult individuals in his team, Eden wouldhave to treat them the same way Leo did.
  32. 32. — Leo the "Doer" Lion — 17 Eden was aware of Leos demanding style andthought that it was a pity Leo worried so much aboutnot being effective as a ruler. He was sure that Leocarried his need for accomplishment too far. Eventhough Leo had asked him to be his coach indeveloping diplomacy, Eden noticed Leos reluctanceto change his behavior and he didnt quite know howto broach the subject, knowing Leos quick defensiveways of over-reacting. Leo and Eden kept avoiding the subject. Aislinnoticed what was going on between the two and hedecided to intervene. He wanted things to move, allthe more so since he had just read an alarmist articlewith the curt title "CRazYZoo!" that had appeared ina popular newspaper. It was written by one of theexperts who had been very skeptical about Aislinsplans for the free zoo. It was evident to Aislin thatthe writer hadnt seen for himself what had beengoing on in the free zoo after the abolishing of cagesand fences. The writer was painting a picture of totalchaos, of wild animals taking over territory, stealingwater and food, killing many zoo animals, andzookeepers and zoo animals running for cover. Aislinconcluded that the skeptical expert may have heardabout Leos fight with the wild lion from a visitor ortourist and had taken the opportunity to try andprove Aislin wrong. Aislin met with Leo and Eden and relayed tothem the contents of the "CRazYZoo!" article. Hestressed the importance to follow up on theleadership training and to practice mutual support in
  33. 33. 18 — CrazYZoo! —developing individual strengths. Leo and Eden werein total agreement and met the same day to exchangecomments about peoples reactions. Leo related to Eden how annoyed he had been atthe gawking and prying by the increasing flood ofobservers, curiosity seekers, tourists and safaris of allkinds that were passing through. He was ready topounce on those humans, to scare them off and getrid of them. But Eden cautioned him about that kindof reaction. He reminded him of the "CRazYZoo!"article and warned that if Leo reacted too strongly,the humans were liable to make things worse not justfor him but for everybody. The humans might decideto change the zoo back to what it was before. Orthey might recapture him and put him in a cage inanother zoo. Or they might even conclude that hewas getting to be too unmanageable, too dangerous,and they might eventually decide that he needed tobe shot because he had gone "crazy". After all,similar things had happened occasionally in theearlier zoo, for instance when animals were toostrong in expressing their displeasure at beingconfined. Eden reminded Leo about the behaviors withhumans that worked best when they were living incages. When you didnt like something you got abetter reaction from the human zoo keepers if youjust shook your head and then looked rather kindly atthem, begging for some understanding. Humanswould often find that way of acting very endearingand, understanding what you wanted, they would
  34. 34. — Leo the "Doer" Lion — 19change their mind about the intentions they had foryou. For instance, instead of insisting that you hadhad enough to eat they would give you an extra pieceof meat, which they wouldnt do if you growled atthem and made a scene, because that would makethem stick to their idea that you didnt deserve anymore food. Eden said that this type ofaccommodating behavior was a form of diplomacyand that diplomacy was a superior approach forgetting along, not just with humans but also with theother animals. Leo did remember. He remembered vividly thathe had struggled with this idea of diplomacy of whichEden was now reminding him. He had always vieweddiplomacy as a form of hypocrisy. He couldnt helphaving reservations about it to this day. Nevertheless, Leo agreed to make an effort tochange his behavior with humans. He did recall howhumans could get very extreme in their response toanimals whose behavior they considered undesirable.Leo decided to try to follow Edens advice and hestarted to practice what Eden called "diplomacy"with the human visitors. He would sit innocently infront of the crowd of human onlookers, at timesshaking his big mane, at other times looking at themkindly or holding his head at an angle as if indicatinga curious attitude toward the crowd. He found thatthis latter gesture worked particularly well. Leo waspleasantly surprised at how well he was doing withthe humans. He realized that he was not onlysucceeding in entertaining humans and making them
  35. 35. 20 — CrazYZoo! —happy, but that he was also feeling better himself andeven enjoying his time spent with the human public.Instead of feeling miserable as before, he was nowrather happy. Seeing this, Eden congratulated Leo for his"performance" and explained to him that there was agood definition of the difference between diplomacyand hypocrisy. Diplomacy, he said, is a way ofhelping the other individual (or group of individuals)to meet you half way. This allows for mutualagreement, which is a positive result, because youboth end up winning; there is no loser. Hypocrisy isdifferent. When one is hypocritical one tries to winand make the other side lose. Diplomacy leads to awin-win. He then asked Leo to look at what hadhappened as a result of his entertaining behavior withthe human crowd. Leos behavior could be seen as aform of diplomacy, as Leo had made an effort toavoid being irritated and to prevent possible conflict.Leo listened attentively. He started to feel better andagreed with Eden that this was now a "winning"situation for him, and that the crowd was also"winning" since they appeared happy. This realization did not come easy for Leo, as itwas hard for him to overcome the feeling of havingto force himself to behave in an insincere fashion.Acting as an entertainer felt like hypocrisy. He sharedwith Eden that he did not feel like that any longer.He no longer considered the effort he made asinsincere, but rather as a more mature way of dealingwith a personally challenging situation. Eden
  36. 36. — Leo the "Doer" Lion — 21approved and stressed that hypocrisy means trying tohide something from the other for the purpose ofones personal gain or advantage only, which is notwhat Leo had done. When Eden asked Leo what he thought aboutusing diplomacy with his team, Leo said thatdiplomacy was all fine and dandy but that he stillwasnt sure that this diplomacy thing was somethingto use with his team of animals. After all, he had tokeep his difficult team under control and wellorganized by using a direct and decisive approach.Noticing Edens disapproving look, Leo paused for awhile, after which he asked Eden whether he knew ofany one specific thing that Leo could do to improvehis way of being the leader of his team, or was he,Eden, just being lucky with his own team in thatthere were no "difficult" individuals in it like therewere in Leos team? Eden thought to himself that Leo could at leasthave thanked him for guiding him to cope betterwith the human crowd! But Eden knew that Leo hada hard time expressing approval. He knew also howdifficult it had been for Leo to change his behaviorand that deep down Leo, without saying it, was verythankful to Eden for having helped him to improvehis outlook toward the human crowd. Eden hadlearned that individuals belonging to Leos typeconsider it wise not to give praise "unduly" becausethey dont like to be too "sentimental" about things! Eden quickly overcame his momentarydisappointment at the fact that Leo expressed so little
  37. 37. 22 — CrazYZoo! —appreciation for his advice. He was aware that Leowould benefit greatly if he used some diplomacy inhis dealings with his team. Eden was glad that Leohad decided to talk about it now, because he felt thatLeo deserved to have more satisfactory relationshipsas a leader. After all, Leo had such strong qualities.Leos sense of duty, his respect of principles andrules, and his sense of justice and equality wereexemplary. If Leo could only not worry so muchabout not being effective in making others respecthis values. It was evident to Eden that Leo was afraid hewould be ineffective as a leader if he did not makeabsolutely sure that everyone knew his job well,carried out his responsibilities well and followed rulesto the letter. Leo also seemed to feel that he neededto make everyone aware that he would not miss abeat if anything went wrong. This was his idea ofproper leadership behavior. He seemed to think thatif rules were clearly and simply stated and offenderswere dealt with severely, any negative reactionswould automatically be taken care of and nodiscontent would remain. In Leos view, anybodywho was conscientious would appreciate this. If anyindividual failed to cooperate, that individual showeda wrong attitude and needed to be taken to task andpunished. It was also evident to Eden that Leo wasconvinced that it was in the natural order of thingsthat there would always be some individuals who arenot well intentioned, who lack the desire to
  38. 38. — Leo the "Doer" Lion — 23cooperate and who dont want to follow the rules, nomatter what you do. Leo seemed to believe that oneof the main tasks of leaders was to look out for suchindividuals and to put them in their place. If thatdidnt help, the solution would be to "get rid" ofthem one way or another. Eden felt that even though there was some truthto that view, he had to find a way to make Leo realizethat he tended to jump to conclusions too frequentlyand too quickly when it came to individuals who didnot perform well enough at the start. He had to makeLeo see that many individuals simply need extra time,encouragement and training to understand, to getinvolved, and to become proficient. Eden realized it was difficult to tell Leo what todo to improve his leadership. Eden did not think itwould do any good if he told him outright. He feltthat Leo needed to discover for himself whichspecific change in behavior with his group would bethe most helpful for him. Since diplomacy wasEdens strength, he replied to Leo in the followingway. "It is true, Leo, that I may have fewer problemcases in my team than you have in yours. I dontknow. I have a collection of different types ofindividuals just as you have. And you remember nodoubt our long sessions about different types ofindividuals. You know that every type sees thingsdifferently. Because he sees things differently, he willrespond differently to you. So what works with oneindividual does not necessarily work with another.
  39. 39. 24 — CrazYZoo! —You and I, just like any other leader, should ideally beable to recognize the way every individual sees thingsand we should be able to communicate differentlywith each different type". Leo interjected, "well, maybe thats true when itcomes to nuances and fine points of leadership, butdont you think that the basic requirements are alwaysthe same?" Eden asked: "What sort of basic requirements areyou talking about?" Leo said: "There are several, for instanceeveryone needs to know what is expected of him andeveryone needs to be told when he is not meetingexpectations". Eden: "You are absolutely right about that.Leaders who do not make known clearly toindividuals and teams what is required of them arefalling down on that basic responsibility of a leader.They are also falling down on their responsibilities ifthey fail to inform individuals or the team whenrequirements are not being met. Such feedback needsto be given promptly and as frequently as eachsituation demands". Leo: "I am glad you agree. I tell my team in nouncertain terms what I expect of them and I let themknow without beating around the bush when theydont perform." Eden: "I know you do, and not all leaders havethose strengths. Now, lets get back to your questionas to whether there is any specific thing you could doto create more satisfactory relationships with your
  40. 40. — Leo the "Doer" Lion — 25team members. This is really quite a personal thing,and it would be preferable if you yourself selectedwhat you feel is the most important first step youcould take to change the effect you are having onyour team". Leo: "That sounds easy, but I really dont seewhat that could be". Eden: "This is always difficult at first glance. Buthere is a way to begin finding an answer. We havealready talked about your strengths. One importantthing to remember about strengths is that everystrength has an accompanying weakness. As youknow, a strength can also be called a motivation. Ifwe summarize your many strengths, we can identifyyour main strength or your main motivation as beingthat of accomplishment. You are motivated toaccomplish tasks and goals. You have a strong senseof duty and you are able to make decisions quicklyand go into action. You do this by being mindful ofthe principles of equity and of rights. You make sureto define tasks and goals clearly and explain rules andregulations to everyone. Now as I said, every strength has as itscounterpart a shortcoming which in effect is basicallya fear. Your main motivation, which as I said isaccomplishment, has as its counterpart a mainweakness or main fear which is ineffectiveness. Youare worried about not being effective in what you do.And when this fear is triggered, it can take away fromyour ability to assert your strengths. The morepronounced the fear, the more your strengths give
  41. 41. 26 — CrazYZoo! —way to impatience, aggressiveness, violence, hurtfuldirectness, excessive task orientation, and evenrudeness in relationship behavior. Does this makesense to you?" Leo: "I guess I do get impatient easily". Eden: "OK. So how do you usually express yourimpatience, Leo?" Leo: "I immediately growl with disapproval". Eden: "Right. Do you think that if you did notstart to growl every time something goes wrong yourteam would take that as a sign of less impatience?" Leo: "I think so. But that would be hard to do allthe time". Eden: "Thats right, it would be. For this reasonyou must set yourself a more modest goal and aim torefrain from growling only part of the time. Wouldyou think it would be reasonable to refrain fromgrowling half the time? Or perhaps one time out ofthree?" Leo: "I guess I will start with one time out ofthree." Eden: "Thats very wise. Now, it is important thatyou look at this goal as a worthwhile goal, and thatwhen you succeed in refraining from growling onetime out of three during all next week you giveyourself a pat on the back and recognize that youhave achieved your goal. This will help with yourself-esteem and help you stay motivated, and it willalso help you to aim for the same thing again thefollowing week. Whats more, if in the first week you
  42. 42. — Leo the "Doer" Lion — 27far exceed your goal, you might even set a higher goalfor the following week. Are we agreed on that?" Leo agreed, although he was a bit puzzled aboutthe self-esteem remark. He didnt say anything but hethought that there was nothing wrong with his self-esteem. He continued listening to Eden who alsowarned Leo that he would have to expect that histeam might at first be surprised at his changedbehavior. Perhaps some might even be a bit skepticalabout his intentions. But he said not to getdiscouraged by such reaction from his team becauseat first they might be unsure about how to react tothe new behavior. This was normal and the teamwould soon get used to his new ways and appreciatethem. Leo nodded. All weekend long Leo kept mumbling to himselfthat every day next week he would remember not tostart growling when something didnt go quite as hewanted. Monday came and Leo was ready. At thebeginning he found it hard to remind himself of hisresolve every time a situation came up. In addition,and despite Edens warning about not minding thegroups initial reaction, he was worried that his groupwould find that he was not demonstrating strongleadership if he did not behave like his usual self. Buthe caught himself and kept to his resolve. As a result he managed most of the time not tovoice his disapproval immediately when somethingdid not go right. Instead, he looked at the individualconcerned with an inquiring expression. Usually thiswould cause the individual to start explaining, and
  43. 43. 28 — CrazYZoo! —Leo was surprised how often there was a valid, or atleast fairly valid, reason for the problem that hadarisen. In many cases the individual concerned wouldexplain how he would go about preventing the sameproblem in the future, and in some cases Leo offeredhis own solution based on his extensive experience.On the whole, he thought that the week had workedout extremely well. At the end of the week Leo recounted to Edenthe experience of the week, including the doubts thathad arisen in him at the beginning of the weekconcerning his image as a leader. Leo concluded thatdespite this everything went very well, as in two casesout of three he had responded in a manner that hehimself considered satisfactory. This was twice asgood as he had planned. Eden congratulated him andasked him what kind of recognition he had givenhimself for this achievement. Leo replied that he didnot really feel it necessary to go through that part ofthe process. Eden realized immediately that Leohadnt understood the part about self-esteem that hehad pointed out to Leo last week. Leo hadntaccepted the idea that self-recognition is animportant part of goal setting. Eden asked Leo to talk a little about his initialdoubts concerning his image as a leader. Leoexplained that he had felt that by not reactingpromptly and bluntly as usual he would be giving theimpression to his group that his leadership strengthswere getting weaker. Eden then gave the followingexplanation about self-esteem.
  44. 44. — Leo the "Doer" Lion — 29 "Self-esteem is how you feel about yourself inyour unconscious. It is based on the behavior you areused to, both the behavior on your part and thebehavior on the part of others. Your unconsciousknows that when you behave in a certain way, otherswill react in a certain way. These behaviors areacquired over time, through repetition. They havebecome automatic and familiar. They have becomehabits. You have developed your self-esteem aroundthose habits. When you decide to change yourbehavior, you are challenging your habits and yourself-esteem. Thats why you found it difficult tochange at first. And dont kid yourself, your habitshave not been changed permanently yet. You haventrepeated the new behaviors often enough, and thoseinitial resistances you experienced will keep comingback until you have replaced the old habits with thenew ones you have chosen. Does that make sense toyou, Leo?" Again, not being used to this kind of thing, Leowas only half convinced. Eden insisted that Leoneeded to give the idea a chance by giving himself arecompense or granting himself a favor. Leo tried tothink of some kind of self-reward but couldnt comeup with anything. Eden thought to himself: "Typicalreaction of an IDEALIST!" (Idealist is the name ofthe type of individual to which Leo belongs). Edenthen asked Leo whether there was any activity thatLeo enjoyed a lot but did not find much time for. Leo had no trouble finding such an activity. Hesaid he would like to spend more time roaming
  45. 45. 30 — CrazYZoo! —outside the zoo territory and perhaps catching a smallwarthog which he could feast on. Eden thought:"Finally!" and encouraged Leo to reward himself thatway without delay. He added that rewards, whetherfor ones own achievement or for that of others, weremost effective when they were given with as littledelay as possible. Leo found Edens reasoningconvincing enough and he took off immediatelytowards the savanna. When he came back about twohours later, after a good ramble and after havingingested a small warthog prey, it was evident that hewas more than a little satisfied. In the weeks that followed, Leos attitude towardhis group continued to be more relaxed. Leos teamresponded to his new behavior and his improvedmood by being in better humor themselves. Theyalso opened up more to Leo by staying more aroundhim and by exchanging experiences. They were lessafraid of him, yet seemed to respect him just as muchas before, and showed by their own behaviors thatthey were more appreciative of his leadership. BothLeo and Eden were happy and appreciated eachother as if they had just become a "mutualadmiration society of two". Aislin smiled as he read a new article in thepapers with the title "CRazYZoo! REVISITED!".The writer was a journalist who had visited the zooafter reading the previous article. He explained thathe found things surprisingly well and safe. He wasespecially fond of the behavior of the lions! He
  46. 46. — Leo the "Doer" Lion — 31concluded that they seemed to have turned "fromaggressiveness to mellowness".
  47. 47. 32 — CrazYZoo! —
  48. 48. CHAPTER 3 EDEN THE “WOOER” LION While helping Leo discover certain things abouthimself and about others and enabling him to makelife better for himself and for his group, Edendiscovered tendencies in himself about which he wasincreasingly unhappy. In his case the tendencies hedidnt like had kept creeping up on him as life in thenew zoo improved. At first, Eden wasnt aware of what washappening. Things sort of grew on him withoutbeing noticed. He kept having fun in his leadershiprole but felt that his team was less and less happywith the results and they did not look up to him withas much confidence and respect as at first. Eden hada vague feeling that his leadership wasnt asproductive as it had been. He felt that he was moredriven than before to create opportunities forpersonal pleasure and enjoyment and that he waseating too much. He was using his talents, but he wasgetting involved in too many activities and most ofthem were for the purpose of pleasing his senses andhis tastes. He was indulging himself. He felt that his
  49. 49. 34 — CrazYZoo! —team was aware of his new state of mind and that thisbothered them somehow. They werent as close totheir leader and they were not as forthcoming withhim. The relationships werent as good any more.Eden was unhappy. And he kept eating too muchand kept getting fatter. Eden realized that he too, like Leo, had aneighboring type with a quality Eden did not possess.It was Casimir. Casimir was of a peaceful nature. Hewas smaller than his brother Udo and kept more tohimself. He felt that the most important thing in lifewas to be happy. He hated quarrels and avoidedgetting involved in emotional conflicts wheneverpossible. Also, he was the opposite of a show-off, ashe liked to work by himself without attractingattention. He had a sensitive nature, was discreet,persistent, and loyal towards his friends andassociates. When he decided on an activity or a cause,he would stick to it and become highly proficient atit, as he was able to pay attention to details like veryfew others could. In crisis situations of a physicalnature Casimir would demonstrate an uncanny abilityto stay cool and level headed. Eden, like the other animals, very muchappreciated Casimir for his qualities. Eden felt thatCasimir was the only one with whom he could sharehis feelings of unhappiness. Later, he never regrettedopening up to Casimir, because Casimir not onlyunderstood right away how Eden felt, but he wasable to help Eden discover the main cause of hisunhappiness.
  50. 50. — Eden the "Wooer" Lion — 35 It should be noted that Casimir had always likedEdens passive and positive attitude. Eden, likeCasimir, wasnt looking to change the world. Inaddition, Eden had the knack of enjoying the worldthe way it was, which attracted Casimir because heoften found it difficult to enjoy things as much asEden did. Casimir preferred Edens lion nature tothat of Leo, whom he found too intent on changingthings. Its not that Casimir did not like to improvethings. He was very good at perfecting whatever hewas doing, but he felt that one didnt have to be asdriven and as directive with others as Leo was. Manyanimals felt the same way as Casimir, considering Leoto be pushing himself and others too hard toaccomplish things. As mentioned earlier, Leo the action type wasnicknamed "the doer lion", whereas Eden was knownas "the wooer lion" because of his good relationshipabilities, his diplomacy, and his general ability toeffectively "woo" others. The two expressionsbecame so popular that soon enough all therelationship type animals were known as "wooers"and all the task oriented types as "doers". Thats howit came to be that in addition to "doer lions" and"wooer lions", there were "doer Saint Bernards" and"wooer Saint Bernards" as well as "doer foxes" and"wooer foxes", etc. When Eden confided his unhappiness to him,Casimir pointed out something Eden already knewbut did not apply to himself. He told him that Edenhad many strengths and that every strength is
  51. 51. 36 — CrazYZoo! —accompanied by a corresponding shortcoming orweakness. Eden thanked Casimir for that reminderand explained to Casimir how he had helped Leo toidentify his main strength or main motivation, as wellas his main weakness or main shortcoming, or mainfear. Casimir replied: "OK. Lets explore your mainmotivation, which is pleasure. What does pleasuremean for you?" Eden replied: "There are all kinds of things. Idont know where to start." Casimir then asked: "Do you enjoy to celebratewith your group?" Eden replied: "Doesnt everybody?" Without answering Edens question, Casimir thenasked: "Do you enjoy eating and many otherpleasures?" "Of course!" said Eden. Casimir then asked: "Do you enjoy using yourmany talents to create harmony in your group, to bea diplomat, to protect your group, and to help themto have all they need and be well off?" "I do, Casimir. My group is doing well. By theway, as far as diplomacy is concerned, I helped outLeo who, as you know, used to be quiteundiplomatic, but he has much improved latelyfollowing my dialogue with him". "There you go, Eden, said Casimir. You havegreat strengths. We can say that your main strengthor main motivation, are the pleasures that we just
  52. 52. — Eden the "Wooer" Lion — 37reviewed, and that you want pleasures both foryourself and for others." Eden answered: "You are so right. Its amazinghow much easier it is sometimes to understandyourself during a dialogue with someone else ratherthan trying to understand your unhappiness all byyourself. You have just helped me to be much clearerin my mind about what my strengths are, eventhough I thought that I knew exactly what motivatedme." He reflected for a moment and then said:"Come to think of it, my dialogue with Leo had asimilar effect on Leo. I was able to help him to betterunderstand his own strengths of which he was wellaware already". Casimir said: "As mentioned earlier, our mainstrength or main motivation has as its counterpart amain weakness or shortcoming, or a main fear. Didyou say that you also identified Leos main fear?" Eden said: "Yes, we did. It is the fear ofineffectiveness, which tends to make Leo impatient,aggressive, insulting, violent and excessively taskoriented". After a moment, he added: "I know thenext thing you are going to ask me. You will want meto talk about my own main fear, that of physicalprivation. I learned in our training that physicalprivation is my main fear, but how do I know that itsthe cause of my unhappiness?" Casimir then asked: "Perhaps one way to find theanswer is to ask yourself : What are the things I amdoing that I would like to change, and: What are thethings my team is doing that make me unhappy?"
  53. 53. 38 — CrazYZoo! — Eden: "Well, my team seems to rely less thanbefore on me as a leader and they keep more tothemselves. Mind you, they are comfortable and wellfed and seem quite satisfied. It is just that they dontlook up to me as much". Casimir: "What about you? You look quitecomfortable and well off yourself – and well fedtoo!" Eden: "Actually, this is something I am not toohappy with. I mean my looking well fed, because Iam too well fed. And now that we are talking about itI must admit that I have become a bit overindulgentin food and in other pleasures. I think this makes memore lethargic than I should be. Come to think of it,I have been taking things too easy lately and I havegotten out of shape." Casimir: "When you say that you are lethargic, outof shape, and overindulging in food, you areprobably also saying that you are not as sharp as youused to be. Could this be the reason your team doesnot look at you with as much admiration as they usedto?" Eden: "Yes, I am sure it is. I am simply too muchinto the pleasure of eating and I am slowly goingsoft". Casimir: "Could it be then that it is your fear ofphysical privation which makes you overindulge inpleasure in a certain way?" Eden: "Of course! I am enjoying the pleasures Ihave and I dont want to miss any of them because Iam afraid they may not last. This has turned into a
  54. 54. — Eden the "Wooer" Lion — 39real compulsion, a compulsion to eat and to havefun". Casimir: "I am afraid so. Remember in thetraining we identified this as the danger your type, theINSPIRATOR, runs into. You are successfulyourself and your team is successful. Thanks to yourmany talents and your ability to inspire others, yourgroup has turned into an excellent team of hunters.There is always plenty of food for everyone as well asextra time and the other comforts. And you have notonly gotten used to the pleasures and comforts butyou want them so much that you have developed anunconscious fear that all of a sudden they mightdisappear. As a result, you are driven to enjoy themas much as possible while they last. Thats more orless the conclusion you have reached yourself, isnt it:you have become addicted, as it were, to pleasuresand to comforts". Eden: "Yes, thats how it feels, and now I am nolonger comfortable with it. I cant afford to keepdoing that. I can see now that my leadership is injeopardy. My team may be worried that hunting willcontinue to fall off. Now I understand what washappening lately when I was having problems withtwo growing male lions. There were two young turkswho tried to challenge my decisions. I realize nowthat they were testing me and trying to find anopportunity to dethrone me. They are getting biggerand stronger, and if I dont get back into shape oneof them will soon force me out and take over. I cansee clearly now that excessive pleasures reduce my
  55. 55. 40 — CrazYZoo! —ability and that of my team to continue acquiring thethings we want, and those needs feed my fear ofphysical privation rather than reducing it." Casimir: "I think thats right, Eden. You may alsofind yourself being at times immodest or vain aboutall the things you are able to do, whereas others maysee you as not very accomplished in any of them oras superficial. You get involved in so many thingsthat you tend to become superficial, unable toexplore fully any of your talents. This is known asbeing a dilettante. In that state, you can furthermorebecome indecisive. Your addictive behavior may alsoturn your natural generosity into a "calculating" one.This means that you could be trying to ensure thatyour generosity is always repaid in kind. These are the real challenges you are facing,Eden. The reduced confidence the team is showingin your leadership and the challenge thrown at you bythe young males are the symptoms, not the causes ofyour problem. It is those personal shortcomings thatyou need to work on. This does not mean that allthese weaknesses have become pronounced in you. Itis up to you to determine which one of them appliesmost to you at this time so you can work against itand start to manage better the main fear that youhave, the fear of physical privation." Eden: "I understand perfectly now. What I needto do is learn to focus better and not disperse myattention. I must select an activity that I want topursue in depth and then I must master it. This willallow me to not squander my energies, to develop a
  56. 56. — Eden the "Wooer" Lion — 41strong interest, to get a high level of satisfaction fromthe chosen activity and not to have as much of acraving for food and for the other pleasures." Casimir: "I could not have put it any better. Youwant to establish a balance between having thingsand pleasures and not having them to excess. Beingmore focused will help you to cultivate that balance.You now need to identify the preferred activity thatyou want to focus on. After that, as you alreadyknow, you will need to set a goal that is both clearand measurable." Eden: "I think I know what I want to concentrateon. I have a lot of talent for teaching, and the area ofteaching that appeals to me a lot is showing ouryoung lions and other youngsters how to grow upproperly and develop their strengths. Now that wehave examined the question of focus in life, I amlearning a lot in that area, and I will start helping theyoung to develop focus. I know that many of themhave the same tendencies I have and they too do notexplore things seriously enough and tend not todevelop mastery of anything. I will be able to sharewith them how to overcome such tendencies." Casimir was very approving of Edens decision.Together they worked out a teaching plan and aschedule for Eden to use in organizing his futureteaching activity with the many youngsters in hislarge team. In a very short time, the results of Edensapproach became visible. Eden lost most of hisexcess weight, was more focused, and his teaching
  57. 57. 42 — CrazYZoo! —was appreciated both by the young and by theirparents. Eden was spreading among his group thephilosophy of balance. In his definition, balancemeant striving for possessions and pleasures only tothe extent that this did not compromise the ability tofully assert the qualities of ones type. When Casimir inquired how Eden was rewardinghimself at the successive stages of success with histeaching goals, Eden said that he had discoveredsomething highly rewarding. Whenever he reachedthe "celebration" stage in his goal setting, he wouldget members of his group together for a session ofgames. He enjoyed games immensely because he wasgood at games. He invited Casimir to participate inthem. Casimir thought Eden was doing the right thinginvolving himself in something he was good at, andhe told him so. Casimir was also glad that Edeninvited him to participate in games. Not that Casimirhad a particular liking for games, but he wanted tosee how Eden was doing in relation to vanity, a traitthat many INSPIRATORS are unaware of and have ahard time to overcome. Casimir noted vanity in Edenjust by the way Eden had explained to him how hehad helped Leo to identify and deal with his strengthsand weaknesses. Vanity can translate into anirresistible need to show ones worth, to show howgood one is. It reduces the INSPIRATORSeffectiveness as a leader, and Casimir felt it hisobligation as Edens counselor to make sure Edenwas OK on that score.
  58. 58. — Eden the "Wooer" Lion — 43 When Casimir arrived at the game session, Edenalready occupied the platform. The question of whichgame should be played was being talked about. Edenwas at his jovial best with the group, and eventhough those present seemed to want to play cards,Eden, who excelled at Monopoly, sold the group onMonopoly. Some suggested to have a vote on it, butEden adroitly asserted his "mentor" role for thegames activity and managed to avoid the vote. Ofcourse, Eden won handily at Monopoly and was inan excellent mood. Casimir noticed that some playerswere a bit miffed at the way Eden went about things.Eden told the group proudly that when the time wasright he would show them how to win at Monopoly.One of the discontents asked Eden: "Why not showus right now?" Eden replied: "Lets just play somegames to-day. Ill show you another game right nowthats great fun as well, Pebbles." Pebbles was another of Edens favorite games,because he always won at it. Eden explained to thegroup what the rules of the game were. Hedemonstrated how players take turns in placing andmoving their pebbles in the different squares on theground and showed the various moves that wereallowed. He played several practice games with theother players, and when everyone was ready, hedecided to start a tournament. Eden won thetournament, and he was having a party. It was evident to Casimir that not everyone wasas pleased as Eden about the games session. A fox inparticular, who seemed to have some IDEALIST in
  59. 59. 44 — CrazYZoo! —him, clearly resented Edens way of running things.He came second in the Pebbles tournament and hewas sure he only lost the game to Eden because hewas too new at it. He didnt like the way Eden wasbasking in his winners glory and he challenged Eden:"You think you are so great because you won at agame we are not familiar with. If you are so good atgames, why are you so scared to play a game we allknow and like? You are supposed to organize gamesfor us, not for you. We didnt come here to watchhow good you are". Swallowing his pride and trying to be diplomaticabout the whole situation, Eden replied: "Listen, myintention was to have you enjoy games and have fun.I dont mind playing the games you want to play. Itell you what, lets decide together right now whatgames we are going to play next time". Suggestions were made, votes were taken, and anumber of games were chosen. Monopoly andPebbles were not in the list! Eden then thanked everyone for attending andcongratulated them on their collective choices.Embarrassed and humiliated, Eden left the gatheringimmediately after. Eden went to see Casimir the day after,complaining about the gall of that fox. "I could havekilled him", he said. He added: "That fox is jealousand a bad loser. Everybody else was perfectly happywith the way things were going, but this brat of a foxhad to spoil things".
  60. 60. — Eden the "Wooer" Lion — 45 Casimir thought: Typical reaction of anINSPIRATOR with strong vanity! He is not evenaware of it. Eden didnt seem to realize that he hadorganized things in order to make sure he would winand could show everyone how good he was!" Casimir knew that in such cases, INSPIRATORSneed to be confronted in no uncertain terms abouttheir lack of humility. You cant reason it out withthem, because they will diplomatically fail to see thepoint. Thats why Casimir thought he had to devise aconfrontational approach that would work. Here iswhat he replied to Eden: "I can see that you are upset about the way thefox confronted you. You feel that he had no businesstalking to you the way he did. You believe you didyour best in trying to have a good session of gamesfor everyone. However, as you know I was there andI lived through the entire session. I agree that the foxwas aggressive in his reaction. But I dont think thatbeing jealous and a bad loser was the principal causeof his frustration. I observed all the other players,and I also was aware of my own reaction. There is atrait in your leadership behavior that rubs others thewrong way. I hate to say it, but I do it for your sake,and because you asked me to help you perfect yourleadership qualities. You have the trait that your type,the INSPIRATOR, has great difficulty with. We dealtwith it in our training with Aislin. You may notremember which trait I am talking about, and thattoo would be typical of an INSPIRATOR, becauseits hard for you to realize that you have it. I am
  61. 61. 46 — CrazYZoo! —talking about vanity. Some call it exaggerated pride.And in order to illustrate to you how your vanitycame through yesterday I would like to go throughyesterdays session with you". Casimir continued: "The way I want to do this isby asking you to play the role of the observer. I willplay the part of Eden. I will do what you didyesterday, to the best of my memory. I want you tobe as neutral an observer as possible and feed back tome what you see in the behavior of the Eden I willbe re-enacting. Tell me if you see any humility inEdens behavior, or do you see the opposite, vanity? Iwant you to be honest, because I am not looking tohurt you. I am your friend. Are we agreed?" Eden was not very happy about Casimirs remarksand felt uncomfortable about going through thegames session in the way Casimir suggested. But hetrusted Casimir and reluctantly agreed to the exercise. Well, if Eden felt uncomfortable about Casimirssuggestion, he felt much worse watching Casimirs re-enactment. He even protested that Casimir wasoveracting. Casimir then asked Eden to re-enacthimself the part he found overacted, after whichCasimir again imitated Edens re-enactment asfaithfully as possible. After several such exercisesEden finally realized that he should indeed showmore humility, and that his leadership effectivenesswould increase as a result of it. After the next games session, which Casimir didnot attend, he heard from one of the participants thateveryone liked the games they played and enjoyed the
  62. 62. — Eden the "Wooer" Lion — 47session. Casimir also found out that there wereseveral winners and that Eden only won once.Casimir was very pleased. When Casimir told Eden about the comments bythe participant, Eden was happy and confirmed thatthere had indeed been a lot of fun at the session andthat he, Eden, enjoyed seeing the others happy. Hesaid that his greatest enjoyment actually came whenhe let others win and when he saw them enjoywinning. He thanked Casimir for helping him torecognize the vanity trait in him. Casimir was impressed with the maturity thatEden had reached in his change in leadershipbehavior and he congratulated Eden, reminding himat the same time how important it had been for Edento select by himself what he needed to change. It hadbeen essential that he himself recognize what heneeded most, which was to focus on one thing heliked rather than dispersing his talents and energies. After observing the results of Edens efforts,Casimir concluded that Eden had regained his teamsrecognition as their undisputed leader and that hehad achieved this by working successfully on twothings: having too many irons in the fire and wantingto show how good he was. Eden had learned to reduce his fear of physicalprivation, turning it instead into a sort of protectivemechanism. He realized that while the tastes andtemperament of the INSPIRATOR require that hehave plenty of material things and sensuouspleasures, this need can become excessive. He
  63. 63. 48 — CrazYZoo! —concluded that it was necessary for him, theINSPIRATOR, to continually strive for balance,making sure, on the one hand, that he had enough tosatisfy his rich tastes adequately and, on the otherhand, that he avoid excessive material striving andover-indulgence in sensuous pleasures. He managedto do this through a continuous effort to focus andto avoid dispersing his energies. Edens second achievement in leadershipdevelopment was to become conscious of the needto continually strive for more humility and lessvanity. He had developed a constant awareness of thetendency to want to be admired for his many talents.He realized that vanity can lead to paternalism, totreating all others like juniors, which is a negativetrait, whereas having genuine pride in ones talentsand achievements is not dependent on theadmiration by others and is positive. Eden was content and thanked Casimir forlistening and for his guidance. He asked Casimir notto hesitate to turn to him to share similar matters, ifCasimir should ever find a need for it. Casimir assured Eden that he would, although heknew that the type to counsel him was not theINSPIRATOR, but the SUPPORTER, and that hewould turn to Udo when the time was right. But ashe was of a sensitive nature, he didnt mention it toEden for fear of hurting Edens pride.
  64. 64. — Eden the "Wooer" Lion — 49
  65. 65. CHAPTER 4 CASIMIR THE "DOER" ST-BERNARD Casimirs brother Udo had noticed that Casimirhad often been with Eden in the last while and heknew that Casimir had been helping Eden with somepersonal objectives. Casimir had proudly shown Udothe details of the teaching schedule he was helpingEden to prepare. It was evident to Udo that Edenwas doing much better lately, because he knew thatEden had been down earlier, had gained weight andhad not been his usual self. Udo, who liked to work with others and listen toothers, would periodically ask Casimir how thingswere going, and Casimir would fill him in, but only ina very general way. Udo understood Casimirsreluctance to tell him anything too personal about hisdealings with Eden. He understood, because he knewhis brother discreetness and sensitivity, so he wouldnot pry but rather wait for Casimir to share more ifand when Casimir decided that the time was right forit. Udo loved his brother and he felt that otherssometimes judged Casimir too quickly. Casimir could
  66. 66. 52 — CrazYZoo! —be willful, refuse to cooperate and isolate himself.But often others did not understand his need tomake up his own mind, to not be pressured, and tobe left to concentrate on a task without beingdisturbed. Casimirs type was that of a PARTNER.Partners are "doer" types and are appreciated fortheir loyalty and their conscientiousness because theycan be relied upon to carry out the responsibilitiesthey have agreed upon with another individual nomatter how much or how long that individual isabsent or otherwise unavailable. PARTNERS will dotheir job with devotion and with attention to detailand they prefer working alone without attractingattention. They aim to be happy and they hateconflict. Happiness is their main motivation andemotional conflict their main fear. Udo was thinking of Casimirs exemplarydevotion and detailed attention to Edens traininggoals. He was aware that Casimir had gone into somuch detail that Udo had to ask him at the time notto overdo it. Udo had helped Casimir to remove a lotof details from the plans and Casimir had thankedUdo for his advice, because when Casimir hadremoved the many detailed steps in Edens trainingplans Eden seemed relieved about the changes. Thedetails he removed included notes about when Edenwas to make certain gestures, such as when to moveforward toward the class and when to move back,when to address one or the other side of the class,etc. Udo knew that Casimir was aware himself of histendency to go into too much detail, which would
  67. 67. — Casimir the "Doer" St-Bernard — 53make him lose sight of the overall picture. Udorealized that this tendency came from Casimirs mainfear, emotional conflict. Because of this fear, Casimirwas in the habit of isolating himself by spending a lotof time on details. This was his unconscious attemptto reduce contact with others and diminish thelikelihood of meeting with emotional conflict. Udo had concluded a while ago that Casimirsmain fear, emotional conflict, was getting too strong.Casimir was not only being highly individualistic buthe was also seeing the external world too much as adangerous and a menacing place. It was not physicaldanger that Casimir feared. Casimir was the first tocome to the aid of others when accidents happened.He was cool and levelheaded in emergencies such asthose caused by falling branches, fires, sand stormsand torrential rains. What he was unconsciouslyafraid of was getting involved in relationships withothers, even work relationships or gamerelationships, because in his eyes they might becomethe source of emotional conflict. It was evident thatto Casimir, emotional conflict was the equivalent ofloss of happiness. As a result, he kept too much tohimself and was obstinate about not participating.Udo felt he had to talk to him. And now appeared tobe a good time, since Casimir was experiencing anexcellent relationship with Eden. Udo asked Casimir: "It seems like you keepgetting along well with Eden, are you?" Casimir replied: "You know Udo, he is about theonly real friend I have".
  68. 68. 54 — CrazYZoo! — Udo: "You say real friend, Casimir. You meanlike bosom friend, close friend. How about someother friends, such as normal friends, just friends orbuddies." Casimir: "Cant think of any. But thats OK. Whocares, anyway." Udo figured that Casimir was being defensive.But knowing Casimirs sensitivity and dislike of beingpressured, he simply said: "It doesnt matter. I amglad you are doing real fine with Eden". Udo knew that he had to wait for Casimir to takethe initiative to share. He new that PARTNER typeslike Casimir need to let an idea or a suggestion sink inand be digested, after which they themselves oftencome up with the very same idea or suggestion. Casimirs happy relationship with Eden was suchthat it didnt take Casimir too long to feel the need totalk to Udo about relationships in general. He said:"You remember I told you recently that I didnt givea damn about not having friends or buddies. ButEden again talked to me about the fun he was havingwith other lions and I began thinking. "Whats wrongwith me? I could have more fun with others. Othershave even been telling me that I am isolating myselftoo much. But I thought that I have always been thatway and that its the fault of others." Udo was glad his brother had started to share andsaid: "There is nothing wrong with you, Casimir" (hewas putting the accent on the word "wrong"). Youalready know that your type is that of a PARTNER,and you also know that the PARTNERS main
  69. 69. — Casimir the "Doer" St-Bernard — 55strength or motivation is happiness and his main fearis emotional conflict. You tend to worry aboutgetting into emotional conflict when dealing withothers". Casimir: "I guess you are right. But I wonder whylately, all of a sudden?" Udo: "Maybe it just appears to have been onlylately. But it does not matter. As you know from yourexperience with different types, especially your latestexperience with Eden, the important thing is torecognize the way in which your own behavior isaffected by your main fear, so you can start to getmore control over the fear. Among the tendenciesthat are common for PARTNERS who have apronounced fear of emotional conflict are thefollowing: too much attention to detail, lack of abilityto see the whole picture, being obstinate, isolatingoneself, and experiencing the external world as adangerous and menacing place. Its up to you,Casimir, to pinpoint the tendency that seems mostapplicable to you at the present time". Casimir found that difficult to do. He wonderedout loud whether there was a way to change hisfeelings about emotional conflict. After all, Eden toohad emotional conflicts with some individuals andthat didnt stop him from continuing to develop newrelationships. Udo congratulated Casimir for that observation.He explained to Casimir that he was probably justtoo sensitive about emotional conflict. He told himthat he knew of an exercise in four steps that could
  70. 70. 56 — CrazYZoo! —help to improve his ability to deal with emotionalconflict and he asked Casimir whether he wanted togo through those steps right now. Udo knew verywell that the PARTNER in Casimir would first wantto know what the steps were and then he would wantto "see", which meant that he would want to digestthe information first and then decide what to donext. So, in order to get Casimir to reflect, Udointroduced the four steps as follows: Step 1: Look at conflict as something positive, because conflict is a kind of problem and problems can be solved. Step 2: Attend someone elses conflict resolution session to learn how its done. Step 3: Start a new relationship and expect conflict situations to arise. Step 4: Practice what you have learned in Step 2 to resolve your relationship conflict. Udo emphasized the importance of Step 1. Heasked Casimir to push himself and give the benefit ofthe doubt to the idea that conflict is part of life, thatits normal, and that its bad only when its not beingdealt with. He reminded Casimir of the example ofEdens relationships. Eden is not afraid to deal withconflicts, he settles them, and his team hascohesiveness and team spirit because they face theirconflicts.
  71. 71. — Casimir the "Doer" St-Bernard — 57 Udo added that when the moment arrived, hewould be ready to help Casimir solve the conflict ifCasimir asked him. As Udo had expected, Casimir wanted to thinkabout it. Nevertheless, Udo was a little worried thatCasimir might decide to forget the whole thing.However, only two days later Casimir got back toUdo saying that Eden had invited him to observe aconflict resolution session the day before with fourmembers of his team who were fighting over aninsignificant disagreement involving transportation ofcarcasses after the kill of prey in a successful hunt.Casimir did attend and said that he was surprisedhow emotional the four participants had been indefending their respective points of view and howsimple the solution was once everyone had listenedto the others. As an aside, Casimir mentioned that hewas very happy to have Eden as a friend becauseEden was such a good facilitator and teacher, havingdiplomatic and problem solving skills that were muchappreciated by his team. Casimir said he might go back to another conflictresolution session with Edens team and participatein it, but if none came up, he was so enthusiasticabout it all that he was ready for Step 2 with anygroup! It turned out that Eden held another conflictresolution session on a different matter a few dayslater. Casimir was invited to express his point of viewand he was very happy with the outcome of thesession. The conflict had to do with the pecking
  72. 72. 58 — CrazYZoo! —order in Edens team. Emotions were running highbecause one young lion was aggressively looking forhigher seniority in the team whereas most agreed thathe should wait his turn. Although he was very younghe was strong for his age and he managed to getsome members of the team to side with him, as theyprobably expected favors from him later. Again,everyone was given a chance by Eden to express hisor her view, but things nevertheless got very heatedbecause many felt that the challengers were usingpower tactics to gain an advantage and they toldthem so in no uncertain terms. Then Eden asked Casimir do state his view.Casimir first thanked the team for letting himparticipate, and then he did a very astute thing: hetold the challengers that it was good to be ambitiousand to try to improve their position. He alsocongratulated them and all the others for stating theirviews and for listening to all opinions, and he said hefelt privileged to give his point of view to such a fairminded and dynamic group. He then said that he wassure the challengers now realized that there wasstrong opposition to their initiative because manyconsidered that the initiative had come before itstime. They were still young and their time wouldcome. Casimir added that since he was not part ofthe team but was looking in from the outside, hecould be neutral, and as a neutral outsider he felt thatthose opposed were correct in their insistence thattraditional rules of the team should be respected. Healso said that he was sure that those opposed were in
  73. 73. — Casimir the "Doer" St-Bernard — 59no way against the others personally but simplywanted to ensure that fairness continued to prevail inthe team. Casimirs statement was presented with suchreasonableness and composure that the emotionaltension got diffused and everyone soon agreed toobserve the traditional rules of the team. Casimir hadused his ability to remain levelheaded during conflictresolution! After the session Eden congratulated Casimir forhis intervention and told him he was happy to havehim as a friend. This pleased Casimir no end. Casimir continued to manage well his fear ofemotional conflict. Thanks to his brother he hadacquired a helpful reflex which he applied in thefollowing way. Whenever Casimir noticed that hewas being reluctant to participate in a group activityor respond positively to someone elses desire toexchange views with Casimir about somethingcontroversial, he would ask himself: "Am I reluctantbecause of the possibility of conflict, yes or no?"Unless he could answer with a definite "no", whichhappened seldom, he would push himself toparticipate and to exchange with others. This newhabit of his turned out to be very beneficial forCasimir, as his involvement with others became asource of happiness for him. Conflict seldom aroseas a result of such involvement, and when it did ariseit was most often very mild and was easily resolved. Nevertheless, Casimir always needed to pushhimself to participate or to meet with people. He