Re Thinking Your Own Success And Greatness Willy Nilly Book Making People Become Great People Nology Gregory Bodenhamer 2008

8 Secrets to Better Sex and Persuasion PeoplePlication Table The PeopleNology 12 Evolutionary Absolutes and Mother Earth Laws People Verdicts by PeopleNology Gregory Bodenhamer Ph.D. Powerful Human Development PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006-2008 Nollijy University State College Pa Search PeopleNology > PeopleTopia > Pretoria > PeopleTopians > Gregory Bodenhamer > ParentTopia Nollijy People University Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.c om 12 Verdicts Of PeopleNology Pretoria Evolution You Must Understand Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering Focus PeoplePlication Principle by PeopleNology Gregory Boden- hamer Ph.D. Nollijy University PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychol- ogy based Business People Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine

Reward and reinforcement A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Rewards can also be organized as extrinsic or intrinsic. Extrinsic rewards are external to the person; for example, praise or money. Intrinsic rewards are internal to the person; for example, satisfaction or accomplishment. Some authors distinguish between two forms of intrinsic motivation: one based on enjoyment,

he other on obligation. In this context, obligation refers to motivation based on what an individual thinks ought to be done. For instance, a feeling of responsibility for a mission may lead to helping others beyond what is easily observable, rewarded, or fun. A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment. 72 Mind control secrets that will help you influence and persuade any human being on planet earth by control and their own curiosityPeopleNology for Business Become a PeopleNologist Today - Free Knowledge - Around the World Gregory L Bodenhamer Foundation of Nollijy America Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com PeopleNology by Gregory Bodenhamer During the nineteenth century, ideas and institutions which once had appeared so solid and real...are not so real today. People, places and things have all changed very quickly and there’s a lot of confusion within the workplace and the homes in America. PeopleNology understands the powerful forces that changes your business and what makes your employees think and feel certain ways, at certain times. The Human Beings running around the world really have not changed that much and its time you learned the truth. Powerful companies in America and a few around the world understand the extreme psychology and evolutionary madness of every human being. You can now explore the absolute knowledge you need to grow and prosper your business through the absolute power of the human mind. The companies that understand their people will also understand their customers and future markets. You’ll be able to attract stronger and smarter people and grow your business profits, building better products and services starts with people. In the twentieth century, mechanization has given form to much of man experiences and the planet went wild for mechanical things, steam engines, gears and screws, factories and tall buildings. What the twentieth century never counted on was the thousands of evolutionary drivers or evolutionary triggers that control every human being walking on earth today. PeopleNology of America’s founder Gregory Lynn Bodenhamer has allocated over 25 years to research and study the history of mankind. His intellectual property has been made available to private industry for profits. Greg Bodenhamer’s PeopleNology brings about people knowledge

that you have never experienced. This life’s work by our founder brings many surprises to even the experts. PeopleNology for Business, understanding the farmer in the city that you call an employee changes everything you think and feel. The things you thought you understood will become clear for the first time. Employees become people again and productivity moves up and slogans are taken down. Control charts point to greater profits and recruiting costs move down. Product quality improves and innovations of new designs and ideas are brought to the table. PeopleNology for Business is about people, its about you, its about all of us. You might think you know what your biggest issues are inside your business today but it’s a lot bigger than you think, but you know for sure that some employees don’t seem to understand. Quality problems seem to never go away, employee turnover never seems to stop, productivity moves us and down like a roller coaster. What are the real issues? PeopleNology teaches your that our subconscious mind processes positive and negative memo- ries you're not even aware of as it just happens without us knowing it. Yet experts think that this information holds the key to understanding, relationships, problems, answers, new product ideas, grand new services where you might have issues today building your business. PeopleNology will give you the means and the way to bring about conscious thinking within your business with all your people. The 75 Secrets of The Mind, a PeopleNology publication opens the door to all your people. Why they come and go? Why they tend to be lazy? What makes them get up and go? What makes them a success first? One thing for sure, guaranteed, you are suppressing all your results. You and how your people may manage the employee group is harmful to the group. What you think about is what you’ll become and what they think about is what your company will become. You’re going to change things by changing what they think about. Your people are preoccupied, let there be no doubt. They’re preoccupied with things in their life that has nothing to do with you except its very harmful to your organizational results. Find out which area of your life your subconscious is preoccupied with and you’ll most likely find out some of the things they think about at your working business. Our arts hold up a mirror to our values and all you have to do is look back through history and see where we all started. We’re not that far removed from the cave and how we think has really never left the cave. We are from the land and seemingly trapped in the contraptions of business and most people you call employees resent this fact within their subconscious. Growing your business is first about understanding your people. The most powerful companies in the world are based on people first, products second. PeopleNology through the Greg Boden- hamer Foundation of Nollijy lets the brightest of your company grow and prosper with your en-

terprise. The evolutionary drivers and triggers, found in every human being will be explored so you’ll understand how your people really think and what they think about on a subconscious level. You’ll be amazed what people think about when you’re confident their thinking about working related topics, tasks, objectives and goals you have all over the conference room. The machine has replaced the human being and his natural world as the motif and theme of much of our day to day living. Don’t drive your automobile, unplug your refrigerator, turn off your computer, disconnect the satellite dish and go sit under a tree to discover the mechanics and engineering of the modern world. Man was not made for the machine even though man has surrounded himself/herself with every machine idea that can be converted from an idea into something helpful. PeopleNology will give you the people power back to your business. Your employees are wor- ried about quality but they worry more about their children’s SAT test scores. They worry about report cards and bank balances, light bills, car payments, lovers and new shoes. They think of safety, clothing and shelter, sex, food and romance while at the same time you want to constantly grade them on productions, performance, sales revenue, percentage of growth, profit margins, new customers, lost customers and your success. Technology is in your hands. Your success will not be based on technology now or in the future even though its going to help you a great deal. You success will be found in helping people helping other people. Do you want to be ranked in the same old ways, profit margins, revenue growth, market share? Do you want to build the best products or services in the world? The market constantly grades your people performance and you have to measure up to the market. The intelligence found within the right group of people will change your company forever. Peo- pleNology will grow your business, encourage and reward smart people and over time create a new culture of people success. The Not-So-Smart companies will fall behind and lose their market share. Their employees will dream about failure and pink slips while at the same time you break open the power of people. Success is solving problems, which is the whole point of our civilization and your company can lead the way. The doorstep to the future is PeopleNology and all the power it holds concerning the 75 Secrets inside every person walking around. PeopleNology is Power. You have committed your company to the machine. How many computer do you own? How many trucks and company cars? How many telephones, forklifts, power tools, chairs, tables, pens and paperclips does it take to build a business? You have committed your company to things and not people. Machines do not build a business only people can. People demand more and more machines but who will build them, sustain them, change them, design and engineer the new ones. Modern man demands the machine, so be it. Get your people to build the new design, the faster rates, the higher quality and let people build the machines for all the other people wanting and needing more and more. In turn, machines and machine thinking people domi-

nate our lives. These machine thinking companies are leaving their people behind. You cannot leave your people behind in the future. They’re your customers, friends, associates, lovers, engineers and competitors. Stop the machine thinking and start on the people thinking to build better machines. The unique thing about your company is the people inside. The irrational thing about your company is the people inside your company. PeopeNology brings the unique, original, irrational thinking of these people into a rational and productive culture of your future. Become a PeopleNologist Today - PeopleNology@Hotmail.com Free Knowledge - Around the World Copyrighted Intellectual Property 2006-2007-2008 Gregory L Bodenhamer Foundation of Nollijy America Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com Mind control (or \"brainwashing\") refers to a broad range of psychological tactics able to sub- vert an individual's control of his own thinking, behavior, emotions, or decisions. The concept is closely related to hypnosis, but differs in practical approach. There are a number of controversial issues regarding mind control and the methods by which control might be attained (either direct or more subtle) are the focus of study among psychologists, neuroscientists, and sociologists. The question of mind control has been discussed in relation to religion, politics, prisoners of war, totalitarianism, black operations, neural cell manipulation, cults, terrorism, torture, parental alienation, and even battered person syndrome. Mind control as a defense tactic (see also temporary insanity) was rejected by the court in the case of Patty Hearst, and in several court cases involving New Religious Movements. Also, questions of mind control are regarding ethical questions linked to the subject of free will The term \"brainwashing\" first came into use in the English language in the 1950s. Author John Marks writes that a journalist later revealed to have worked undercover for the Central Intelli- gence Agency (CIA)[3] first coined the term in 1950. Earlier forms of coercive persuasion occurred during the Inquisition and in the course of show trials against \"enemies of the state\" in the Soviet Union, etc.; but no specific term emerged until the methodologies of these earlier movements became systematized during the early decades of the People's Republic of China for use in struggles against internal class enemies and foreign invaders. Until that time, presentations of the phenomenon described only concrete specific techniques. The term xi nao (??, the Chinese term literally translated as \"to wash the brain\") originally referred to methodologies of coercive persuasion used in the \"reconstruction\" (?? gai zào) of the so-called feudal (?? feng jiàn) thought-patterns of Chinese citizens raised under pre-

revolutionary régimes; the term punned on the Taoist custom of \"cleansing/washing the heart\" (?? xi xin) prior to conducting certain ceremonies or entering certain holy places, and in Chi- nese, the word \"?\" xin also refers to the soul or the mind, contrasting with the brain. The term first came into use in the United States in the 1950s during the Korean War (1950-1953) to describe those same methods as applied by the Chinese communists to attempt deep and perma- nent behavioral changes in foreign prisoners, and especially during the Korean War to disrupt the ability of captured United Nations troops to effectively organize and resist their imprisonment.[4] The word brainwashing consequently came into use in the United States of America to explain why, unlike in earlier wars, a relatively high percentage of American GIs defected to the enemy side after becoming prisoners of war in Korea. Later analysis determined that some of the primary methodologies employed on them during their imprisonment included sleep-deprivation and other intense psychological manipulations designed to break down the autonomy of individuals. American alarm at the new phenomenon of substantial numbers of U.S. troops switch- ing their allegiance to support foreign Communists lessened after the repatriation of prisoners, when it emerged that few of them retained allegiance to the Marxist and \"anti-American\" doc- trines inculcated during their incarcerations. When rigid control of information ceased and the former prisoners' \"natural\" cultural methods of reality-testing could resume functioning, the su- perimposed values and judgments rapidly decreased. Intrinsic and extrinsic motivation Intrinsic motivation is when people engage in an activity, such as a hobby, without obvious external incentives. Intrinsic motivation has been studied by educational psychologists since the 1970s, and numerous studies have found it to be associated with high educational achievement and enjoyment by students. There is currently no universal theory to explain the origin or elements of intrinsic motivation, and most explanations combine elements of Fritz Heider's attribution theory, Ban- dura's work on self-efficacy and other studies relating to locus of control and goal orientation. Though it is thought that students are more likely to be intrinsically motivated if they: • Attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in), • Believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), • Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

Note that the idea of reward for achievement is absent from this model of intrinsic motivation, since rewards are an extrinsic factor. In knowledge-sharing communities and organizations, people often cite altruistic reasons for their participation, including contributing to a common good, a moral obligation to the group, mentorship or 'giving back'. In work environments, money may provide a more powerful extrinsic factor than the intrinsic motivation provided by an enjoyable workplace. The most obvious form of motivation is coercion, where the avoidance of pain or other negative consequences has an immediate effect. Extreme use of coercion is considered slavery. While coercion is considered morally reprehensible in many philosophies, it is widely practiced on prisoners, students in mandatory schooling, within the nuclear family unit (on children), and in the form of conscription. Critics of modern capitalism charge that without social safety networks, wage slavery is inevitable. However, many capitalists such as Ayn Rand have been very vocal against coercion[citation needed]. Successful coercion sometimes can take priority over other types of motivation. Self-coercion is rarely substantially negative (typically only negative in the sense that it avoids a positive, such as forgoing an expensive dinner or a period of relaxation), however it is interesting in that it illustrates how lower levels of motivation may be sometimes tweaked to satisfy higher ones. In terms of GCSE PE, intrinsic motivation is the motivation that comes from inside the performer. E.g. they compete for the love of the sport. Extrinsic motivation comes from outside of the performer. E.g. The crowd cheer the performer on, this motivates them to do well, or to beat a PB (Personal Best). Another example is trophies or a reward. It makes the performer want to win and beat the other competitors, thereby motivating the performer. Self-control The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Yale School of Management professor Victor Vroom's \"expectancy theory\" provides an account of when people will decide whether to exert self control to pursue a particular goal. Drives and desires can be described as a deficiency or need that activates behaviour that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behaviour. Basic drives could be sparked by defi- ciencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others. By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly. The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process.

Motivation is of particular interest to Educational psychologists because of the crucial role it plays in student learning. However, the specific kind of motivation that is studied in the special- ized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields. Motivation in education can have several effects on how students learn and their behavior towards subject matter (Ormrod, 2003). It can: Direct behavior toward particular goals Lead to increased effort and energy Increase initiation of, and persistence in, activities Enhance cognitive processing Determine what consequences are reinforcing Lead to improved performance. Because students are not always internally motivated, they sometimes need situated motivation, which is found in environmental conditions that the teacher creates. There are two kinds of motivation: • Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is significant. • Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades). Note also that there is already questioning and expansion about this dichotomy on motivation, e.g., Self-Determination Theory. Business At lower levels of Maslow's hierarchy of needs, such as Physiological needs, money is a motivator, however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's Theory X and theory Y (pertaining to the theory of leadership) demonstrate. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motiva-

tors than money. • Motivated employees always look for better ways to do a job. • Motivated employees are more quality oriented. • Motivated workers are more productive. The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the opportunity side of the motivation curve than the threat side. According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. In contrast, David McClelland believed that workers could not be motivated by the mere need for money-- in fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto \"To make everyone productive, happy, and free.\" For McClel- land, satisfaction lay in aligning a person's life with their fundamental motivations. Elton Mayo found out that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees.[5]

Intelligence and aptitudes Aptitude and intelligence quotient are related, and in some ways opposite, views of human mental ability. Whereas intelligence quotient sees intelligence as being a single measurable characteristic affecting all mental ability, aptitude breaks mental ability down into many different characteristics which are supposed to be more or less independent of each other. On the contrary, a casual analysis with any group of test scores will nearly always show them to be highly correlated. The U.S. Department of Labor's General Learning Ability, for instance, is determined by combining Verbal, Numerical and Spatial aptitude subtests. In a given person some may be relatively low and others relatively high. In the context of an aptitude test the \"high\" and \"low\" scores are usually not far apart, because all ability test scores tend to be correlated. Aptitude is better applied intra-individually to determine what tasks a given individual is relatively more skilled at performing. Inter-individual aptitude differences are typically not very significant due to IQ differences. Of course this assumes individuals have not already been pre- screened for IQ through some other process such as SAT scores, GRE scores, finishing medical school, etc.[citation needed] Skills, abilities and aptitudes Skills, abilities, and aptitudes are similarly related but distinct, descriptions of what a person can do, and should not be conflated. Skills are a backward looking description, and describe what a person has learned to do in the past. Abilities are a present description, and describe what a person can do now, including things which was not explicitly learned skills. Aptitudes are a forward looking description, and describe skills a person has the ability to learn in the future.[citation needed] Aptitude Only batteries Aptitudes are generally tested in the form of an aptitude battery which tests a large number of aptitudes at one time with a series of small tests for each aptitude. Aptitude batteries may lean more toward innate aptitudes or more toward learned skills. Aptitude batteries that lean toward aptitudes are often useful in selecting a career. The leading researchers and purveyors of aptitude tests are: • The Vocational Research Institute which produces a test used in schools and agencies that combines interest and aptitude for career guidance is Careerscope. • Rockport Institute has been involved since 1981 in researching how aptitudes and personality traits combine to suggest careers that would fit a client perfectly. It produces the Pathfinder Career Testing Program.

• The Johnson O'Connor Research Foundation (JORF) is the original aptitude assessment organization. It produces the Johnson O'Connor Aptitude Battery (JOAB). • The Highlands Company is a spinoff of the Johnson O'Connor Research Foundation. It produces and the Highland Ability Battery. • The Ball Foundation produces the Ball Aptitude Battery. • Aptitude Inventory Measurement Service produces the AIMS Aptitude Battery. Combined aptitude and knowledge tests Tests that assess learned skills or knowledge are frequently called achievement tests. However, certain tests can assess both types of constructs. An example that leans both ways is the Armed Services Vocational Aptitude Battery (ASVAB), which is given to recruits entering the armed forces of the United States. Another is the SAT, which is designed as an test of aptitude for college in the United States, but has achievement elements. For example, it test mathematical reasoning, which depends both on innate mathematical ability and education received in mathe- matics.

Behavior or behaviour (see spelling differences) refers to the actions or reactions of an object or organism, usually in relation to the environment. Behavior can be conscious or unconscious, overt or covert, and voluntary or involuntary. In animals, behavior is controlled by the en- docrine system and the nervous system. The complexity of the behavior of an organism is related to the complexity of its nervous system. Generally, organisms with complex nervous systems have a greater capacity to learn new responses and thus adjust their behavior. Human behavior (and that of other organisms and mechanisms) can be common, unusual, acceptable, or unacceptable. Humans evaluate the acceptability of behavior using social norms and regulate behavior by means of social control. In sociology, behavior is normally as good thing it is good to be naughty, being not directed at other people and thus is the most basic human action. Ani- mal behavior is studied in comparative psychology, ethology, behavioral ecology and sociobiol- ogy. Ronald J. Konopka and Seymour Benzer of Caltech were the first to establish the genetic basis of behavior, when they isolated three circadian rhythm mutants in Drosophila melanogaster which were later mapped to a single gene Period[1], [2]. For studies on behavior ethograms are used. References ^ Clock Mutants of Drosophila melanogaster - Konopka and Benzer 68 (9): 2112 - Proceed- ings of the National Academy of Sciences ^ HHMI Virtual Exhibit 2000 See also • Animal behavior • Applied behavior analysis • Behaviorism • Radical behaviorism • Experimental analysis of behavior • Forms of activity and interpersonal relations • Human behavior • Human sexual behavior • Instinct

• Motive • Normal (behavior) • Psychology • Reasoning • rebellion • Taboo • Theories of political behavior • Work behavior • Behavior therapy Retrieved from \"http://en.wikipedia.org/wiki/Behavior\"

Equity theory proposes that individuals who perceive themselves as either under-rewarded or over-rewarded will experience distress, and that this distress leads to efforts to restore equity within the relationship. It focuses on determining whether the distribution of resources is fair to both relational partners. Equity is measured by comparing the ratios of contributions and benefits of each person within the relationship. Partners do not have to receive equal benefits (such as receiving the same amount of love, care, and financial security) or make equal contributions (such as investing the same amount of effort, time, and financial resources), as long as the ratio between these benefits and contributions is similar. Much like other prevalent theories of motivation, such as Maslow’s hierarchy of needs, Equity Theory acknowledges that subtle and vari- able individual factors affect each person’s assessment and perception of their relationship with their relational partners (Guerrero et al, 2007). Definition of Equity An individual will consider that he is treated fairly if he perceives the ratio of his inputs to his outcomes to be equivalent to those around him. Thus, all else being equal, it would be acceptable for a more senior colleague to receive higher compensation, since the value of his experience (an input) is higher. This can be illustrated by the following equation: Inputs and Outcomes [edit] Inputs Inputs are defined as each participant’s contributions to the relational exchange and are viewed as entitling him/her to rewards or costs. The inputs that a participant contributes to a relationship can be either assets – entitling him/her to rewards – or liabilities - entitling him/her to costs. The entitlement to rewards or costs ascribed to each input vary depending on the relational setting. In industrial settings, assets such as capital and manual labor are seen as \"relevant inputs\" – inputs that legitimately entitle the contributor to rewards. In social settings, assets such as physical beauty and kindness are generally seen as assets entitling the possessor to social rewards. Individual traits such as boorishness and cruelty are seen as liabilities entitling the possessor to costs (Walster, Traupmann & Walster, 1978). Inputs typically include any of the following: • Time • Effort

• Loyalty • Hard Work • Commitment • Ability • Adaptability • Flexibility • Tolerance • Determination • Enthusiasm • Personal sacrifice [edit] Outcomes Outputs are defined as the positive and negative consequences that an individual perceives a participant has incurred as a consequence of his/her relationship with another. Outputs can be both tangible and intangible (Walster, Traupmann & Walster, 1978). Typical outcomes include any of the following: • Love • Sex • Intimacy • Security • Esteem • Salary • Employee benefit • Expenses • Recognition • Reputation • Responsibility • Sense of achievement

• Praise • Thanks Propositions Equity Theory is fairly parsimonious. It consists of four propositions: Individuals seek to maximize their outcomes (where outcomes are defined as rewards minus costs)[1]. Groups can maximize collective rewards by developing accepted systems for equitably ap- portioning rewards and costs among members. Systems of equity will evolve within groups, and members will attempt to induce other members to accept and adhere to these systems. The only way groups can induce members to equitably behave is by making it more profitable to behave equitably than inequitably. Thus, groups will generally reward members who treat others equitably and generally punish (increase the cost for) members who treat others inequitably. When individuals find themselves participating in inequitable relationships, they become distressed. The more inequitable the relationship, the more distress individuals feel. Ac- cording to equity theory, both the person who gets “too much” and the person who gets “too little” feel distressed. The person who gets too much may feel guilt or shame. The person who gets too little may feel angry or humiliated. Individuals who perceives that they are in an inequitable relationship attempt to eliminate their distress by restoring equity. The greater the inequity, the more distress people feel and the more they try to restore equity. (Walster, Traupmann and Walster, 1978) Equity Theory in Business Equity Theory has been widely applied to business settings to describe the relationship between an employee's motivation and his or her perception of equitable or inequitable treatment. In a business setting, the relevant dyadic relationship is that between employee and employer. As in marriage and other contractual dyadic relationships, Equity Theory assumes that employees seek to maintain an equitable ratio between the inputs they bring to the relationship and the outcomes they receive from it (Adams, 1965). Equity Theory in business, however, introduces the concept of social comparison, whereby employees evaluate their own input/output ratios based on their comparison with the input/outcome ratios of other employees (Carrell and Dittrich, 1978). Inputs in this context include the employee’s time, expertise, qualifications, experience, intangible personal qualities such as drive and ambition, and interpersonal skills. Outcomes include monetary compensation, perquisites (“perks”), benefits, and flexible work arrangements. Employees who perceive inequity will seek to reduce it, either by distorting inputs and/or outcomes in their own minds (\"cognitive distortion\"), directly altering inputs and/or outcomes, or

leaving the organization (Carrell and Dittrich, 1978). Thus, the theory has wide-reaching implications for employee morale, efficiency, productivity, and turnover. [edit] Assumptions of Equity Theory Applied to Business The three primary assumptions applied to most business applications of Equity Theory can be summarized as follows: Employees expect a fair return for what they contribute to their jobs, a concept referred to as the “equity norm”. Employees determine what their equitable return should be after comparing their inputs and outcomes with those of their coworkers. This concept is referred to as “social comparison”. Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds (“cognitive distortion”), by directly altering inputs and/or outputs, or by leaving the organization. (Carrell and Dittrich, 1978) [edit] Implications for Managers Equity theory has several implications for business managers: • People measure the totals of their inputs and outcomes. This means a working mother may accept lower monetary compensation in return for more flexible working hours. • Different employees ascribe personal values to inputs and outcomes. Thus, two employees of equal experience and qualification performing the same work for the same pay may have quite different perceptions of the fairness of the deal. • Employees are able to adjust for purchasing power and local market conditions. Thus a teacher from Alberta may accept lower compensation than his colleague in Toronto if his cost of living is different, while a teacher in a remote African village may accept a totally different pay structure. • Although it may be acceptable for more senior staff to receive higher compensation, there are limits to the balance of the scales of equity and employees can find excessive executive pay demotivating. • Staff perceptions of inputs and outcomes of themselves and others may be incorrect, and perceptions need to be managed effectively. • An employee who believes he is under-compensated may withdraw good will and reduce effort.

• An employee who believes he is over-compensated may increase his effort. However he may also adjust the values that he ascribes to his own personal inputs. It may be that he or she internalizes a sense of superiority and actually decrease his efforts. Criticisms and Related Theories Criticism has been directed toward both the assumptions and practical application of Equity Theory. Scholars have questioned the simplicity of the model, arguing that a number of demo- graphic and psychological variables affect people's perceptions of fairness and interactions with others. Furthermore, much of the research supporting the basic propositions of equity theory has been conducted in laboratory settings, and thus has questionable applicability to real-world situations (Huseman, Hatfield & Miles, 1987). Critics have also argued that people might perceive equity/inequity not only in terms of the specific inputs and outcomes of a relationship, but also in terms of the overarching system that determines those inputs and outputs. Thus, in a business setting, one might feel that his or her compensation is equitable to other employees', but one might view the entire compensation system as unfair (Carrell and Dittrich, 1978). Researchers have offered numerous magnifying and competing perspectives: [edit] Equity Sensitivity Construct The Equity Sensitivity Construct proposes that individuals have different preferences for equity and thus react differently to perceived equity and inequity. Preferences can be expressed on a continuum from preferences for extreme under-benefit to preferences for extreme over-benefit. Three archetypal classes are as follows: • Benevolents -- those who prefer their own input/outcome ratios to be less than those of their relational partner. In other words, the benevolent prefers to be under-benefitted. • Equity Sensitives -- those who prefer their own input/outcome ratios to be equal to those of their relational partner. • Entitleds -- those who prefer their own input/outcome ratios to exceed those of their relational partner. In other words, the entitled prefers to be over-benefitted. (Huseman, Hatfield & Miles, 1987) [edit] Fairness Model The Fairness Model proposes an alternative measure of equity/inequity to the relational partner or \"comparison person\" of standard Equity Theory. According to the Fairness Model, an individual judges the overall \"fairness\" of a relationship by comparing their inputs and outcomes with an internally derived standard. The Fairness Model thus allows for the perceived equity/

inequity of the overarching system to be incorporated into individuals' evaluations of their relationships (Carrell and Dittrich, 1978).

Motivational Theories Drive Reduction Theories There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological needs, such as hunger. As time passes the strength of the drive increases as it is not satisfied. Then as we satisfy that drive by fulfilling its desire, such as eating, the drive's strength is reduced. It is based on the theories of Freud and the idea of feedback control systems, such as a thermostat. There are several problems, however, that leave the validity of the Drive Reduction Theory open for debate. The first problem is that it does not explain how Secondary Reinforcers reduce drive. For example, money does not satisfy any biological or psychological need but reduces drive on a regular basis through a pay check second-order conditioning. Secondly, if the drive reduction theory held true we would not be able to explain how a hungry human being can pre- pare a meal without eating the food before they finished cooking it. However, when comparing this to a real life situation such as preparing food, one does get hun- grier as the food is being made (drive increases), and after the food has been consumed the drive decreases. The only reason the food does not get eaten before is the human element of re- straint and has nothing to do with drive theory. Also, the food will either be nicer after it is cooked, or it won't be edible at all before it is cooked. [edit] Cognitive dissonance theory Main article: Cognitive dissonance Suggested by Leon Festinger, this occurs when an individual experiences some degree of dis- comfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling. in retrospect, that another decision may have been preferable. Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may believe smoking is bad for one's health and yet continues to smoke. To meet Wikipedia's quality standards this section may need a rewrite, in part or in full. Please discuss this issue on the talk page.

Human behavior is the collection of behaviors exhibited by human beings and influenced by culture, attitudes, emotions, values, ethics, authority, rapport, hypnosis, persuasion, coercion and/or genetics. The behavior of people (and other organisms or even mechanisms) falls within a range with some behavior being common, some unusual, some acceptable, and some outside acceptable limits. In sociology, behavior is considered as having no meaning, being not directed at other people and thus is the most basic human action. Behavior should not be mistaken with social behavior, which is more advanced action, as social behavior is behavior specifically directed at other people. The acceptability of behavior is evaluated relative to social norms and regulated by various means of social control. The behavior of people is studied by the academic disciplines of psychology, sociology, economics, and anthropology. In 1970, a book was published called \"The Social Contract: A Personal Inquiry into the Evolu- tionary Sources of Order and Disorder\" written by the anthropologist Robert Ardrey. The book and study investigated animal behavior (Ethology) and then compared human behavior as a similar phenomenon. Factors affecting human behavior *Genetics - (see also evolutionary psychology) • Attitude – It is the degree to which the person has a favourable or unfavourable evaluation of the behaviour in question. • Social Norms – This is the influence of social pressure that is perceived by the individual (normative beliefs) to perform or not perform a certain behaviour. • Perceived Behavioural Control – This is the individual’s belief concerning how easy or difficult performing the behaviour will be.

Affective-Arousal Theories [edit] Need Achievement Theory Main article: David McClelland David McClelland’s achievement motivation theory envisages that a person has need for three things but people differ in degree in which the various needs influence their behavior: Need for achievement, Need for power, and Need for affiliation. [edit] Interests Theory Main article: Holland Codes Holland Codes are used in the assessment of interests as in Vocational Preference Inventory (VPI; Holland, 1985). One way to look at interests is that if a person has a very strong interest in one of the 6 Holland areas, then obtaining outcomes in that area will be very strongly reinforcing relative to obtaining outcomes in areas of weak interest. Need Theories [edit] Need Hierarchy Theory Main article: Hierarchy of needs Abraham Maslow's hierarchy of human needs theory is the most widely discussed theory of motivation. The theory can be summarized as thus: • Human beings have wants and desires which influence their behavior; only unsatisfied needs can influence behavior, satisfied needs cannot. • Since needs are many, they are arranged in order of importance, from the basic to the complex. • The person advances to the next level of needs only after the lower level need is at least minimally satisfied. • The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

Contents [hide] • 1 Epistemology • 2 Counseling and therapy • 3 Criticism and debate • 4 See also • 5 References • Humanistic psychology is a school of psychology that emerged in the 1950s in reaction to both behaviorism and psychoanalysis. It is explicitly concerned with the human dimension of psychology and the human context for the development of psychological theory. These matters are often summarized by the five postulates of Humanistic Psychology given by James Bugental (1964), mainly that: Human beings cannot be reduced to components. Human beings have in them a uniquely human context. Human consciousness includes an awareness of oneself in the context of other people. Human beings have choices and non desired responsibilities. Human beings are intentional, they seek meaning, value and creativity. The humanistic approach has its roots in existentialist thought (see Kierkegaard, Nietzsche, Heidegger, and Sartre). It is also sometimes understood within the concept of the three different forces of psychology; behaviorism, psychoanalysis and humanism. Behaviorism grew out of Ivan Pavlov's work with the conditioned reflex, and laid the foundations for academic psychology in the United States associated with the names of John B. Watson and B.F. Skinner. This school was later called the science of behavior. Abraham Maslow later gave behaviorism the name \"the second force\". The \"first force\" came out of Freud's research of psychoanalysis, and the psychologies of Alfred Adler, Erik Erikson, Carl Jung, Erich Fromm, Karen Horney, Otto Rank, Melanie Klein, Harry Stack Sullivan, and others. These theorists focused on the depth of the human psyche, which they stressed, must be combined with those of the conscious mind in order to produce a healthy human personality. In the late 1950s, psychologists concerned with advancing a more holistic vision of psychology convened two meetings in Detroit, Michigan. These psychologists; including Abraham Maslow, Carl Rogers, and Clark Moustakas, were interested in founding a professional association dedi- cated to a psychology that focused on uniquely human issues, such as the self, self- actualization, health, hope, love, creativity, nature, being, becoming, individuality, and meaning

– in short, the understanding of what it means to be human. These preliminary meetings eventually led to other developments, which culminated in the description of humanistic psychology as a recognizable \"third force\" in psychology (along with behaviorism and psychoanalysis). Significant developments included the formation of the Asso- ciation for Humanistic Psychology (AHP) in 1961 and the launch of the Journal of Humanistic Psychology (originally \"The Phoenix\") in 1963. Subsequently, graduate programs in Humanis- tic Psychology at institutions of higher learning grew in number and enrollment. In 1971, humanistic psychology as a field was recognized by the American Psychological Association (APA) and granted its own division (Division 32) within the APA. Division 32 publishes its own academic journal called The Humanistic Psychologist (Aanstoos, Serlin & Greening, 2000). The major theorists considered to have prepared the ground for Humanistic Psychology are Abraham Maslow, Carl Rogers and Rollo May. The work of Wilhelm Reich, who postulated an essentially 'good', healthy core self, in contrast to Freud, was an early influence, especially his Character Analysis (1933). Other noteworthy inspirers and leaders of the movement include Roberto Assagioli, Gordon Allport, Medard Boss, Martin Buber, R. D. Laing, Fritz Perls, An- thony Sutich, Erich Fromm, Kurt Goldstein, Clark Moustakas, Lewis Mumford and James Bu- gental (Aanstoos, Serlin & Greening, 2000). Summary of the Genesis 6-day creation account, showing the pattern according to the framework hypothesis. Days of creation Days of creation Day 1: Light; day and night Day 4: Sun, moon and stars Day 2: Sea and Heavens Day 5: Sea creatures; birds Day 3: Land and vegetation Day 6: Land creatures; man Summary of the Genesis 6-day creation account, showing the pattern according to the framework hypothesis. Days of creation Days of creation Day 1: Light; day and night Day 4: Sun, moon and stars Day 2: Sea and Heavens Day 5: Sea creatures; birds Day 3: Land and vegetation Day 6: Land creatures; man

Epistemology Humanistic psychology prefers qualitative research methods to the more \"positivist\" and \"empiricist\" approaches. This is part of the field's \"human science\" approach to psychology and involves an emphasis on the actual experience of persons (Aanstoos, Serlin & Greening, 2000). Many humanistic psychologists regard the use of quantitative methods in the study of the human mind and behaviour as misguided. This is in direct contrast to cognitivism (which aims to apply the scientific method to the study of psychology), an approach of which humanistic psychology has been strongly critical. Instead, the discipline stresses a phenomenological view of human experience, seeking to understand human beings and their behavior by conducting qualitative research. It has been suggested that the study of Humanistic Psychology be standardized by a protocol: 1. identification of researchable problem, 2. formulation of hypothesis, 3. literature review of research, 4. development of methodology, 5. data collection and analysis, 6. analysis, 7. falsification, 8. results and conclusions, and 9. interpretation. This is the \"Lindblom Pro- tocol.\" Counseling and therapy Humanistic psychology includes several approaches to counseling and therapy. Among the earliest approaches we find the developmental theory of Abraham Maslow, emphazising a hierarchy of needs and motivations; the existential psychology of Rollo May acknowledging human choice and the tragic aspects of human existence; and the person-centered or client-centered therapy of Carl Rogers, which is centered around the clients' capacity for self-direction and understanding of his/her own development (Clay, 2002). Other approaches to humanistic counselling and therapy include Gestalt therapy, humanistic psychotherapy, depth therapy, holistic health, encounter groups, sensitivity training, marital and family therapies, body work, and the existential psychotherapy of Medard Boss (Aanstoos, Ser- lin & Greening (2000). Self-help is also included in humanistic psychology. Ernst & Goodison (1981) describe using some of the main humanistic approaches in self-help groups. Co-counselling, which is a purely self-help approach, is regarded as coming within humanistic psychology (see John Rowan's Guide to Humanistic Psychology). Humanistic theory has had a strong influence on other forms of popular therapy, including Harvey Jackins' Re-evaluation Counselling and the work of Carl Rogers. As mentioned by Clay (2002) Humanistic psychology tends to look beyond the medical model of psychology in order to open up a nonpathologizing view of the person. This usually implies that the therapist downplays the pathological aspects of a person's life in favour of the healthy aspects. A key ingredient in this approach is the meeting between therapist and client and the possibilities for dialogue. The aim of much humanistic therapy is to help the client approach a stronger and more healthy sense of self, also called self-actualization (Aanstoos, Serlin & Greening, 2000; Clay, 2002). All this is part of Humanistic psychology's motivation to be a sci-

ence of human experience, focusing on the actual lived experience of persons (Aanstoos, Serlin & Greening (2000). Criticism and debate Criticism of the field has come from Isaac Prilleltensky (1992) who argues that humanistic psychology - inadvertently - is affirming the social and political status quo, and therefore has remained fairly silent about social change. Further, in their review of different approaches to positive psychology, Seligman & Csikszent- mihalyi (2000) note that the early incarnations of humanistic psychology lacked a cumulative empirical base, and that some directions encouraged self-centeredness. However, according to mainstream humanistic thinkers, humanistic psychology must not be understood to promote such ideas as narcissism, egotism, or selfishness (Bohart & Greening, 2001). The association of humanistic discourse with narcissistic and overly optimistic worldviews is a misreading of humanistic theory. In their response to Seligman & Csikszentmihalyi (2000), Bo- hart & Greening (2001) note that along with pieces on self-actualization and individual fulfill- ment, humanistic psychologists have also published papers on a wide range of social issues and topics, such as the promotion of international peace and understanding, awareness of the holo- caust, the reduction of violence, and the promotion of social welfare and justice for all. Humanistic Psychology has been criticized because its theories are impossible to falsify (Karl Popper, 1969) and lacks predictive power and therefore is not a science. For instance the psychology of Adler could describe almost any action as a sign that an individual has overcome their feelings of inferiority or alternatively that same behaviour could be described as a failure in this respect. These theories are the scientific equivalent of saying 'either it is raining or it is not'. A good scientific theory should be falsifiable and have predictive power (Chalmers, 1999); therefore humanistic psychology is not a science. Nonetheless, it remains to be determined whether the therapeutic dimension of psychology is exclusively, or even best, served by positivist approaches to psychology. Humanistic Psychology does not reject such methods and research programs as invalid; however, these approaches do not further its own project, which involves cooperatively affirming and balancing the human values whose conflict r imbalance in the identity of a patient can lead to suffering. Humanistic Psychology recognizes that this project puts it outside the realm of falsifiability; it does not aspire to the status of a science in Karl Popper's sense. See also • Saybrook Graduate School and Research Center • Personal development

• Organismic theory • Harvard University References • Aanstoos, C. Serlin, I., & Greening, T. (2000). History of Division 32 (Humanistic Psy- chology) of the American Psychological Association. In D. Dewsbury (Ed.), Unification through Division: Histories of the divisions of the American Psychological Association, Vol. V. Washington, DC: American Psychological Association. • Bohart, Arthur C. & Greening, Thomas (2001) Comment: Humanistic Psychology and Positive Psychology. American Psychologist. Jan, Vol 56(1) 81-82. • Bugental, J.F.T (1964) The Third Force in Psychology. Journal of Humanistic Psychol- ogy, Vol. 4, No. 1, pp. 19-25 • Clay, Rebecca A. (2002) A renaissance for humanistic psychology. The field explores new niches while building on its past. American Psychological Association Monitor, Volume 33, No. 8 September • Ernst, Sheila & Goodison, Lucy (1981) In Our Own Hands, A Book of Self Help Ther- apy. London: The Women's Press • Mouladoudis, G. (2001). Dialogical and Person-Centered approach to therapy: Beyond correspondences and contrasts toward a fertile interconnection. The Person-Centered Journal. 8(1). • Prilleltensky, Isaac (1992) Humanistic Psychology, Human Welfare and the Social Or- der. The Journal of Mind And Behaviour, Autumn, Volume 13, Number 4 ps 315-327 • Rowan, John (1976) Ordinary Ecstasy: The Dialectics of Humanistic Psychology Brunner-Routledge (1 Mar 2001) ISBN 0-415-23633-9 • Seligman, Martin E. P. & Csikszentmihalyi, Mihaly (2000) Positive psychology: An in- troduction. American Psychologist. Jan, Vol 55(1) 5-14 • Kirk J. Schneider, James F.T. Bugental, J. Fraser Pierson (eds.) (2001) The handbook of humanistic psychology : leading edges in theory, research, and practice Thousand Oaks, Calif. : Sage Publications, ISBN 0-7619-2121-4 Retrieved from \"http://en.wikipedia.org/wiki/Humanistic_psychology\"

Roots The movement has its conceptual roots in existentialism and humanism. Its emergence linked to humanistic psychology, also known as the \"3rd force\" in psychology (after psychoanalysis and behaviorism, and before the \"4th force\" of transpersonal psychology — which emphasizes eso- teric, psychic, mystical, and spiritual development) [1]. Some commentators consider the HPM synonymous with humanistic psychology. The movement views Abraham Maslow's theory of self-actualization as the supreme expression of a human's life. Some sources credit the name \"Human Potential Movement\" to George Leonard (see Esalen below). ]Commentators sometimes classify the human potential movement as being categorised under the broader umbrella of the New Age movement. HPM distinguishes itself ideologically from other New Age trends by an emphasis on the individual development of secular human capabil- ities — as opposed to the more spiritual New Age views. However, participants rarely make this distinction, and most who embrace the ideas of the human potential movement also tend to embrace the other more spiritual ideas within the New Age movement. Christopher Lasch notes the impact of the human potential movement via the therapeutic sector: The new therapies spawned by the human potential movement, according to Peter Marin, teach that \"the individual will is all powerful and totally determines one's fate\"; thus they intensify the \"isolation of the self.\" [2] The HPM in many ways functioned as the progenitor of the contemporary industry surrounding personal growth and self-help. [Esalen Michael Murphy and Dick Price founded the Esalen Institute in 1962, primarily as a center for the study and development of human potential, and some people continue to regard Esalen as the geographical center of the movement today. Aldous Huxley gave lectures on the \"Human Potential\" at Esalen in the early 1960s and some people consider his ideas too as fundamental to the movement. George Leonard, a magazine writer and editor who conducted research for an article on human potential, became an important early influence on Esalen. Leonard claims that he came up with the phrase \"Human Potential Movement\" during a brainstorming session with Murphy. He and Murphy then popularized the idea in bestselling books. Leonard has worked closely with the Esalen Institute ever since and in 2005 served as its president.

Criticism The movement has received criticism in two forms. Pseudoscience/psychobabble The first class of criticism of the HPM comes from researchers in psychology, medicine, and science, who often dismiss the movement as grounded in pseudoscience and overusing psychobabble. Such critics regard any efficacy as explicable entirely as a placebo. Richard Feyn- man's response to his visit to Esalen expressed this sort of criticism. (See Feynman's 1974 Cal- tech commencement address for his development of the term cargo cult science and the description of his visit to Esalen.) Alleged failure to achieve goals The second criticism of the HPM comes from those who, though often considered sympathetic to the movement, nevertheless believe that the HPM has not succeeded in its goals, but has instead created an environment that actually inhibits personal development. Such critics may claim that the HPM encourages childish narcissism by reinforcing the behavior of focusing on one's problems and expressing how one feels, rather than encouraging behaviors to overcome these problems. One can view this criticism in the terms of Maslow's hierarchy of needs. This analysis characterizes the failure as an exclusive focus on helping individuals fulfill their \"Deficit Needs\", without moving individuals up the hierarchy to \"Being Needs\" (self- actualization). An extension of this criticism claims that this problem stems from a flawed foundation of the movement altogether — the focus on the individual's own development as supreme, to the detri- ment of the consideration of others and society (i.e. victim-blaming, underestimating forces of oppression, or feelings of apathy towards large-scale social problems.) Sonia Choquette, Wayne Dyer, Deepak Chopra and others have responded to this criticism by suggesting that individuals consider putting their individual development in the hands of the divine as a means to better others and society. Such an approach implies the invalidity of the criticism on the grounds that the movement, for the most part, guides itself by extrinsic consideration for the highest good of all beings on the planet. See also • Attack therapy • Autosuggestion

• Awareness movement • Biofeedback • Consciousness movement • Esalen Institute • est/Erhard Seminars Training / Landmark Forum • Feldenkrais method • Gestalt Therapy • Humanistic psychology • Hypnosis • Large Group Awareness Training • Meditation • Neuro-linguistic programming • Personal development • Re-evaluation Counselling • Self-actualization • Self-help • Silva Method • The Template Network (former Emin society) • Transformation • Visualization • Yoga • Binaural beat Notable figures • William James (1842-1910) — an early proponent • Fritz Perls (1893-1970)

• Abraham Maslow (1908-1970) • Alan Watts (1915-1973) • Carl Rogers (1902-1987) • Werner Erhard (1935- ) • Fernando Flores (1943- ) • Jean Houston (1937- ) • Joshua Loth Liebman • Harvey Jackins (1916-1999) • George Leonard (1923- ) • Michael Murphy (1930- ) • [edit]Esalen • Esalen Alumni Group • \"Full hearts and empty heads: the price of certain recent programs in humanistic psychology\" by W. R. Coulson • \"Personal Growth\" on the Island Foundation web-site Bibliography • Salerno, Steve (2005). SHAM: How the Self-Help Movement Made America Helpless. New York: Random House. ISBN 1-4000-5409-5. Footnotes ^ 4th force tetrahedron geometry ^ Christopher Lasch: The Culture of Narcissism: American life in an age of diminishing ex- pectations. New York: Norton, 1979, page 9. ISBN 0-393-01177-1. Quoting Peter Marin: \"The New Narcissism\" in Harper's, October 1975, page 48.

Day-Age Creationism, a type of Old Earth creationism, is an effort to reconcile the literal Gen- esis account of Creation with modern scientific theories on the age of the Universe, the Earth, life, and humans. It holds that the six days referred to in the Genesis account of creation are not ordinary 24-hour days, but rather are much longer periods (of thousands or millions of years). The Genesis account is then interpreted as an account of the process of cosmic evolution, providing a broad base on which any number of theories and interpretations are built. Proponents of the Day-Age Theory can be found among theistic evolutionists and progressive creationists. The differences between the Young-Earth interpretation of Genesis and modern scientific theories are nontrivial: the Young-Earth interpretation says that everything in the Universe and on Earth was created in six 24-hour days (with a seventh day of rest), estimated by them to have occurred some 6,000 years ago; whereas recent mainstream scientific theories put the age of the Universe at 13.7 billion years and that of the Earth at 4.6 billion years, with various forms of life, including humans, being formed continually thereafter. The Day-Age Theory tries to reconcile these views by arguing that the Creation \"days\" were not ordinary 24-hour days, but actually lasted for long periods of time—or as the theory's name implies: the \"days\" each lasted an age. According to this view, the sequence and duration of the Creation \"days\" is representative or symbolic of the sequence and duration of events that scientists theorize to have happened, such that Genesis can be read as a summary of modern science, simplified for the benefit of pre-scientific humans.

This section may require cleanup to meet Wikipedia's quality standards. Please improve this article if you can (March 2008). Overview of the field Organizational studies encompasses the study of organizations from multiple viewpoints, methods, and levels of analysis. For instance, a traditional distinction, present especially in Ameri- can academia, is between the study of \"micro\" organizational behavior -- which refers to individual and group dynamics in an organizational setting -- and \"macro\" organizational theory which studies whole organizations, how they adapt, and the strategies and structures that guide them. To this distinction, some scholars have added an interest in \"meso\" -- primarily interested in power, culture, and the networks of individuals and units in organizations -- and \"field\" level analysis which study how whole populations of organizations interact. In Europe these distinc- tions do exist as well, but are more rarely reflected in departmental divisions. Whenever people interact in organizations, many factors come into play. Organizational studies attempt to understand and model these factors. Like all social sciences, organizational studies seeks to control, predict, and explain. There is some controversy over the ethics of controlling workers' behaviour. As such, organizational behaviour or OB (and its cousin, Industrial psychology) have at times been accused of being the scientific tool of the powerful.[citation needed] Those accusations notwithstanding, OB can play a major role in organizational development and success. History The Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic of persuasive communication. The writings of 16th century Italian philosopher Niccolò Machiavelli laid the foundation for contemporary work on organizational power and politics. In 1776, Adam Smith advocated a new form of organizational structure based on the division of labour. One hundred years later, German sociologist Max Weber wrote about rational organizations and initiated discussion of charismatic leadership. Soon after, Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. In the 1920's, Australian-born Harvard professor Elton Mayo and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States. Though it traces its roots back to Max Weber and earlier, organizational studies is generally considered to have begun as an academic discipline with the advent of scientific management in the 1890s, with Taylorism representing the peak of this movement. Proponents of scientific management held that rationalizing the organization with precise sets of instructions and time- motion studies would lead to increased productivity. Studies of different compensation systems were carried out.

After the First World War, the focus of organizational studies shifted to analysis of how human factors and psychology affected organizations, a transformation propelled by the identification of the Hawthorne Effect. This Human Relations Movement focused on teams, motivation, and the actualization of the goals of individuals within organizations. Prominent early scholars included Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow, David McClelland, and Victor Vroom The Second World War further shifted the field, as the invention of large-scale logistics and operations research led to a renewed interest in rationalist approaches to the study of organizations. Interest grew in theory and methods native to the sciences, including systems theory, the study of organizations with a complexity theory perspective and complexity strategy. Influential work was done by Herbert Alexander Simon and James G. March and the so-called \"Carnegie School\" of organizational behavior. In the 1960s and 1970s, the field was strongly influenced by social psychology and the emphasis in academic study was on quantitative research. An explosion of theorizing, much of it at Stanford University and Carnegie Mellon, produced Bounded Rationality, Informal Organiza- tion, Contingency Theory, Resource Dependence, Institutional Theory, and Population Ecology theories, among many others. Starting in the 1980s, cultural explanations of organizations and change became an important part of study. Qualitative methods of study became more acceptable, informed by anthropology, psychology and sociology. A leading scholar was Karl Weick. Specific Contributions Frederick Winslow Taylor (1856-1915): Taylor was the first person who attempted to study human behavior at work using a systematic approach. Taylor studied human characteristics, social environment, task, physical environment, capacity, speed, durability, cost and their interaction with each other. His overall objective was to reduce and/or remove human variability. Taylor worked to achieve his goal of making work behaviors stable and predictable so that maximum output could be achieved. He relied strongly upon monetary incentive systems, believing that humans are primarily motivated by money. He faced some strong criticism, including being accused of telling managers to treat workers as machines without minds, but his work was very productive and laid many foundation principles for modern management study. Elton Mayo: Elton Mayo, an Australian national, headed the Hawthorne Studies at Harvard. In his classic writing in 1931, Human Problems of an Industrial Civilization, he advised managers to deal with emotional needs of employees at work. Mary Parker Follett:

Mary Parker Follett was a pioneer woman management consultant in the industrial world, which was mainly dominated by males. As a writer, she provided analyses on workers as having complex combinations of attitude, beliefs, and needs. She told managers to motivate employees on their job performance, a“pull” rather than a \"push\" strategy. Douglas McGregor: Douglas McGregor proposed two theories/assumptions, which are very nearly the opposite of each other, about human nature based on his experience as a management consultant. His first theory was “Theory X”, which is pessimistic and negative; and according to McGregor it is how managers traditionally perceive their workers. Then, in order to help managers replace that theory/assumption, he gave “Theory Y” which takes a more modern and positive approach. He believed that managers could achieve more if managers start perceiving their employees as self- energized, committed, responsible and creative beings. By means of his Theory Y, he in fact challenged the traditional theorists to adopt a developmental approach to their employees. He also wrote a book The Human Side of Enterprise in 1960; this book has become a foundation for the modern view of employees at work. Current state of the field Organizational behaviour is currently a growing field. Organizational studies departments generally form part of business schools, although many universities also have industrial psychology and industrial economics programs. The field is highly influential in the business world with practitioners like Peter Drucker and Peter Senge, who turned the academic research into business practices. Organizational behaviour is becoming more important in the global economy as people with diverse backgrounds and cultural values have to work together effectively and efficiently. It is also under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions (see Critical Management Studies). Methods used in organizational studies A variety of methods are used in organizational studies. They include quantitative methods found in other social sciences such as multiple regression, Non-parametric statistics, time de- pendent analysis, and ANOVA. In addition, computer simulation in organizational studies has a long history in organizational studies. Qualitative methods are also used, such as ethnography, which involves direct participant observation, single and multiple case analysis, and other historical methods. In the last fifteen years or so, there has been greater focus on language, metaphors, and organizational storytelling.

This section may require cleanup to meet Wikipedia's quality standards. Please improve this article if you can (March 2008). Contents [hide] • 1 Philosophical assumptions • 1.1 Freedom versus Determinism • 1.2 Heredity versus Environment • 1.3 Uniqueness versus Universality • 1.4 Proactive versus Reactive • 1.5 Optimistic versus Pessimistic • 2 Personality theories • 2.1 Trait theories • 2.2 Type theories • 2.3 Psychoanalytic theories • 2.4 Behaviorist theories • 2.5 Cognitive theories • 2.6 Humanistic theories • 2.7 Biopsychological theories • 3 Personality tests • 4 Notes • 5 References • 6 See also • 7 External links • 8 Further reading •

The American Scientific Affiliation (ASA) was founded in the early 1940s as an organisation of orthodoxly Christian scientists.[1] Although its original leadership favoured Biblical literalism and it was intended to be anti-evolutionary, it rejected the creationist theories propounded by George McCready Price? (young Earth creationism) and Harry Rimmer (gap creationism), and it was soon moving rapidly in the direction of theistic evolution, with some members \"stopping off\" on the less Modernist view that they called \"progressive creationism\".[2] In 1954 evangelical philosopher and theologian Bernard Ramm (an associate of the inner circle of the ASA) wrote The Christian View of Science and Scripture, advocating Progressive Creationism which did way with the necessity for of a young Earth, a universal flood and the recent appearance of humans.[3] Modern progressive creationism Progressive creationism is distinct from theistic evolution, in that God is seen to regularly in- volve himself in the process of species development through special creative acts.[4] Proponents of the Progressive creation theory include astronomer-turned-apologist Hugh Ross, whose organization, Reasons To Believe, accepts the scientifically determined age of the Earth but seeks to disprove Darwinian evolution.[4] Answers in Creation is another organization, set up in 2003, which supports progressive creationism. The main focus of Answers In Creation is to provide rebuttals to the scientific claims of young earth creationism which are widely regarded as a pseudoscience. Interpretation of Genesis See also: Creation according to Genesis Most progressive creationists reject a strict literalist approach to Genesis chapter 1, and prefer interpretative options such as the day-age theory or the literary framework view. A range of views regarding the literal historicity of Genesis chapters 2-11 exists. The majority of progressive creationists would contend that Noah's flood was a regional rather than global event, although differences of opinion might exist concerning its precise geographical extent. Notes ^ Numbers(2006) p181 ^ Numbers(2006) p194-195 ^ Numbers(2006) p208

a b ^ Eugenie C. Scott (December 7, 2000). The Creation/Evolution Continuum. National Center for Science Education. Retrieved on 2007-11-19. References • Numbers, Ronald (Nov 30, 2006). The Creationists: From Scientific Creationism to In- telligent Design, Expanded Edition. Harvard University Press, 624 pages. ISBN 0674023390. • • • Theistic evolution, less commonly known as evolutionary creationism, is the general opinion that some or all classical religious teachings about God and creation are compatible with some or all of the modern scientific understanding about biological evolution. Theistic evolution is not a theory in the scientific sense, but a particular view about how the science of evolution re- lates to some religious interpretations. In this way, theistic evolution supporters can be seen as one of the groups who deny the conflict thesis regarding the relationship between religion and science; that is, they hold that religious teachings about creation and scientific theories of evolution need not be contradictory. The term was used by Eugenie Scott to refer to the part of the overall spectrum of beliefs about creation and evolution holding the theological view that God creates through evolution. It cov- ers a wide range of beliefs about the extent of any intervention by God, with some approaching deism in rejecting continued intervention. Others see intervention at critical intervals in history in a way consistent with scientific explanations of speciation, but with similarities to the ideas of Progressive Creationism that God created \"kinds\" of animals sequentially.[1] This view is accepted (or at least not rejected) by major Christian churches, including Catholi- cism and some mainline Protestant denominations; some Jewish denominations; and other religious groups that lack a literalist stance concerning holy scriptures. Various biblical literalists have accepted or noted openness to this stance, including theologian B.B. Warfield and evange- list Billy Graham. With this approach toward evolution, scriptural creation stories are typically interpreted as being allegorical in nature. Both Jews and Christians have considered the idea of the creation history as an allegory (instead of a historical description) long before the development of Darwin's theory. Two notable examples are the writings of Philo of Alexandria (1st century) and St. Au- gustine (4th century).[2][3] Theistic evolutionists argue that it is inappropriate to use Genesis as a scientific text, since it was written in a pre-scientific age and originally intended for religious instruction; as such, seemingly chronological aspects of the creation accounts should be thought of in terms of a lit-

Personality psychology studies personality based on theories of individual differences. One emphasis in this area is to construct a coherent picture of a person and his or her major psychological processes (Bradberry, 2007). Another emphasis views personality as the study of individual differences, in other words, how people differ from each other. A third area of emphasis examines human nature and how all people are similar to one other. These three viewpoints merge together in the study of personality. Personality can be defined as a dynamic and organized set of characteristics possessed by a person that uniquely influences his or her cognitions, motivations, and behaviors in various situations (Ryckman, 2004). The word \"personality\" originates from the Latin persona, which means mask. Significantly, in the theatre of the ancient Latin-speaking world, the mask was not used as a plot device to disguise the identity of a character, but rather was a convention employed to represent or typify that character. The pioneering American psychologist, Gordon Allport (1937) described two major ways to study personality, the nomothetic and the idiographic. Nomothetic psychology seeks general laws that can be applied to many different people, such as the principle of self-actualization, or the trait of extraversion. Idiographic psychology is an attempt to understand the unique aspects of a particular individual. The study of personality has a rich and varied history in psychology, with an abundance of theoretical traditions. Some psychologists have taken a highly scientific approach, whereas others have focused their attention on theory development. There is also a substantial emphasis on the

erary framework. Theistic evolutionists may believe that creation is not literally a week long process but a process beginning in the time of Genesis and continuing through all of time, including today. This view affirms that God created the world and was the primary causation of our being, while scientific changes such as evolution are part of \"creatia continua\" or continuing creation which is still occurring in the never ending process of creation. Changes such as these caused by science are part of a secondary causation that changes us within the framework of the world God has created with primary causation.[clarify(incoherent)] This is one possible way of interpreting biblical scriptures, such as Genesis, that seem to be in opposition to scientific theories, such as evolution.[4] The term evolutionary creationism is used in particular for beliefs in which God transcends normal time and space, with nature having no existence independent of His will. It allows interpretations consistent with both a literal Genesis and objective science, in which, for example, the events of creation occurred outside time as we know itThe creation week narrative consists of eight divine commands executed over six days, followed by a seventh day of rest: • Introit: \"In the beginning of God's preparing the heavens and the earth, the earth hath existed waste and void, and darkness [is] on the face of the deep, and the Spirit of God fluttering on the face of the waters, and God saith, Let light be!\"[2] • First day: God creates light (\"Let Light be!\") - the first divine command. The light is divided from the darkness, and \"day\" and \"night\" are named. • Second day: God creates a firmament (\"Let a firmament be...!\") - the second command - to divide the waters above from the waters below. The firmament is named \"heavens\". • Third day: God commands the waters to be gathered together in one place, and dry land to appear (the third command). \"Earth\" and \"sea\" are named. God commands the earth to bring forth grass, plants, and fruit-bearing trees (the fourth command). • Fourth day: God creates lights in the firmament (the fifth command) to separate light from darkness and to mark days, seasons and years. Two great lights are made (most likely the Sun and Moon, but not named), and the stars. • Fifth day: God commands the sea to \"teem with living creatures\", and birds to fly across the heavens (sixth command); He creates birds and sea creatures, and commands them to be fruitful and multiply. • Sixth day: God commands the land to bring forth living creatures (seventh command); He makes wild beasts, livestock and reptiles. He then creates Man and Woman in His \"image\" and \"likeness\" (eighth command). They are told to \"be fruitful, and multiply, and fill the earth, and subdue it.\" Humans and animals are given plants to eat. The total- ity of creation is described by God as \"very good.\" • Seventh day: God, having completed the heavens and the earth, rests from His work, and blesses and sanctifies the seventh day.

The needs, listed from basic (lowest, earliest) to most complex (highest, latest) are as follows: • Physiological • Safety and security • Social • Self esteem • Self actualization • Self Trancendance [edit] Herzberg’s two factor theory Main article: Frederick Herzberg Frederick Herzberg's two factor theory aka intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, while others do not, but if absent lead to dis- satisfaction. He distinguished between: • Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and • Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation. The name Hygiene factors is used because, like hygiene, the presence will not make you health- ier, but absence can cause health deterioration. The theory is sometimes called the \"Motivator-Hygiene Theory.\" [edit] Alderfer’s ERG theory Main article: Clayton Alderfer Created by Clayton Alderfer, Maslow's hierarchy of needs was expanded, leading to his ERG theory (existence, relatedness and growth). Physiological and safety, the lower order needs, are placed in the existence category, Love and self esteem needs in the relatedness category. The growth category contained the self actualization and self esteem needs. [edit] Self-determination theory

Bridge 2:4a e These are the tôl dôt of the heavens and the earth when they were created. e The phrase \"These are the tôl dôt ('generations') of the heavens and the earth when they were created\" lies between the \"creation week\" account and the account of Eden which follows. It is e the first of ten \"tôl dôt\" phrases used by the author to provide structure to the book of Gene- sis.[3] Since the phrase always precedes the \"generation\" to which it belongs, the \"generations of the heavens and the earth\" should logically be taken to refer to Genesis 2; a position taken by several commentators.[4] Nevertheless, other commentators from Rashi to the present day (e.g., Driver) have argued that in this case it should apply to what precedes.[5] Second account (Eden narrative) Painting by Lucas Cranach the Elder, depicting Adam and Eve in the Garden of Eden. See Genesis 2:4-25 The Eden narrative addresses the creation of the first man and woman: • Genesis 2:4b - the second half of the bridge formed by the \"generations\" formula, and the beginning of the Eden narrative - places the events of the narrative \"in the day when YHWH Elohim made the earth and the heavens...\"[6] • Before any plant has appeared, before any rain has fallen, while a mist[7] waters the earth, Yahweh forms the man (Heb. adam) from dust of the ground (Heb. adamah), and breathes the breath of life into his nostrils, and the man becomes a \"living being\" (Heb. nephesh). • Yahweh plants a garden in Eden and sets the man in it, and causes pleasant trees to spout from the ground, and trees necessary for food, and the tree of life and the tree of knowledge of good and evil.[8] (An unnamed river is described: it goes out from Eden to water the garden, after which it parts into four named streams.) He takes the man who is to tend His garden and tells him he may eat of the fruit of all the trees except the tree of the knowledge of good and evil, \"for in that day thou shalt surely die.\" • Yahweh resolves to make a help-mate for the man. He makes domestic animals and birds, and the man gives them their names, but none of them is a fitting help-mate. Yah- weh causes the man to sleep, and takes a rib,[9] and forms a woman. The man names her \"Woman\" (Heb. ishah), \"for from a man (Heb. ish) has this been taken.\" A statement in- stituting marriage follows: \"Therefore shall a man leave his father and his mother, and shall cleave unto his wife: and they shall be one flesh.\"[10] • The man and his wife are naked, and feel no shame.

Genesis 1-11 – “primeval history” Genesis 1-2 opens the “primeval history,” a unit of three narrative blocks interspersed with two genealogical/chronological sequences and a section on the origins of the world’s peoples: • First narrative: Creation, Eden and the Fall, Cain and Abel. • Genealogies (chronological information via lengths of individual lives). • Second narrative: “Sons of God”, Noah and the Flood, the Curse of Ham. • Ethnology (Table of Nations). • Third narrative: Tower of Babel. • Genealogies (chronology to Abraham). The primeval history contains the first mention of many themes which are continued throughout the book of Genesis and the Torah, including fruitfulness, God's election of mankind, and His ongoing forgiveness of man's rebellious nature. It is therefore impossible to understand either Genesis 1-2 or the Torah as a whole without reference to this introductory history.[11] Ancient Near East context The world whose creation is described in Genesis 1 was the standard universe conceived in ancient Middle Eastern cosmology: a flat disk, with infinite water both above and below. The \"firmament\", the dome of the sky, was a solid metal bowl - tin according to the Sumerians, iron for the Egyptians - separating the surrounding water from the habitable world of men; the stars were embedded in its surface, and it was fitted with gates to allow the passage of the Sun and Moon. The habitable earth formed a single island-continent surrounded by a circular ocean, of which the known seas - the Mediterranean, the Persian Gulf, the Red Sea - were inlets. Beneath the earth was a fresh-water sea, the source of rivers and wells.[12] In addition to their cosmology the ancient Israelites shared with their neighbours a common in- heritance of religious beliefs, from which Yahwistic monotheism emerged only gradually.[13] The traces of this shared heritage can be traced in Genesis 1-11, which \"appears to be a refor- matting of motifs and characters from four Mesopotamian myths, Adapa and the South Wind, Atrahasis, the Epic of Gilgamesh and the Enuma Elish.\"[14] According to the Enuma Elish, which has the closest parallels with Genesis, the original state of the universe was a chaos formed by the mingling of two primeval waters, the female saltwater god Tiamat and the male freshwater god Apsu. The two waters engendered six successive generations of gods, at the end of which the god Marduk slew Tiamat, cut her hide in two, and used one half to form the earth and the other half to form the firmament of the heavens. (The Eu-

phrates and the Tigris were believed to emerge from the eye-sockets of the slain Tiamat - a faint trace of this can perhaps be seen in the river which emerges to water Eden in Genesis 2). The gods then consulted and decided to form mankind, whom they made - in seven pairs, male and female - from clay mingled with their own spit and the blood of another slaughtered god. Mankind was set on earth to be the servant of the gods, while Marduk was enthroned in Baby- lon in the Esagila temple, \"the house with its head in heaven,\" near his ziggurat of Etemenanki, the Bible's Tower of Babel.[15] Genesis is not, however, a simple re-telling of the Babylonian myths: instead, the myths are in- verted to serve a theological purpose. For example, the Babylonian serpent-god Ningishzida is a friend of mankind who helps the human hero Adapa in his search for immortality, while Gene- sis' serpent is man's enemy, seeking to trick Adam out of the chance to attain immortality.[16] The inversions represent a rejection of the power of Babylon's gods in favour of the might of Yahweh; more than this, they replace the essentially optimistic world-view of the Mesopotami- ans - \"things were not nearly as good to begin with as they have become since\" - with a world- view in which the world was created perfect but grew steadily worse, until God finally had to do away with all mankind except for the pious Noah who would beget a new and better stock.[17] Exegetical points \"In the beginning...\" e The first word of Genesis 1 in Hebrew, \"in the beginning\" (Heb. b rešît), provides the traditional Jewish title for the book. The ambiguity of the Hebrew grammar in this verse gives rise to two alternative translations, the first implying that God's first act of creation was heaven and earth, the second that \"heaven and earth\" already existed in a \"formless and void\" state, to which God brings form and order:[18] \"In the beginning God created the heaven and the earth. And the earth was without form, and void...God said, Let there be light!\" (King James Version). \"At the beginning of the creation of heaven and earth, when the earth was (or the earth being) unformed and void . . . God said, Let there be light!\" (Rashi, also with variations Ibn Ezra and Bereshith Rabba). The name of God Two names of God are used, Elohim in the first account and Yahweh Elohim in the second account. This difference, plus differences in the styles of the two chapters and a number of dis- crepancies between them, formed one of the earliest pieces of evidence that the Pentateuch had

multiple origins, and was instrumental in the development of source criticism and the documentary hypothesis. \"Formless and Void\" The phrase traditionally translated in English \"formless and void\" is tohû wabohû (Hebrew: ??? ????). In most Bibles the phrase is translated by various combinations of adjectives with which translators attempt to capture the flavor of the primeval terrestrial moment which tohû wabohû describes. This phrase is shrouded in ancient obscurity, and although it has some limited traffic in Modern Hebrew, is deemed to be a deeply mystical concept.[19]. The Greek Septuagint (LXX) rendered this term as \"unsightly and unfurnished\" (Greek: ???at?? ?a? ??atas?e?ast??), paralleling the Greek concept of Chaos. The rûach of God Some English translations have \"the spirit of God,\" others \"a wind from God.\" The Hebrew rûach has the meanings \"wind, spirit, breath,\" but the traditional Jewish interpretation here is \"wind,\" as \"spirit\" would imply a living supernatural presence co-extent with yet separate from God at Creation. This, however, is the sense in which rûach was understood by the early Chris- tian church in developing the doctrine of the Trinity, in which this passage plays a central role.[20] The \"deep\" Main article: tehom e The \"deep\" (Heb. t hôm), a formless body of water, is a mythological term referring to the chaotic primordial ocean that, through the creation event, became locked within the underworld or abyss. These waters are later said to be released during the great flood, when \"all the foun- e tains of the great deep (t hôm) burst forth\" (Genesis 7:11).[4] The word is cognate with the Babylonian Tiamat.[4] The firmament of heaven The \"firmament\" (Heb. raqîa) of heaven, created on the second day of creation and populated by luminaries on the fourth day, denotes a solid ceiling[12] which separated the earth below from the heavens and their waters above. The term is etymologically derived from the verb raqa, used for the act of beating metal into thin plates.[4][21]

Great sea monsters On the fifth day God creates \"great sea monsters\", or tannînim (Genesis 1:21). These tannînim are thought to be associated with mythological sea creatures such as \"dragons\", Leviathan, and Rahab (cf. Isaiah 27:1, Isaiah 51:9, Psalm 74:13-14) which were considered deities by other ancient near eastern cultures; the author of Genesis 1 asserts the sovereignty of Elohim over such entities.[21] The number seven Seven was regarded as a significant number in the ancient Near East. It has been argued that the author of Genesis 1:1-2:3 has intentionally embedded it into the text in a number of ways, be- sides the obvious seven-day framework: the word \"God\" occurs 35 times (7 × 5) and \"earth\" 21 times (7 × 3). The phrases \"and it was so\" and \"God saw that it was good\" occur 7 times each. The first sentence of Genesis 1 contains 7 Hebrew words, and the second sentence contains 14 words, while the verses about the seventh day (2:1-3) contain 35 words in total.[22] Man and the image of God Main article: Image of God The meaning of the phrase \"image and likeness of God\" has been much debated. The great me- dieval Jewish scholar Rashi believed it referred to \"a sort of conceptual archetype, model, or blueprint that God had previously made for man.\" Maimonides pointed out that only man has free will.[23] Genesis 1:26-27 states \"God created man (lit. adam) in his own image; in the image of God he created him; male and female he created them\". Modern scholarship is divided over whether these verses teach that the image of God was represented symmetrically in Adam and Eve, or whether the first two parts of the verse indicate that Adam possessed the image more fully than the woman, reflecting the bias of an ancient patriarchalist culture. Structure and composition Main articles: Genesis and Documentary hypothesis Michelangelo's painting of the ceiling of the Sistine Chapel shows the creation of the stars and planets as described in the first chapter of Genesis.

Genesis 1 consists of eight acts of creation within a six day framework. Each of the first three days is an act of division: dark/light, waters/skies, sea/land & plants. In the next three days this framework is populated: heavenly bodies for the dark and light, fish and birds for the seas and skies, animals and (finally) man for the land. This six-day structure is symmetrically bracketed by day zero representing primeval chaos and day seven representing cosmic order.[24] Genesis 2 is a simple linear narrative, with the exception of the parenthesis about the four rivers at Genesis 2:10-14. This interrupts the forward movement of the narrative and might therefore be an insertion based on the spring or stream at Genesis 2:6 which waters the ground \"on the day when Yahweh Elohim formed earth and heavens.\"[25] The “Primeval History” mimics Genesis 1’s intricate structure of parallel halves. The first half runs from Creation to Noah, the second from the Flood to Abraham. Each half is marked by the passage of ten generations (ten from Adam to Noah, another ten from Noah to Abraham). Like Genesis 1, each half has a six-part structure, and the content of each half exactly mirrors the other. Each follows the same themes, but with very different results: in the first half, God creates a perfect world for man, but man sins and God eventually returns his creation to its original state of chaos (i.e., the water of tehom); in the second, man finds himself in a newly created post-Flood world, as if given a chance to start again, but sins again (the Tower). But the result the second time is different: God choses Abram and makes his name (Heb. shem) great. The word shem appears to have structural significance: in Genesis 1, God names the elements of his Creation; in Genesis 2, “the man” (not at this stage named Adam), names the creatures over which he has been given dominion; Noah’s eldest son is “Shem”, and Yahweh is identified as “the God of Shem,” ancestor of Abraham and the Chosen People.[26] Composition According to Jewish tradition the first five books of the Bible were written by Moses. Opinions differed among the rabbis on just how Genesis fitted into the picture, some saying God revealed it to Moses on Sinai, others holding that Moses compiled it in Egypt from writings left by the Patriarchs, with an account from Adam providing details on the Creation.[27] The tradition of Mosaic authorship was adopted by the earliest Christians and is still held by many believers today, most notably among Orthodox Jews and Evangelical Christians.[28] Today virtually all scholars accept that the Pentateuch \"was in reality a composite work, the product of many hands and periods.”[29] In the first half of the 20th century the dominant theory regarding the origins of the Pentateuch was the documentary hypothesis. This supposes that the Torah was produced about 450 BC by combining four distinct, complete and coherent documents, known as the Yahwist (“Y” or “J”, from the German spelling of Yahweh), the Elohist (“E”), the Deuteronomist (“D”), and the Priestly source (“P”). Genesis 1 is from P, and Genesis 2 from J.[30] Some scholars believe that the Genesis account is a single report of creation, which is divided into two parts, written from different perspectives: the first part, from Genesis 1:1–2:3, describes the creation of the Earth from God's perspective; the second part, from Genesis 2:4-24,

describes the creation of the Garden of Eden from Humanity's perspective. One such scholar wrote, \"[T]he strictly complementary nature of the accounts is plain enough: Genesis 1 men- tions the creation of man as the last of a series, and without any details, whereas in Genesis 2 man is the center of interest and more specific details are given about him and his setting\" (Kitchen 116-117). Other scholars, particularly those ascribing to textual criticism and the Documentary hypothesis, believe that the first two chapters of Genesis are two separate accounts of the creation. (They agree that the \"first chapter\" should include the first three verses and the first half of the fourth verse of chapter 2.) One such scholar wrote: \"The book of Genesis, like the other books of the Hexateuch, was not the production of one author. A definite plan may be traced in the book, but the structure of the work forbids us to consider it as the production of one writer.\" (Spurell xv). For some religious writers, such as Rabbi Joseph Soloveitchik, the existence of two separate creation stories is beyond doubt, and thus needs to be interpreted as having divine importance.[citation needed] Some of the issues involved in the single vs. dual acount debate include: • Genesis 1 has creation in the order: plants; sea creatures and birds; land animals; man and woman (together); in Genesis 2 the sequence is: man; plants; land animals and birds; woman. • Genesis 1 refers to God as Elohim, Genesis 2 uses the composite name Yahweh Elohim (Yahweh is often translated \"LORD,\" but does not have this meaning in Hebrew - it is, rather, the name of the God of Israel). Single account advocates assert that Hebrew scriptures use different names for God throughout, depending on the characteristics of God which the author wished to emphasize. They argue that across the Hebrew scriptures, the use of Elohim in the first segment suggests \"strength,\" focusing on God as the mighty Creator of the universe, while the use of Yahweh in the second segment suggested moral and spiritual natures of deity, particularly in relationship to the man.[31] Dual account advocates assert that the two segments using different words for God indicates different authorship and two distinct narratives, in accord with the Documentary hypothesis. • Though not so obvious in translation, the Hebrew text of the two sections differ both in the type of words used and in stylistic qualities. The first section flows smoothly, whereas the second is more interested in pointing out side details, and does so in a more point of fact style.[citation needed] One of the principles of textual criticism is that large differences in the type of words used, and in the stylistic qualities of the text, should be taken as support for the existence of two different authors. Proponents of the two- account hypothesis point to the attempts (e.g., The Book of J, by Harold Bloom, translated by David Rosenberg) to separate the various authors of the Torah claimed by the Documentary Hypothesis into distinct and sometimes contradictory accounts.[citation needed] Proponents of the single account argue that style differences need not be indicative of multiple authors, but may simply indicate the purpose of different passages. For example, Kenneth

Kitchen, a retired Archaeology Professor of the University of Liverpool, has argued (1966) that stylistic differences are meaningless, and reflect different subject matter. He supports this with the evidence of a biographical inscription of an Egyptian official in 2400 B.C., which reflects at least four different styles, but which is uniformly supposed to possess unity of authorship.[citation needed] Michelangelo's The Creation of Adam (1512) is the most famous Fresco in the Sistine Chapel Theology and interpretation See also: Creation theology The theology of Genesis According to Professor Klaus Nurnberger,[32] the motive of the biblical authors was not to put forward a coherent statement of their theology, but \"to reassure fellow believers...of the strict, but benevolent, commitment of their God to his people.\" The rationale which holds together the \"vastly divergent\" biblical materials can therefore only be understood through studying the evolutionary process by which the texts were created. [33] The vast majority of modern scholars agree that \"primeval history\" within the Torah (Genesis 1- 11) is composed of two distinct sources, the Yahwist and the Priestly (best understood today as bodies of texts with distinctive markers, rather than as distinct documents). The Priestly source \"emphasizes the continuity of God's care for Israel as demonstrated in its history.\" This is expressed in in certain pervasive themes: God's blessing (Genesis 1:28 provides the first of four important blessings within the overall Priestly narrative: \"And God blessed them, and God said to them, 'Be fruitful and multiply, and fill the earth and subdue it; and have dominion over the fish of the sea and over the birds of the air and over every living thing that moves upon the earth.'\"); God's word (God's important involvements with the world are expressed through his spoken words, throughout the \"And God said\" Creation sequence of Genesis 1, and through the three subsequent major covenants with Noah at Genesis 9, Abraham at Geneis 17, and Israel at Exodus 20); and God's continuing presence among the Chosen People

he power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006-2008 Nollijy University State Col- lege Pa Evolutionary instincts require that you focus your thoughts, talents, energies on something to be successful. Where you are today suggests and indicates that you did or did not focus on the good things for you, your family or your company. Your mind is the perfect receptacle and data base and remembers, recalls and stores billions of bits of information. You must focus your thoughts first before you can focus the thoughts of other people. Every dismal secret, match problem, love affair, operating performance is stored within your mind. You decide what to focus on so do not allow other people to start confusing you as they know control your focus. Fo- cus is the shameless invention of evolution. Nature forces you to focus on the hunt, girl, water, bridge, project to allow success in anything you attempt or do. Mastering your focus masters your life and the conditions of your life and business that surrounds you. People without focus can be persuaded into your domain. All people have the trait of focus but the mjority have not mastered the clutter in their mind. Blind hope because you give them no choice. \"We must try this, I hope this works!\" Here, the follower employee is desperate for some solution. What the manager is offering is either the only option they see based on education, experience and emotions or the best of a relatively weak set of choices. If a person really wants two pieces of bread they will leave you if you offer them only one. If you cannot provide them with a solution and they have no current alternatives they will follow you for a short period of time. Most Commercial Truck Drivers stay for a very few months, long enough to capture their bonus for signing on and staying for a while. The employee of Blind hope is now following for lack of alternatives. They’ll take the one piece of bread, the early start time, the late night Friday shift only until you persuade them to stay or change your system to meet their needs. The employed human being is not in agreement with you at all even though they agree with you at the time. People serve their interests first and try and fit yours into their day if you can persuade them to do so. This example employee is not a happy employee and they will deliver to you bad results, bent bumpers, customer complaints and the host of things you must remove to grow service and profit. PeopleNology shows you how to identify people, through their actions and traits that allows you to persuade and convince them of certain things at certain times. Executives should watch out for these Blind hope followers as they are either looking for a job or at the very least hurt your company. Any person that is disappointed with the company or disillusioned about the mission must be removed. Companies today, due to the so-called driver shortage, allow em-

ployees to destroy customers, equipment, service agreements and relationships due to the fear of driver turnover. You must have people believe in the company mission. You must have people believe in you and your executive management staff. PeopleNology is the perfect solution to poor quality, employee turnover, non-compliance, poor service and lower operating margins. Most companies have hopeful follower employees, fair weather friends and sunshine boys that will jump ship and follow others if another company or group gives them more hope. Action PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Univer- sity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You must separate the relevant from the irrelevant. Actions knows no laws expect evolutionary laws. You become motivated by taking actions, you do not take true actions because you become motivated. Focus on what you want and then apply actions upon the topic. If your focus is to hire better people apply your actions against that priority. Aiming so low will produce lower results so always take actions at the highest possible level. Never write a Vice President. Al- ways write, speak, communicate to the highest authority. If a persons results have been wounded by lack of focus you must relieve this negative by allowing and persuading focus and actions. Never wait as it’s the opposite of positive and actions. Make all the plans you want but without actions there is no result. A newspaper reporter does not wait on the news. Managers must gather through actions, focus on what’s important and create the result. Never let the sleeping dog lie, take action.

Faith in the leader provides significant hope. \"What a great manager. If anyone knows the answer, she does !\" In this situation, the follower is blind to the solution but is following because they have such faith in the leader. You must remember that a follower is not a leader. Sounds silly we know but followers look for leaders because without them they’re lost and wander around from place to place. Motor freight truck driver turnover called churning demonstrates this clearly. Without hope and strong leadership drivers come and go and simply churn up the waters with their movements. By some majic or genius leaders are expected to provide all solutions to all problems upon demand. In the reality of PeopleNology your skill set will now include the ability to provide relief, inspiration and guidance from a distance or in person that provides real hope and results for the future. Faith in the leader can lead to disappointment as all leaders are not qualified. If you have managers and supervisors that have the faith of your people it’s the perfect opportunity to introduce PeopleNology to their skills. Without the proper skills your managers will lead your people to accepting situational explanations rather than point the finger at problems and leadership. Leadership without skills is the blind leading the blind. Results are produced by skills in action and providing instant leadership on demand. If your turnover rate is too high, claims too high, tractor and trailer damages mounting you most likely have a leader that has the faith of the people, liked by many people, produces adequate results but will never lead you to the promised land. Follower employees will guard leaders in which they have faith and never solve root cause problems, create the better mouse-trap, provide substantial profits. Many of a good leader has lead people over the cliff with all good intentions. Take the time and learn PeopleNology and give them the skill set to increase revenue, customer satisfaction and profits. Your people must have faith in the people that deserve their trust and admiration or its just a popularity assignment. Service PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes

PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You must provide service to other people. The service to others is extremely useful to your own great success. You must offer the product, service, helping hand etc that helps another human being. Service is the absolute necessity that makes the world go round and round. The well- being of another human is based on the services, helping hand, knowledge, advice etc that you may offer them. Service is helping. Helping another must be harmless and within a business is created through a institution that you call a business. Stand around the airport and hand out brochures and watch all the people avoid you. Stand at the grocery store and hand out free food and gather a crowd. Handing out a brochure means that you.. Want something.. Handing out free food means you are giving something really good to another human being. Do not conform, create the original idea to help other people. The only privilege you have is to help another. Helping is valuable even if the customer cannot afford the product. People are nomadic y evolutionary nature, we’re always moving, getting a divorce, changing jobs which requires us to need hundreds of services over and over again. Offer your service at every corner, a new customer will arrive shortly. Making noise or speeches like presentations mean nothing unless you focus - take actions and provide a service. Every customer or prospect is just like Adam and Eve in evolutionary terms. The education and experiences have changed but the internal emotional human has remained the same. Chickens still lay eggs, people still hold hands, people still need friends. Stop the thought of customer creations and start making friends, real friends. Never leave a person hungry. Questions PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom -

Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You cannot start or sustain anything without questions. The noise of questions creates the noise of answers. Many companies fail because they offer a service no one wants. Questions and An- swers provide the rudder of your ship, without questions you have no wind in your sails. Ask people what they want and need because it’s two very different things. People want millions of things but really successful people provide what people need first and then give them what they want. Human beings accept honest questions that you care about them. Only friendly and caring people ask honest questions. Their problems and needs are found within the answers to your questions. To improve the mood of another human simply ask a nice question. Your next sales call should be 90 percent questions. The obscurity of the answer may provide you with a brand new invention or process or product and service. Answers are verdicts from another person. Why are you leaving our company? Will a new office help you decide to stay? People verdicts are the primary way of us learning about others. If you know the evolutionary drivers found inside peoplenology you can predict, sway or change the verdicts of people before they become public. Understand that people always, the majority of the time, have the answers you want. People walk the earth with verdicts. Change PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You cannot start anything without change. People change their verdicts all the time based on their evolutionary emotional drivers, type of education and their life experience levels. Your best friend changes every day. You change every day and other people don’t know it. Change

requires change. Shadings of character, manners, feelings, performance levels, rates of pay, ambitions are changing right now, change is everywhere. Change is the motivating force that builds the bridge to cross the river, the new tractor and trailer design. Change is trying to force your focus so you will take actions and ask the right questions to allow the better life for you, the planet, your friends through better services. Change is not the novelty that some may think. Change creates the new opinion, the new company and gets rid of all the petrified opinions and companies that are not seeking answers all the time. You have to trust change as it is the climax of your education and experiences that drive you to learn the new opera around you. One naturally hates change even though it keeps you alive. Change, in your mind, may be unjustifiable and cause your short term suffering, but embracing change starts the banging and slamming of questions, answers, new products and services. Even i beyond your belief, change is right now. Nothing stays the same so don’t hang on to anything business plan too long. You should initiate change, racking your mind, using all your stored up memory alongside new knowledge like peoplenology to make something new. Change can create pain so help people. Change is not the favorite thing of most people as their loyalty is to the old shoes, the best old friend, the company they always use. Change will scare people and you have to help fearful humans. Make sure you have something worth while and honest, people will follow. Your opinion of your product has no value just the opinion and perception of the customer has value. Opinions, thoughts, ideas, aspirations are always simply just opinions and are individually and collec- tively at war with each other all the time. Change is the opportunity that works for you, seldom able to stop change to ride with it as it is an opportunity. Rapport PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering Rapport is not a common habit but people do enjoy company, friends, associates, peer groups etc. A private conversation with friends is the fastest way to build rapport. Removing hundreds of emotional filters are required to allow the real rapport building with another human being. Friends are really scattered delights that come and go, we just have favorites at times and we

call them our best friends. To build a rapport you must have something in common. We work together, baseball, children etc. Disputed matters like political and religious thoughts and ideas should be avoided at first because they open up emotional drivers, educational or intellectual disputes that wedge people apart. The real value in rapport building is that it’s the next best thing to a friend. You can buy food for a person to build rapport at a nice restaurant or simply offer for the same result. Rapport is a private opinion or positioning opinion that another person holds inside their mind about you. You are what they think you are. They are what you think they are in your mind. Neighbors build fences. People build mental fences around their true world and their life. You want to create a private opinion of you within another persons mind. The techniques of PeopleNology allows the world to see you, hear you, following your instructions as you design them on your schedule. Rapport has wings and is a very dangerous thing when it matures to a full opinion and then migrates into full mental positioning. Rapport is made of wax so to speak so you can mold it, change it but it is very fragile. The curious combinations of the other persons emotions, experiences, and education controls the trust, affections and love they feel for others. If you help another you create raport, if you help them a lot you create friends, if you create enough friends … anything you want. Intellectual agreement makes you richer. \"What a good idea. That makes real sense.\" Here, the follower employee understands the logic of the argument that the leader is putting forward. This intellectual honest agreement is the start of something really big for your company. A human being only does what is in their best interests at the time. Logical and rational agreement brings about success and retention within the employee group. PeopleNology gives you the do’s and don’ts of persuasion so you can affect and persuade people to some intellectual agreement. Agreement is another word for obedience and conformity. Imagine all your people being persuaded to your point of view, traditional values intact, customers happy, turnover rates moving down and no more missed pick ups. Reaching this most important agreement by using PeopleNology principles and techniques allows your following people to follow the rationale rather than the leader as a person. This is really big for your future business. There is a level of follower-ship that you must reach to correct the majority of your turnover, recruiting, retention, rewarding and recognition problems. You don’t want people to blindly follow any leader you put in front of them. You must control and persuade and educate leadership to develop the system and process that produces the return on investments. Evolutionary needs require that people, even followers and leaders, educated or not, understand the reasons why things happen, why you need certain things and when you need them.

PeopleNology allows you to construct the most important thing within your business. It’s not tractors and trailers it’s the emotional commitment of all your people. We show you the 75 Se- crets of the Human Mind that provides you with the emotional commitment of all your good people, creates the buy-in that is required to profit. Fear PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy University PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering Fear got you out of bed this morning. Fear is the wonderful invention of mother nature that loads the gun, turns the cranks, sends you to school and work. Fear makes the world go around and love just makes it pause now and then. Fear loves scenery and it travels at the speed of light, maybe faster. Humans have no taste for fear even though you search for it all the time. Night and day you look for things under the bed, that email that’s not good, that different look from the boss, the envelope in the mail box or anything that disturbs that mental sleep you call satisfaction. Humans are lazy by nature and nature thinks you should do better. Get out of bed, look for food, rob a bank, just do something. Under a palm tree you would live but, you have to leave the shade to go get food and water. Our commercial insanity provides you with so much fear, the cold calculations and veracity of management, sales, profits and loss and treachery of the market place that you hide most of the time. The people that understand fear conquer people, places and things. Your fear of failure is the real insanity. Most fears are baseless and boundless they just make sense out of nonsense at times. Nature and your evolutionary self wants you to be safe and sound so fear is what works. You lock your doors, count your money, study for tests, conform to your supervisor and you use affectionate terms to make friends. Most of human actions have a spirit of fear. Love ontains the fear of loss. Life contains the fear of death. Tremendous wealth conquers the fear of poverty. The towering genius in you can conquer fear and have a better life. How do you conquer a customers fear? If the shipment is late does it create fear of running out of something or shutting down a production line? Do fearful people pay more for safer cars? Do hungry people pay more for food? People use fear against you, by design, in written form to get what they want. Go out to the world and conquer fear and

stop plunging into fear. You are qualified. Change is unfamiliar ground but stop fearing it. The patent office is full of people that walked unfamiliar ground, conquered fear, doing things they were uncertain of in their comfort zone. Fear of retribution is the first reason they stay with your company. “ If I don’t take the load I’ll get a warning letter “ “ If I don’t turn in my daily log sheets I’ll get a warning “ “ If I’m not good I won’t get my bonus money “ “ If I don’t hurry I’ll be late and won’t get my service bonus “ Following out of fear is the first and foremost reason that any human being follows instructions, at least while your looking. This is not so much following as being tugged along by a fleet dis- patcher or manager at the end of a rope. Front line supervision is expensive, field managers, regional vice presidents are all designed to make sure people stay attached to the system process control rope. The leader in such cases is using coercive push methods that will work only as long as the follower sees no other choice. Remove all supervision from your company and watch as 83% of your process will start to fail within a matter of days. The remaining portion of your process controls will fail within a matter of weeks which means you have late deliveries, higher auto li- ability claims, more os-d and damage exposure, money not collected within terms, gross revenue starts moving down and a whole host of other negatives as people continue to leave your company. The so-called supervisor and manager really has no people training or education at all except through experience both good and bad. Their experience is mixed with their emotions and education that create a pot pie of regrets, warnings, failures, recruiting and retention problems that you pay for daily. Fear is not the tool of effective leaders (and certainly not ethical leaders). At best, fear-based approaches gain weak commitment and need constant attention or the follower employee freezes or flees based on their evolutionary drivers. You do not make employees pull on the same end of the rope for very long without constant and expensive supervision. PeopleNology shows you how to use the human traits and evolutionary drivers to persuade people to do the right things at the right times producing a better and more profitable result. Happiness PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni-

versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering I guess you want to be happy? The loudest people are not happy, the laws of nature makes us yell for food, scream about laws and complain about history. Food, water and shelter should make you happy but it doesn’t. We live in a world that the strong move the weaker out of the way, the evolutionary prehistoric twist. Moving sideways doesn’t make you happy and moving backwards doesn’t make you smile. You have to move forward to be happy. You interpret everything based on you being happy. Do you make enough money? Do you like the dinner? Do you drive the better car? Do you have the best dressed children? You shout and grovel until you get what makes you happy. You get made at other people that do the same things that you do. Why do they want more money? What’s wrong with that company car? You constantly set yourself apart from every other human and make sure you’re happy, regardless. You are very willing to grab the best slices of everything because you want the best and require the best to be happy. When you get everything you want you’ll notice that you’re still not happy all the time. The lowest animal needs food, water and shelter. We want more and get more while we take more and we’re still not happy. Happiness by persuasion of your self is the only way. Persuad- ing people that they’re happy is the only true path. A pleasant sound makes you happy supplied by nature, a bird singing, the waters flowing over rocks along a stream. The conflict within industry is that both parties have to be happy. The buyer must buy and the seller must profit. This clutter is called free enterprise and you have to eliminate the victim. Your product and service should cause a pause in the customer. A quite moment of trust, affection and love to be effective. Most products and services start out excited but do not result in a calming pause of satisfaction. The impressive silence of great service is seldom heard. You must take your customer, friends and employees by the hand and provide satisfactions, service and calming. You can only be happy when you also meeting their goals of happiness. Peasants are people, customers are people and your company must respect that first. Gratitude PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity

PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering If you don’t appreciate the peasants they’ll revolt. If you don’t show gratitude to a customer they will revolt. If your employees are treated like peasants you can be sure they will get your attention when they leave your company, taking their friends with them, your customer listings and confidential company information. People are really good at receiving gratitude but most are very poor at giving gratitude. You have to tame your evolutionary survival traits and show gratitude to people. You must respect others to gain their respect, the consequences of not showing appreciation will be trouble. Not all people care about quality, performance, standards or profit and loss. You can show them that you care about all these things and start keeping records about their good works. Perfection is fleeting but most people care somewhat about their own craftsmanship so you should have the attitude to reward them when possible. If you admire a person before their works deserve it they will strive to reach your levels of craftsmanship. Reward them first and they will follow. Admirtion grows inside a company just like con- tempt. Pessimists are born from not giving them attention, trust, affection and love they think they deserve. Emotions PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow

PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering If you don’t understand something its harder to control those same things. Your emotions are you. The physician or the psychologist cannot conquer superstitions but you can gain greater understanding of the real you. When you understand your own emotions you can understand the people around you. If you are feeling negative its your fault. You cannot be a half-educated business manager today and survive the market place. Business is about people and its not an accident that greater companies believe in peoplenology. Quackeries, physicians, silliest snake oils, dumb books, shams etc seemingly just teach people how to guess about people. Managers know so little about emotional human beings but their in charge of them and their results show it. Employee turnover rates, recruiting costs, lower profits truly indicate the lack of knowledge concerning social engineering inside business. Learning to control how you feel controls how you think. If you can control how your people feel you can direct their thoughts. Mastering emotons and process control systems is the job of professional managers. Emotions are not wrong or right but they affect the focus, actions and the results of everything. Learning to control your emotions gives you the power over people that have little or no control. Many people go to business school to learn how to guess when their time should be spent of their emotional state and others. Effective people have emotional control. Do not deny your emotions just learn them through peoplenology. Imagine knowing how people think and feel most of the time. If you know how people feel you can control what they think. Have a place for everything inside your business and everything in its place including the emotional well being of the group. Buying the vision, Loyalty, Satisfaction and Value. \"What a brilliant idea. I don't care who thought of it.\" When following people buy into your vision, they are emotionally closing on a view of the future that is appealing to them in some way and pulls them forward. When the drivers drive, billers bill, mechanics fix things and you count the money then you know your company is moving forward. PeopleNology is Psychology based knowledge that is ancient and modern at the same time. The evolutionary history of all your people plays a big part in your success. These New-Ancient Earth Laws allow you to become the true emotional leader of your company. They are not simply following the leader and the logic of how when you use PeopleNology. Vi- sions of success are much talked about in the leadership literature, and can be remarkably effective at motivating people, but only if they can be sustained over a period of time. When you have a fair month and then a good month remember that your vision did not change just the results. People create your results and the process that you apply their talents, experiences, educa-

tion and emotions. It is one thing to have a vision and it is another to keep going during the difficult days that are typical of the journey within motor freight trucking. Time PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Univer- sity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering Understand that you’re running out of time. There is a creation called you and it has an ending. Life can inhabit your soul only if you’re willing to learn. Use your time or others will use it for you to their own advantage. If you’re productive you will be productive. Stop focusing on activities and start watching your own results. At the end of your working day its about keeping score. How many people did you help? Your salary is based on a percentage of returns within helping others. Manage your time and remember its your choice what to do with it. Customers and friends have the same choice so you must persuade them to allocate you their time. If you want a lumbering poor company waste other peoples time. The energy, enthusiasms and confi- dence of a winning hand starts and ends with productive use of time. Have a single minded focus when you plan your business as it will save you thousands of hours of repair work. A vil- lainous mixture of time and money are key result areas and with self-control, self-mastery and self-discipline you can create little ambassadors full of knowledge and spirit to grow your business. Psychology, known facts about people behavior, PeopleNology, known facts about human traits that we all share create a vivid road map to your business success. The 75 Secrets of the Human Mind are explored and exploded inside your trucking company that is guaranteed to improve your total influence, persuasion success, improve compliance, profit, services and revenue growth. The founder of PeopleNology, Gregory Bodenhamer Ph.D. Nollijy University allows thousands

of motor freight trucking companies and other people based organizations free access to the 75 Secrets of the Human Mind. After his 29 years of progressive and profitable leadership of process control systems this Mind-Set has exploded within trucking companies all over the world, becoming prevalent within the North American Transportation Segment. Simply searching major internet search engines like Google, MSN and Yahoo for PeopleNology gives you a glimpse inside some of the applications within the market. They come and go, People join your company for their own reasons and leave for their own reasons. Through the application of PeopleNology techniques you can actually affect what people think and feel, somewhat control what they say and do, actually steer them or persuade them to make the choice that you decide for them. PeopleNology is broken down into easy to learn lessons and is delivered to your desktop via PDF files in the form of various publications for clients. Retention of People, Retention of People that agree with you, Retention of People that you can persuade, lead and inspire, As we take just a quick look at recruiting and retention note how they start off as negative and become more positive. What you don’t know about yourself and your employees is guaranteed to amaze you. If you are seeking to lead people, it is a sound and good idea to get a firm understanding of why will they follow you. You PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy University PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You are my first ambassador. The next person is my next first ambassador. Everybody is first but remember it must start with you. You have to be kind-hearted, liberal, sincere and all that to

all people starting with you. You are the needle in the hay stack that people are looking for inside their company, so act like it. Learn more to earn more. No photograph has ever been taken of your soul, yet, so get ready. Learn to be silly, pleasant, serious and fun at the same time. Learning about you starts you on the greater journey about learning others. Others are your customers, friends, associates, bankers etc. You must know them so you can give them what they want. The evolutionary, revolutionary peoplenology teachings examine the cause of pain, love, desire, sex, trust and affections and dozens of other key evolutionary truths and traits about people. Here are five levels of rationale that followers, that you call employees, can use when deciding to follow a leader. People decide about things all the time. They decide to join your organization, you call that recruiting. They decide to stay within the trucking group, you call that retention. PeopleNology by Gregory Bodenhamer Ph.D. Nollijy University lets your managers and executive group understand and affect every employee thought between these two actions of joining and leaving your company. Everything your employee groups do between their starting and ending is what your company offers within the transportation segment. Everything a human being thinks, feels, speaks about, works on and strives for is found within Psychology and their Evolutionary history that is remarkable. Our founder has spent many years in the construction of this complex information that is made easy to understand and fully utilize through his teachings of PeopleNology. Most L.T.L. and T.L. companies spend all their time and money trying to attract new C.D.L. truck drivers to their organization. Their noble recruiting efforts and large amounts of valuable resources are applied without complete knowledge. You can see the results of this incomplete knowledge and misguided efforts by the driver turnover rates found within the transportation segment. Truck drivers come and go without regard to commitments, rates per mile, age and type of equipment, medical benefits and other so- called driver incentives and programs. PeopleNology gives you the knowledge and application principles and techniques to drastically improve recruiting, retention, rewarding and recognition of what you many consider your most important asset, your people. When your managers and key executives, including recruiting, front line supervisors, fleet managers and even you sales departments start applying PeopleNology you will see a consistent and dramatic improvement within bottom line results. The benefits of you being able to persuade the total employee groups filters down very quickly into your customer base. Delighted motor freight customers, enlightened drivers, dock workers, dispatchers, data entry billers, accounts receivable employees start changing your company from the inside.

If you ignore your people you will soon be without them within your company. Without tens of thousands of research and development dollars smaller companies cannot easily afford complex people management and social engineering. PeopleNology allows even the smaller of motor freight transportation companies, logistics organizations, 3rd party supply chain companies to benefit from PeopleNology. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 2008 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering Write for FREE information; PeopleNology@hotmail.com GregoryBodenhamer@Live.com Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] The Tao Te Ching or Daodejing (traditional Chinese: ???; simplified Chinese: ???; pinyin: Dàodéjing), originally known as the eponymous Laozi or Lao tzu (Chinese: ??; pinyin: Laozi), is a Chinese classic text. Its name comes from the opening words of its two sections: ? dào \"way,\" Chapter 1, and ? dé \"virtue,\" Chapter 38, plus ? jing \"classic.\" According to tradition, it was written around 6th century BC by the Taoist sage Laozi (or Lao Tzu, \"Old Master\"), a record-keeper at the Zhou Dynasty court, by whose name the text is known in China. The text's true authorship and date of composition or compilation are still debated.[1] The Tao Te Ching is fundamental to the Taoist school (Dàojia ??) of Chinese philosophy and strongly influenced other schools, such as Legalism and Neo-Confucianism. This ancient book is also central in Chinese religion, not only for Taoism (Dàojiao ??) but Chinese Buddhism, which when first introduced into China was largely interpreted through the use of Taoist words

and concepts. Many Chinese artists, including poets, painters, calligraphers, and even gardeners have used the Tao Te Ching as a source of inspiration. Its influence has also spread widely outside East Asia, aided by hundreds of translations into Western languages. 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching Chapter 1 The Tao that can be spoken is not the eternal Tao The name that can be named is not the eternal name The nameless is the origin of Heaven and Earth The named is the mother of myriad things Thus, constantly without desire, one observes its essence Constantly with desire, one observes its manifestations These two emerge together but differ in name The unity is said to be the mystery Mystery of mysteries, the door to all wonders Chapter 2 When the world knows beauty as beauty, ugliness arises When it knows good as good, evil arises Thus being and non-being produce each other Difficult and easy bring about each other Long and short reveal each other High and low support each other Music and voice harmonize each other Front and back follow each other Therefore the sages: Manage the work of detached actions Conduct the teaching of no words They work with myriad things but do not control They create but do not possess They act but do not presume

They succeed but do not dwell on success It is because they do not dwell on success That it never goes away Chapter 3 Do not glorify the achievers So the people will not squabble Do not treasure goods that are hard to obtain So the people will not become thieves Do not show the desired things So their hearts will not be confused Thus the governance of the sage: Empties their hearts Fills their bellies Weakens their ambitions Strengthens their bones Let the people have no cunning and no greed So those who scheme will not dare to meddle Act without contrivance And nothing will be beyond control Chapter 4 The Tao is empty When utilized, it is not filled up So deep! It seems to be the source of all things It blunts the sharpness Unravels the knots Dims the glare Mixes the dusts So indistinct! It seems to exist I do not know whose offspring it is Its image is the predecessor of the Emperor Chapter 5 Heaven and Earth are impartial And regard myriad things as straw dogs The sages are impartial And regard people as straw dogs The space between Heaven and Earth Is it not like a bellows? Empty, and yet never exhausted It moves, and produces more Too many words hasten failure Cannot compare to keeping quiet

Chapter 6 The valley spirit, undying Is called the Mystic Female The gateway of the Mystic Female Is called the root of Heaven and Earth It flows continuously, barely perceptible When utilized, it is never exhausted Chapter 7 Heaven and Earth are everlasting The reason Heaven and Earth can last forever Is that they do not exist for themselves Thus they can last forever Therefore the sages: Places themselves last but end up in front Are outside of themselves and yet survive Is it not due to their selflessness? That is how they can achieve their own goals Chapter 8 The highest goodness resembles water Water greatly benefits myriad things without contention It stays in places that people dislike Therefore it is similar to the Tao Dwelling with the right location Feeling with great depth Giving with great kindness Speaking with great integrity Governing with great administration Handling with great capability Moving with great timing Because it does not contend It is therefore beyond reproach Chapter 9 Holding a cup and overfilling it Cannot be as good as stopping short Pounding a blade and sharpening it Cannot be kept for long Gold and jade fill up the room No one is able to protect them Wealth and position bring arrogance And leave disasters upon oneself When achievement is completed, fame is attained Withdraw oneself

This is the Tao of Heaven Chapter 10 In holding the soul and embracing oneness Can one be steadfast, without straying? In concentrating the energy and reaching relaxation Can one be like an infant? In cleaning away the worldly view Can one be without imperfections? In loving the people and ruling the nation Can one be without manipulation? In the heavenly gate's opening and closing Can one hold to the feminine principle? In understanding clearly all directions Can one be without intellectuality? Bearing it, rearing it Bearing without possession Achieving without arrogance Raising without domination This is called the Mystic Virtue Chapter 11 Thirty spokes join in one hub In its emptiness, there is the function of a vehicle Mix clay to create a container In its emptiness, there is the function of a container Cut open doors and windows to create a room In its emptiness, there is the function of a room Therefore, that which exists is used to create benefit That which is empty is used to create functionality Chapter 12 The five colors make one blind in the eyes The five sounds make one deaf in the ears The five flavors make one tasteless in the mouth Racing and hunting make one wild in the heart Goods that are difficult to acquire make one cause damage Therefore the sages care for the stomach and not the eyes That is why they discard the other and take this Chapter 13 Favor and disgrace make one fearful The greatest misfortune is the self What does \"favor and disgrace make one fearful\" mean? Favor is high; disgrace is low

Having it makes one fearful Losing it makes one fearful This is \"favor and disgrace make one fearful\" What does \"the greatest misfortune is the self\" mean? The reason I have great misfortune Is that I have the self If I have no self What misfortune do I have? So one who values the self as the world Can be given the world One who loves the self as the world Can be entrusted with the world Chapter 14 Look at it, it cannot be seen It is called colorless Listen to it, it cannot be heard It is called noiseless Reach for it, it cannot be held It is called formless These three cannot be completely unraveled So they are combined into one Above it, not bright Below it, not dark Continuing endlessly, cannot be named It returns back into nothingness Thus it is called the form of the formless The image of the imageless This is called enigmatic Confront it, its front cannot be seen Follow it, its back cannot be seen Wield the Tao of the ancients To manage the existence of today One can know the ancient beginning It is called the Tao Axiom Chapter 15 The Tao masters of antiquity Subtle wonders through mystery Depths that cannot be discerned Because one cannot discern them Therefore one is forced to describe the appearance Hesitant, like crossing a wintry river Cautious, like fearing four neighbors Solemn, like a guest

Loose, like ice about to melt Genuine, like plain wood Open, like a valley Opaque, like muddy water Who can be muddled yet desist In stillness gradually become clear? Who can be serene yet persist In motion gradually come alive? One who holds this Tao does not wish to be overfilled Because one is not overfilled Therefore one can preserve and not create anew Chapter 16 Attain the ultimate emptiness Hold on to the truest tranquility The myriad things are all active I therefore watch their return Everything flourishes; each returns to its root Returning to the root is called tranquility Tranquility is called returning to one's nature Returning to one's nature is called constancy Knowing constancy is called clarity Not knowing constancy, one recklessly causes trouble Knowing constancy is acceptance Acceptance is impartiality Impartiality is sovereign Sovereign is Heaven Heaven is Tao Tao is eternal The self is no more, without danger Chapter 17 The highest rulers, people do not know they have them The next level, people love them and praise them The next level, people fear them The next level, people despise them If the rulers' trust is insufficient Have no trust in them Proceeding calmly, valuing their words Task accomplished, matter settled The people all say, \"We did it naturally\" Chapter 18 The great Tao fades away There is benevolence and justice

Intelligence comes forth There is great deception The six relations are not harmonious There is filial piety and kind affection The country is in confused chaos There are loyal ministers Chapter 19 End sagacity; abandon knowledge The people benefit a hundred times End benevolence; abandon righteousness The people return to piety and charity End cunning; discard profit Bandits and thieves no longer exist These three things are superficial and insufficient Thus this teaching has its place: Show plainness; hold simplicity Reduce selfishness; decrease desires Chapter 20 Cease learning, no more worries Respectful response and scornful response How much is the difference? Goodness and evil How much do they differ? What the people fear, I cannot be unafraid So desolate! How limitless it is! The people are excited As if enjoying a great feast As if climbing up to the terrace in spring I alone am quiet and uninvolved Like an infant not yet smiling So weary, like having no place to return The people all have surplus While I alone seem lacking I have the heart of a fool indeed – so ignorant! Ordinary people are bright I alone am muddled Ordinary people are scrutinizing I alone am obtuse Such tranquility, like the ocean Such high wind, as if without limits The people all have goals And I alone am stubborn and lowly I alone am different from them

And value the nourishing mother Chapter 21 The appearance of great virtue Follows only the Tao The Tao, as a thing Seems indistinct, seems unclear So unclear, so indistinct Within it there is image So indistinct, so unclear Within it there is substance So deep, so profound Within it there is essence Its essence is supremely real Within it there is faith From ancient times to the present Its name never departs To observe the source of all things How do I know the nature of the source? With this Chapter 22 Yield and remain whole Bend and remain straight Be low and become filled Be worn out and become renewed Have little and receive Have much and be confused Therefore the sages hold to the one as an example for the world Without flaunting themselves – and so are seen clearly Without presuming themselves – and so are distinguished Without praising themselves – and so have merit Without boasting about themselves – and so are lasting Because they do not contend, the world cannot contend with them What the ancients called \"the one who yields and remains whole\" Were they speaking empty words? Sincerity becoming whole, and returning to oneself Chapter 23 Sparse speech is natural Thus strong wind does not last all morning Sudden rain does not last all day What makes this so? Heaven and Earth Even Heaven and Earth cannot make it last How can humans?

Thus those who follow the Tao are with the Tao Those who follow virtue are with virtue Those who follow loss are with loss Those who are with the Tao, the Tao is also pleased to have them Those who are with virtue, virtue is also pleased to have them Those who are with loss, loss is also please to have them Those who do not trust sufficiently, others have no trust in them Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching Chapter 24 Those who are on tiptoes cannot stand Those who straddle cannot walk Those who flaunt themselves are not clear Those who presume themselves are not distinguished Those who praise themselves have no merit Those who boast about themselves do not last Those with the Tao call such things leftover food or tumors They despise them Thus, those who possesses the Tao do not engage in them Chapter 25 There is something formlessly created Born before Heaven and Earth So silent! So ethereal! Independent and changeless Circulating and ceaseless It can be regarded as the mother of the world

I do not know its name Identifying it, I call it \"Tao\" Forced to describe it, I call it great Great means passing Passing means receding Receding means returning Therefore the Tao is great Heaven is great Earth is great The sovereign is also great There are four greats in the universe And the sovereign occupies one of them Humans follow the laws of Earth Earth follows the laws of Heaven Heaven follows the laws of Tao Tao follows the laws of nature Chapter 26 Heaviness is the root of lightness. Quietness is the master of restlessness Therefore the sages travel the entire day Without leaving the heavy supplies Even though there are luxurious sights They are composed and transcend beyond How can the lords of ten thousand chariots Applies themselves lightly to the world? To be light is to lose one's root To be restless is to lose one's mastery Chapter 27 Good traveling does not leave tracks Good speech does not seek faults Good reckoning does not use counters Good closure needs no bar and yet cannot be opened Good knot needs no rope and yet cannot be untied Therefore sages often save others And so do not abandon anyone They often save things And so do not abandon anything This is called following enlightenment Therefore the good person is the teacher of the bad person The bad person is the resource of the good person Those who do not value their teachers And do not love their resources Although intelligent, they are greatly confused

This is called the essential wonder Chapter 28 Know the masculine, hold to the feminine Be the watercourse of the world Being the watercourse of the world The eternal virtue does not depart Return to the state of the infant Know the white, hold to the black Be the standard of the world Being the standard of the world The eternal virtue does not deviate Return to the state of the boundless Know the honor, hold to the humility Be the valley of the world Being the valley of the world The eternal virtue shall be sufficient Return to the state of plain wood Plain wood splits, then becomes tools The sages utilize them And then become leaders Thus the greater whole is undivided Chapter 29 Those who wish to take the world and control it I see that they cannot succeed The world is a sacred instrument One cannot control it The one who controls it will fail The one who grasps it will lose Because all things: Either lead or follow Either blow hot or cold Either have strength or weakness Either have ownership or take by force Therefore the sage: Eliminates extremes Eliminates excess Eliminates arrogance Chapter 30 The one who uses the Tao to advise the ruler Does not dominate the world with soldiers Such methods tend to be returned The place where the troops camp

Thistles and thorns grow Following the great army There must be an inauspicious year A good commander achieves result, then stops And does not dare to reach for domination Achieves result but does not brag Achieves result but does not flaunt Achieves result but is not arrogant Achieves result but only out of necessity Achieves result but does not dominate Things become strong and then get old This is called contrary to the Tao That which is contrary to the Tao soon ends Chapter 31 A strong military, a tool of misfortune All things detest it Therefore, those who possess the Tao avoid it Honorable gentlemen, while at home, value the left When deploying the military, value the right The military is a tool of misfortune Not the tool of honorable gentlemen When using it out of necessity Calm detachment should be above all Victorious but without glory Those who glorify Are delighting in the killing Those who delight in killing Cannot achieve their ambitions upon the world Auspicious events favor the left Inauspicious events favor the right The lieutenant general is positioned to the left The major general is positioned to the right We say that they are treated as if in a funeral Those who have been killed Should be mourned with sadness Victory in war should be treated as a funeral Chapter 32 The Tao, eternally nameless Its simplicity, although imperceptible Cannot be treated by the world as subservient If the sovereign can hold on to it All will follow by themselves Heaven and Earth, together in harmony

Will rain sweet dew People will not need to force it; it will adjust by itself In the beginning, there were names Names came to exist everywhere One should know when to stop Knowing when to stop, thus avoiding danger The existence of the Tao in the world Is like streams in the valley into rivers and the ocean Chapter 33 Those who understand others are intelligent Those who understand themselves are enlightened Those who overcome others have strength Those who overcome themselves are powerful Those who know contentment are wealthy Those who proceed vigorously have willpower Those who do not lose their base endure Those who die but do not perish have longevity Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching Chapter 34 The great Tao is like a flood It can flow to the left or to the right The myriad things depend on it for life, but it never stops It achieves its work, but does not take credit It clothes and feeds myriad things, but does not rule over them Ever desiring nothing

It can be named insignificant Myriad things return to it but it does not rule over them It can be named great Even in the end, it does not regard itself as great That is how it can achieve its greatness Chapter 35 Hold the great image All under heaven will come They come without harm, in harmonious peace Music and food, passing travelers stop The Tao that is spoken out of the mouth Is bland and without flavor Look at it, it cannot be seen Listen to it, it cannot be heard Use it, it cannot be exhausted Chapter 36 If one wishes to shrink it One must first expand it If one wishes to weaken it One must first strengthen it If one wishes to discard it One must first promote it If one wishes to seize it One must first give it This is called subtle clarity The soft and weak overcomes the tough and strong Fish cannot leave the depths The sharp instruments of the state Cannot be shown to the people Chapter 37 The Tao is constant in non-action Yet there is nothing it does not do If the sovereign can hold on to this All things shall transform themselves Transformed, yet wishing to achieve I shall restrain them with the simplicity of the nameless The simplicity of the nameless They shall be without desire Without desire, using stillness The world shall steady itself Te Ching Virtue Classic - Chapters 38 to 81

Chapter 38 High virtue is not virtuous Therefore it has virtue Low virtue never loses virtue Therefore it has no virtue High virtue takes no contrived action And acts without agenda Low virtue takes contrived action And acts with agenda High benevolence takes contrived action And acts without agenda High righteousness takes contrived action And acts with agenda High etiquette takes contrived action And upon encountering no response Uses arms to pull others Therefore, the Tao is lost, and then virtue Virtue is lost, and then benevolence Benevolence is lost, and then righteousness Righteousness is lost, and then etiquette Those who have etiquette are a thin shell of loyalty and sincerity And the beginning of chaos Those with foreknowledge Are the flowers of the Tao And the beginning of ignorance Therefore the great person: Abides in substance, and does not dwell on the thin shell Abides in the real, and does not dwell on the flower Thus they discard that and take this Chapter 39 Those that attained oneness since ancient times: The sky attained oneness and thus clarity The earth attained oneness and thus tranquility The gods attained oneness and thus divinity The valley attained oneness and thus abundance The myriad things attained oneness and thus life The rulers attained oneness and became the standard for the world These all emerged from oneness The sky, lacking clarity, would break apart The earth, lacking tranquility, would erupt The gods, lacking divinity, would vanish The valley, lacking abundance, would wither Myriad things, lacking life, would be extinct

The rulers, lacking standard, would be toppled Therefore, the honored uses the lowly as basis The higher uses the lower as foundation Thus the rulers call themselves alone, bereft, and unworthy Is this not using the lowly as basis? Is it not so? Therefore, the ultimate honor is no honor Do not wish to be shiny like jade Be dull like rocks Chapter 40 The returning is the movement of the Tao The weak is the utilization of the Tao The myriad things of the world are born of being Being is born of non-being Chapter 41 Higher people hear of the Tao They diligently practice it Average people hear of the Tao They sometimes keep it and sometimes lose it Lower people hear of the Tao They laugh loudly at it If they do not laugh, it would not be the Tao Therefore a proverb has the following: The clear Tao appears unclear The advancing Tao appears to retreat The smooth Tao appears uneven High virtue appears like a valley Great integrity appears like disgrace Encompassing virtue appears insufficient Building virtue appears inactive True substance appears inconstant The great square has no corners The great vessel is late in completion The great music is imperceptible in sound The great image has no form The Tao is hidden and nameless Yet it is only the Tao That excels in giving and completing everything Chapter 42 Tao produces one One produces two Two produce three Three produce myriad things

Myriad things, backed by yin and embracing yang Achieve harmony by integrating their energy What the people dislike Are alone, bereft, and unworthy But the rulers call themselves with these terms So with all things Appear to take loss but benefit Or receive benefit but lose What the ancients taught I will also teach The violent one cannot have a natural death I will use this as the principal of all teachings Chapter 43 The softest things of the world Override the hardest things of the world That which has no substance Enters into that which has no openings From this I know the benefits of unattached actions The teaching without words The benefits of actions without attachment Are rarely matched in the world Chapter 44 Fame or the self, which is dearer? The self or wealth, which is greater? Gain or loss, which is more painful? Thus excessive love must lead to great spending Excessive hoarding must lead to heavy loss Knowing contentment avoids disgrace Knowing when to stop avoids danger Thus one can endure indefinitely Chapter 45 Great perfection seems flawed Its function is without failure Great fullness seems empty Its function is without exhaustion Great straightness seems bent Great skill seems unrefined Great eloquence seems inarticulate Movement overcomes cold Stillness overcomes heat Clear quietness is the standard of the world

Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching Chapter 46 When the world has the Tao Fast horses are retired to till the soil When the world lacks the Tao Warhorses give birth on the battlefield There is no crime greater than greed No disaster greater than discontentment No fault greater than avarice Thus the satisfaction of contentment is the lasting satisfaction Chapter 47 Without going out the door, know the world Without peering out the window, see the Heavenly Tao The further one goes The less one knows Therefore the sage Knows without going Names without seeing Achieves without striving Chapter 48 Pursue knowledge, daily gain Pursue Tao, daily loss Loss and more loss Until one reaches unattached action

With unattached action, there is nothing one cannot do Take the world by constantly applying non-interference The one who interferes is not qualified to take the world Chapter 49 The sages have no constant mind They take the mind of the people as their mind Those who are good, I am good to them Those who are not good, I am also good to them Thus the virtue of goodness Those who believe, I believe them Those who do not believe, I also believe them Thus the virtue of belief The sages live in the world They cautiously merge their mind for the world The people all pay attention with their ears and eyes The sages care for them as children Chapter 50 Coming into life, entering death The followers of life, three in ten The followers of death, three in ten Those whose lives are moved toward death Also three in ten Why? Because they live lives of excess I've heard of those who are good at cultivating life Traveling on the road, they do not encounter rhinos or tigers Entering into an army, they are not harmed by weapons Rhinos have nowhere to thrust their horns Tigers have nowhere to clasp their claws Soldiers have nowhere to lodge their blades Why? Because they have no place for death Chapter 51 Tao produces them Virtue raises them Things shape them Forces perfect them Therefore all things respect the Tao and value virtue The respect for Tao, the value of virtue Not due to command but to constant nature Thus Tao produces them Virtue raises them Grows them, educates them Perfects them, matures them

Nurtures them, protects them Produces but does not possess Acts but does not flaunt Nurtures but does not dominate This is called Mystic Virtue Chapter 52 The world has a beginning We regard it as the mother of the world Having its mother We can know her children Knowing her children Still holding on to the mother Live without danger all through life Close the mouth Shut the doors Live without toil all through life Open the mouth Meddle in the affairs Live without salvation all through life Seeing details is called clarity Holding on to the soft is called strength Utilize the light Return to the clarity Leaving no disasters for the self This is called practicing constancy Chapter 53 If I have a little knowledge Walking on the great Tao I fear only to deviate from it The great Tao is broad and plain But people like the side paths The courts are corrupt The fields are barren The warehouses are empty Officials wear fineries Carry sharp swords Fill up on drinks and food Acquire excessive wealth This is called robbery It is not the Tao! Chapter 54 That which is well established cannot be uprooted

That which is strongly held cannot be taken The descendants will commemorate it forever Cultivate it in yourself; its virtue shall be true Cultivate it in the family; its virtue shall be abundant Cultivate it in the community; its virtue shall be lasting Cultivate it in the country; its virtue shall be prosperous Cultivate it in the world; its virtue shall be widespread Therefore observe others with yourself Observe other families with your family Observe other communities with your community Observe other countries with your country Observe the world with the world With what do I know the world? With this Chapter 55 Those who hold an abundance of virtue Are similar to newborn infants Poisonous insects do not sting them Wild beasts do not claw them Birds of prey do not attack them Their bones are weak, tendons are soft But their grasp is firm They do not know of sexual union but can manifest arousal Due to the optimum of essence They can cry the whole day and yet not be hoarse Due to the optimum of harmony Knowing harmony is said to be constancy Knowing constancy is said to be clarity Excessive vitality is said to be inauspicious Mind overusing energy is said to be aggressive Things become strong and then grow old This is called contrary to the Tao That which is contrary to the Tao will soon perish Chapter 56 Those who know do not talk Those who talk do not know Close the mouth Shut the doors Blunt the sharpness Unravel the knots Dim the glare Mix the dust This is called Mystic Oneness

They cannot obtain this and be closer They cannot obtain this and be distant They cannot obtain this and be benefited They cannot obtain this and be harmed They cannot obtain this and be valued They cannot obtain this and be degraded Therefore, they become honored by the world Chapter 57 Govern a country with upright integrity Deploy the military with surprise tactics Take the world with non-interference How do I know this is so? With the following: When there are many restrictions in the world The people become more impoverished When people have many sharp weapons The country becomes more chaotic When people have many clever tricks More strange things occur The more laws are posted The more robbers and thieves there are Therefore the sage says: I take unattached action, and the people transform themselves I prefer quiet, and the people right themselves I do not interfere, and the people enrich themselves I have no desires, and the people simplify themselves Chapter 58 When governing is lackluster The people are simple and honest When governing is scrutinizing The people are shrewd and crafty Misfortune is what fortune depends upon Fortune is where misfortune hides beneath Who knows their ultimate end? They have no determined outcome Rightness reverts to become strange Goodness reverts to become wicked The confusion of people has lasted many long days Therefore the sages are: Righteous without being scathing Incorruptible without being piercing Straightforward without being ruthless

Illuminated without being flashy Chapter 59 In governing people and serving Heaven There is nothing like conservation Only with conservation is it called submitting early Submitting early is called emphasis on accumulating virtues Accumulating virtues means there is nothing one cannot overcome When there is nothing that one cannot overcome One's limits are unknown The limitations being unknown, one can possess sovereignty With this mother principle of power, one can be everlasting This is called deep roots and firm foundation The Tao of longevity and lasting vision Chapter 60 Ruling a large country is like cooking a small fish Using the Tao to manage the world Its demons have no power Not only do its demons have no power Its gods do not harm people Not only do its gods not harm people The sages also do not harm people They both do no harm to one another So virtue merges and returns Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching Chapter 61 The large country is like the lowest river

The converging point of the world The receptive female of the world The female always overcomes the male with serenity Using serenity as the lower position Thus if the large country is lower than the small country Then it can take the small country If the small country is lower than the large country Then it can be taken by the large country Thus one uses the lower position to take The other uses the lower position to be taken The large country only wishes to gather and protect people The small country only wishes to join and serve people So that both obtain what they wish The larger one should assume the lower position Chapter 62 The Tao is the wonder of all things The treasure of the kind person The protection of the unkind person Admirable words can win the public's respect Admirable actions can improve people Those who are unkind How can they be abandoned? Therefore, when crowning the Emperor And installing the three ministers Although there is the offering of jade before four horses None of it can compare to being seated in this Tao Why did the ancients value this Tao so much? Is it not said that those who seek will find, And those with guilt will not be faulted? Therefore, it is the greatest value in the world Chapter 63 Act without action Manage without meddling Taste without tasting Great, small, many, few Respond to hatred with virtue Plan difficult tasks through the simplest tasks Achieve large tasks through the smallest tasks The difficult tasks of the world Must be handled through the simple tasks The large tasks of the world Must be handled through the small tasks Therefore, sages never attempt great deeds all through life

Thus they can achieve greatness One who makes promises lightly must deserve little trust One who sees many easy tasks must encounter much difficulty Therefore, sages regard things as difficult So they never encounter difficulties all through life Chapter 64 When it is peaceful, it is easy to maintain When it shows no signs, it is easy to plan When it is fragile, it is easy to break When it is small, it is easy to scatter Act on it when it has not yet begun Treat it when it is not yet chaotic A tree thick enough to embrace Grows from the tiny sapling A tower of nine levels Starts from the dirt heap A journey of a thousand miles Begins beneath the feet The one who meddles will fail The one who grasps will lose Therefore, sages do not meddle and thus do not fail They do not grasp and thus do not lose People, in handling affairs Often come close to completion and fail If they are as careful in the end as the beginning Then they would have no failure Therefore, sages desire not to desire They do not value goods that are hard to acquire They learn to unlearn To redeem the fault of the people To assist the nature of all things Without daring to meddle Chapter 65 Those of ancient times who were adept at the Tao Used it not to make people brighter But to keep them simple The difficulty in governing people Is due their excessive cleverness Therefore, using cleverness to govern the state Is being a thief of the state Not using cleverness to govern the state Is being a blessing of the state Know that these two are both standards

Always knowing these standards Is called Mystic Virtue Mystic Virtue: Profound! Far-reaching! It goes opposite to material things Then it reaches great congruence Chapter 66 Rivers and oceans can be the kings of a hundred valleys Because of their goodness in staying low So they can be the kings of a hundred valleys Thus if sages wish to be over people They must speak humbly to them If they wish to be in front of people They must place themselves behind them Thus the sages are positioned above But the people do not feel burdened They are positioned in front But the people do not feel harmed Thus the world is glad to push them forward without resentment Because they do not contend So the world cannot contend with them Chapter 67 Everyone in the world calls my Tao great As if it is beyond compare It is only because of its greatness That it seems beyond compare If it can be compared It would already be insignificant long ago! I have three treasures I hold on to them and protect them The first is called compassion The second is called conservation The third is called not daring to be ahead in the world Compassionate, thus able to have courage Conserving, thus able to reach widely Not daring to be ahead in the world Thus able to assume leadership Now if one has courage but discards compassion Reaches widely but discards conservation Goes ahead but discards being behind Then death! If one fights with compassion, then victory With defense, then security Heaven shall save them

And with compassion guard them Chapter 68 The great generals are not warlike The great warriors do not get angry Those who are good at defeating enemies do not engage them Those who are good at managing people lower themselves It is called the virtue of non-contention It is called the power of managing people It is called being harmonious with Heaven The ultimate principle of the ancients Chapter 69 In using the military, there is a saying: I dare not be the host, but prefer to be the guest I dare not advance an inch, but prefer to withdraw a foot This is called marching in formation without formation Raising arms without arms Grappling enemies without enemies Holding weapons without weapons There is no greater disaster than to underestimate the enemy Underestimating the enemy almost made me lose my treasures So when evenly matched armies meet The side that is compassionate shall win Chapter 70 My words are easy to understand, easy to practice The world cannot understand, cannot practice My words have basis My actions have principle People do not understand this Therefore they do not understand me Those who understand me are few Thus I am highly valued Therefore the sage wears plain clothes but holds jade Chapter 71 To know that you do not know is highest To not know but think you know is flawed Only when one recognizes the fault as a fault can one be without fault The sages are without fault Because they recognize the fault as a fault That is why they are without fault

Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching Chapter 72 When people no longer fear force They bring about greater force Do not limit their place Do not reject their livelihood Because the ruler does not reject them Therefore they do not reject the ruler Therefore the sages: Know themselves but do not glorify themselves Respect themselves but do not praise themselves Thus they discard that and take this Chapter 73 The bold in daring will be killed The bold in not daring will survive Of these two, one may benefit, the other may harm The one hated by Heaven – who knows the reason? Even the sages still find this difficult The Tao of Heaven: Does not contend and yet excels in winning Does not speak and yet excels in responding Is not summoned and yet comes on its own Is unhurried and yet excels in planning The heavenly net is vast Loose, and yet does not let anything slip through

Chapter 74 People do not fear death How can they be threatened with death? If people are made to constantly fear death Then those who act unlawfully I can capture and kill them Who would dare? There exists a master executioner that kills If we substitute for the master executioner to kill It is like substituting for the great carpenter to cut Those who substitute for the great carpenter to cut It is rare that they do not hurt their own hands Chapter 75 The people's hunger Is due to the excess of their ruler's taxation So they starve The people's difficulty in being governed Is due to the meddling of their ruler So they are difficult to govern The people's disregard for death Is due to the glut in their ruler's pursuit of life So they disregard death Therefore those who do not strive for living Are better than those who value living Chapter 76 While alive, the body is soft and pliant When dead, it is hard and rigid All living things, grass and trees, While alive, are soft and supple When dead, become dry and brittle Thus that which is hard and stiff is the follower of death That which is soft and yielding is the follower of life Therefore, an inflexible army will not win A strong tree will be cut down The big and forceful occupy a lowly position While the soft and pliant occupy a higher place Chapter 77 The Tao of Heaven Is like drawing a bow Lower that which is high

Raise that which is low Reduce that which has excess Add to that which is lacking The Tao of heaven Reduces the excessive And adds to the lacking The Tao of people is not so It reduces the lacking In order to offer to the excessive Who can offer their excess to the world? Only those who have the Tao Therefore sages act without conceit Achieve without claiming credit They do not wish to display their virtue! Chapter 78 Nothing in the world is softer or weaker than water Yet nothing is better at overcoming the hard and strong This is because nothing can replace it That the weak overcomes the strong And the soft overcomes the hard Everybody in the world knows But cannot put into practice Therefore sages say: The one who accepts the humiliation of the state Is called its master The one who accepts the misfortune of the state Becomes king of the world The truth seems like the opposite Chapter 79 After settling a great dispute There must be remaining resentments How can this be considered good? Therefore the sage holds the left part of the contract But does not demand payment from the other person Those who have virtue hold the contract Those without virtue hold the collections The Heavenly Tao has no favorites It constantly gives to the kind people Chapter 80 Small country, few people Let them have many weapons but not use them Let the people regard death seriously

And not migrate far away Although they have boats and chariots They have no need to take them Although they have armors and weapons They have no need to display them Let the people return to tying knots and using them Savor their food, admire their clothes Content in their homes, happy in their customs Neighboring countries see one another Hear the sounds of roosters and dogs from one another The people, until they grow old and die Do not go back and forth with one another Chapter 81 True words are not beautiful Beautiful words are not true Those who are good do not debate Those who debate are not good Those who know are not broad of knowledge Those who are broad of knowledge do not know Sages do not accumulate The more they assist others, the more they possess The more they give to others, the more they gain The Tao of heaven Benefits and does not harm The Tao of sages Assists and does not contend Tao Te Ching by Lao-tzu Gregory Bodenhamer PeopleNology PeopleNology PeopleTopia PeopleTopian GregoryBodenhamer@Live.com PeopleNology@Hotmail.com (Sacred Books of the East, Vol 39) [1891] 81 Verses Tao Te Ching English Version Gregory Bodenhamer PeopleNology Nollijy University Mechanicsburg Pa 17055 Tao Te Ching

PeoplePlication Table The PeopleNology 12 Evolutionary Absolutes and Mother Earth Laws People Verdicts by PeopleNology Gregory Bodenhamer Ph.D. Powerful Human Development PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006-2008 Nollijy University State College Pa Search PeopleNology > PeopleTopia > Pretoria > PeopleTopians > Gregory Bodenhamer > ParentTopia Nollijy People University Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.c om 12 Verdicts Of PeopleNology Pretoria Evolution You Must Understand Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering Focus PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Univer- sity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006-2008 Nollijy University State Col-

lege Pa Evolutionary instincts require that you focus your thoughts, talents, energies on something to be successful. Where you are today suggests and indicates that you did or did not focus on the good things for you, your family or your company. Your mind is the perfect receptacle and data base and remembers, recalls and stores billions of bits of information. You must focus your thoughts first before you can focus the thoughts of other people. Every dismal secret, match problem, love affair, operating performance is stored within your mind. You decide what to focus on so do not allow other people to start confusing you as they know control your focus. Fo- cus is the shameless invention of evolution. Nature forces you to focus on the hunt, girl, water, bridge, project to allow success in anything you attempt or do. Mastering your focus masters your life and the conditions of your life and business that surrounds you. People without focus can be persuaded into your domain. All people have the trait of focus but the mjority have not mastered the clutter in their mind. Blind hope because you give them no choice. \"We must try this, I hope this works!\" Here, the follower employee is desperate for some solution. What the manager is offering is either the only option they see based on education, experience and emotions or the best of a relatively weak set of choices. If a person really wants two pieces of bread they will leave you if you offer them only one. If you cannot provide them with a solution and they have no current alternatives they will follow you for a short period of time. Most Commercial Truck Drivers stay for a very few months, long enough to capture their bonus for signing on and staying for a while. The employee of Blind hope is now following for lack of alternatives. They’ll take the one piece of bread, the early start time, the late night Friday shift only until you persuade them to stay or change your system to meet their needs. The employed human being is not in agreement with you at all even though they agree with you at the time. People serve their interests first and try and fit yours into their day if you can persuade them to do so. This example employee is not a happy employee and they will deliver to you bad results, bent bumpers, customer complaints and the host of things you must remove to grow service and profit. PeopleNology shows you how to identify people, through their actions and traits that allows you to persuade and convince them of certain things at certain times. Executives should watch out for these Blind hope followers as they are either looking for a job or at the very least hurt your company. Any person that is disappointed with the company or disillusioned about the mission must be removed. Companies today, due to the so-called driver shortage, allow employees to destroy customers, equipment, service agreements and relationships due to the fear of driver turnover.

You must have people believe in the company mission. You must have people believe in you and your executive management staff. PeopleNology is the perfect solution to poor quality, employee turnover, non-compliance, poor service and lower operating margins. Most companies have hopeful follower employees, fair weather friends and sunshine boys that will jump ship and follow others if another company or group gives them more hope. Action PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Univer- sity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You must separate the relevant from the irrelevant. Actions knows no laws expect evolutionary laws. You become motivated by taking actions, you do not take true actions because you become motivated. Focus on what you want and then apply actions upon the topic. If your focus is to hire better people apply your actions against that priority. Aiming so low will produce lower results so always take actions at the highest possible level. Never write a Vice President. Al- ways write, speak, communicate to the highest authority. If a persons results have been wounded by lack of focus you must relieve this negative by allowing and persuading focus and actions. Never wait as it’s the opposite of positive and actions. Make all the plans you want but without actions there is no result. A newspaper reporter does not wait on the news. Managers must gather through actions, focus on what’s important and create the result. Never let the sleeping dog lie, take action. Faith in the leader provides significant hope.

\"What a great manager. If anyone knows the answer, she does !\" In this situation, the follower is blind to the solution but is following because they have such faith in the leader. You must remember that a follower is not a leader. Sounds silly we know but followers look for leaders because without them they’re lost and wander around from place to place. Motor freight truck driver turnover called churning demonstrates this clearly. Without hope and strong leadership drivers come and go and simply churn up the waters with their movements. By some majic or genius leaders are expected to provide all solutions to all problems upon demand. In the reality of PeopleNology your skill set will now include the ability to provide relief, inspiration and guidance from a distance or in person that provides real hope and results for the future. Faith in the leader can lead to disappointment as all leaders are not qualified. If you have managers and supervisors that have the faith of your people it’s the perfect opportunity to introduce PeopleNology to their skills. Without the proper skills your managers will lead your people to accepting situational explanations rather than point the finger at problems and leadership. Leadership without skills is the blind leading the blind. Results are produced by skills in action and providing instant leadership on demand. If your turnover rate is too high, claims too high, tractor and trailer damages mounting you most likely have a leader that has the faith of the people, liked by many people, produces adequate results but will never lead you to the promised land. Follower employees will guard leaders in which they have faith and never solve root cause problems, create the better mouse-trap, provide substantial profits. Many of a good leader has lead people over the cliff with all good intentions. Take the time and learn PeopleNology and give them the skill set to increase revenue, customer satisfaction and profits. Your people must have faith in the people that deserve their trust and admiration or its just a popularity assignment. Service PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your

success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You must provide service to other people. The service to others is extremely useful to your own great success. You must offer the product, service, helping hand etc that helps another human being. Service is the absolute necessity that makes the world go round and round. The well- being of another human is based on the services, helping hand, knowledge, advice etc that you may offer them. Service is helping. Helping another must be harmless and within a business is created through a institution that you call a business. Stand around the airport and hand out brochures and watch all the people avoid you. Stand at the grocery store and hand out free food and gather a crowd. Handing out a brochure means that you.. Want something.. Handing out free food means you are giving something really good to another human being. Do not conform, create the original idea to help other people. The only privilege you have is to help another. Helping is valuable even if the customer cannot afford the product. People are nomadic y evolutionary nature, we’re always moving, getting a divorce, changing jobs which requires us to need hundreds of services over and over again. Offer your service at every corner, a new customer will arrive shortly. Making noise or speeches like presentations mean nothing unless you focus - take actions and provide a service. Every customer or prospect is just like Adam and Eve in evolutionary terms. The education and experiences have changed but the internal emotional human has remained the same. Chickens still lay eggs, people still hold hands, people still need friends. Stop the thought of customer creations and start making friends, real friends. Never leave a person hungry. Questions PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ

Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You cannot start or sustain anything without questions. The noise of questions creates the noise of answers. Many companies fail because they offer a service no one wants. Questions and An- swers provide the rudder of your ship, without questions you have no wind in your sails. Ask people what they want and need because it’s two very different things. People want millions of things but really successful people provide what people need first and then give them what they want. Human beings accept honest questions that you care about them. Only friendly and caring people ask honest questions. Their problems and needs are found within the answers to your questions. To improve the mood of another human simply ask a nice question. Your next sales call should be 90 percent questions. The obscurity of the answer may provide you with a brand new invention or process or product and service. Answers are verdicts from another person. Why are you leaving our company? Will a new office help you decide to stay? People verdicts are the primary way of us learning about others. If you know the evolutionary drivers found inside peoplenology you can predict, sway or change the verdicts of people before they become public. Understand that people always, the majority of the time, have the answers you want. People walk the earth with verdicts. Change PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering You cannot start anything without change. People change their verdicts all the time based on their evolutionary emotional drivers, type of education and their life experience levels. Your best friend changes every day. You change every day and other people don’t know it. Change requires change. Shadings of character, manners, feelings, performance levels, rates of pay, ambitions are changing right now, change is everywhere. Change is the motivating force that

builds the bridge to cross the river, the new tractor and trailer design. Change is trying to force your focus so you will take actions and ask the right questions to allow the better life for you, the planet, your friends through better services. Change is not the novelty that some may think. Change creates the new opinion, the new company and gets rid of all the petrified opinions and companies that are not seeking answers all the time. You have to trust change as it is the climax of your education and experiences that drive you to learn the new opera around you. One naturally hates change even though it keeps you alive. Change, in your mind, may be unjustifiable and cause your short term suffering, but embracing change starts the banging and slamming of questions, answers, new products and services. Even i beyond your belief, change is right now. Nothing stays the same so don’t hang on to anything business plan too long. You should initiate change, racking your mind, using all your stored up memory alongside new knowledge like peoplenology to make something new. Change can create pain so help people. Change is not the favorite thing of most people as their loyalty is to the old shoes, the best old friend, the company they always use. Change will scare people and you have to help fearful humans. Make sure you have something worth while and honest, people will follow. Your opinion of your product has no value just the opinion and perception of the customer has value. Opinions, thoughts, ideas, aspirations are always simply just opinions and are individually and collec- tively at war with each other all the time. Change is the opportunity that works for you, seldom able to stop change to ride with it as it is an opportunity. Rapport PeoplePlication Principle by PeopleNology Gregory Bodenhamer Ph.D. Nollijy Uni- versity PeoplePlication Table, The PeopleNology Evolutionary Absolutes PeopleNology Nollijy University Gregory Bodenhamer Ph.D. Psychology based Business Peo- ple Solutions for Motor Freight Transportation. PeoplePlication allows you to multiply your success as you combine the power of evolutionary secrets. by Ph.D. Gregory Bodenhamer All Rights Reserved 2006 Nollijy University State College Pa Motor Freight Trucking Expert Consulting Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques into Truck Driver Recruiting & Retention Results Social and System Motor Freight Trucking Engineering PeoplePlicationÒ Write for FREE information; PeopleNology@hotmail.com There are many reasons to follow PeopleNology Free Newsletter inside your trucking company. Recruiting & Retention Truck Driver Recruiting & Retention Results Social Engineering for Remarkable Profits - System & Design for Motor Freight Trucking Engineering Rapport is not a common habit but people do enjoy company, friends, associates, peer groups etc. A private conversation with friends is the fastest way to build rapport. Removing hundreds of emotional filters are required to allow the real rapport building with another human being. Friends are really scattered delights that come and go, we just have favorites at times and we call them our best friends. To build a rapport you must have something in common. We work together, baseball, children etc. Disputed matters like political and religious thoughts and ideas

Re Thinking Your Own Success And Greatness Willy Nilly Book Making People Become Great People Nology Gregory Bodenhamer 2008

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