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The Human Being
Gregory Bodenhamer
Slide 3: If you can learn these few things, really learn them, study and apply what
Gregory Bodenhamer teaches, you’re going to change your success rate, inspire
other people, forget about the price of gasoline and start helping other people.
PeopleNology is being taught around the world, one human being at a time.
Nollijy University Research Institute sponsors the white paper research and
people, around the world are taking notice. PeopleNology Slide 4: There are
many areas of preferences that people have that shape cultures. There are,
within these, a few which are of particular influence around change. There are
many reasons learn and use PeopleNology By Gregory Bodenhamer Ph.D Nollijy
University Research GregoryBodenhamer@Live.com Slide 5: Motivation: The
overall subject of what drives us. Processing: The thinking that leads to action.
Behaviors: That result from our decisions. Culture: How we socially act together.
Learning Theory: How we get to make sense. Personality: What makes us who
we are. Power: Our capability to act. Where we get it and how we use it. Slide 6:
Social Research: philosophers, philosophies and the search for meaning. Stress:
What winds us up. PeopleNology Slide 7: 1 Fear of retribution Following out of
fear is not so much following as being tugged along at the end of a rope. Slide 8:
2 Blind hope Here, the follower is desperate for some solution, and what the
leader is offering is either the only option they see or the best of a relatively weak
set of choices. Slide 9: 3 Faith in leader In this situation, the follower is blind to
the solution but is following because they have such faith in the leader, they
believe that they will, by some magic or genius, provide the answer to the

follower's needs. PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 4 Intellectual agreement Here, the follower
understands the logic of the argument that the leader is Slide 10: putting forward
and hence is following the rationale rather than the leader as a person, who they
may respect but are not blindly following. 5 Buying the vision When people buy a
vision, they are emotionally closing on a view of the future that is appealing to
them in some way and pulls them forward. 6 Followers and Respect When a
person is evaluating a situation and deciding whether to collaborate (and hence
become a follower), they judge both the leader and also the solution the leader is
Slide 11: offering to determine what action they will take. 7 Respect for the leader
When the leader is respected, which means they are at the very least trusted and
probably liked as well, then this enables the leader to make proposals that
followers will take seriously. 8 Respect for the solution When the solution is
respected, then the respect for the leader is not as important, although if the
leader is not respected then the followers may doubt the ability of the leader to
make the right choices along the way. Slide 12: 9 Followers and Trust People
follow those they trust. 10 Care and concern We all have a very basic need for
safety, which we can get either by taking control ourselves, or, as followers do,
ceding this to our leaders. 11 Passive concern Leaders make choices that can
harm people. If you carefully avoid harming me, then I can trust you. 12 Active
care Slide 13: Beyond a passive concern is the active care where you may take
deliberate action, which you would not otherwise take, to look after and actively
care for me. 13 Reliability Leaders need for their followers to trust that they will
do as they say they will do. 14 Keep your promises A simple rule for leaders is :
'Do what you say'. Keep your promises. 15 Honesty Slide 14: The problem with
honesty is that the short-term implications can be bad for leaders. 16 Tell the
whole truth If you always tell the truth, including the unvarnished whole truth and
bad news that others might hide, then I know that when you say something, I
have the complete story. 17 Followers and Liking If I do not like you, then I will
not follow you. 18 Goodness If I judge you to be good, then I know Slide 15: you
have similar values to me. 19 Similarity We use external similarity as a short- cut
to determine if a person is like us on the inside. 20 Vulnerability We see
ourselves as vulnerable, often with the sense of being a child that we all have to
some degree. We see our failings, our limitations, and weaknesses.
PeopleNology 21 Followers and Support Slide 16: People follow those that help
them. 22 Goals Where the personal goals of the followers are aligned with the
direction that the leaders is pointing, then it seems like a good idea to follow the
leader, especially if it looks like they will be able to help me get what I want. 23
Support I will also follow a person who actively helps me to get what I want. 24
Followers and Ideas Slide 17: People will follow an idea, but not constraining

objectives, then I may do it, but not in a way that makes me want to follow you.
25 Objectives as instructions Objectives are useful in most organizations, of
course, but they are often presented as fixed instructions, telling people what to
do and how to do it in so much detail that it leaves little to the imagination.
PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com Slide 18: 26 Objectives as ideas Objectives can
be used to motivate and leaders can make effective use of formal systems of
objective-setting to provide effective challenge and stimulation that will motivate
people not only to do the work but also to follow the leader. 27 Ideas as
inspiration Inspiration occurs when an idea both aligns with my values and also
gives me a sense of possibility, of what is not now but which could be in the
future. It might thus change my beliefs and mental models. Slide 19: 28 Context
Analysis When investigating change it is important to understand the context
within which the current situation is operating. 29 External context The external
context that affects the organization provides the forces to which the business
must react and are common root causes of the need for change. 30 PESTLE
forces The broader business climate includes Slide 20: the external sea in which
the business and its competitors must swim and provides the ultimate playing
ground. PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 31 Market forces Within the chosen markets,
forces as price pressures, competitive shifts, customer demands and so on may
be creating business tensions. 32 Internal context Slide 21: As well as the
external context, there are many contextual factors within organizations that can
lead to the need for change. 33 Driving objectives Out of the external forces and
internal ambitions, business leaders identify the key purposes and objectives that
they want to achieve and hence achieve success in the organization. 34
Organizational alignment An aligned organization has its processes, technology,
reporting structures and individual objectives all aligned with one another. Slide
22: 35 Organizational capability As well as alignment, an organization needs its
people to be able to complete work given to them. 36 Leadership Leadership is a
subject which includes a great deal about changing people's minds, often in
fundamental ways. 37 Follower ship The nature of leadership can perhaps be
best understood by turning the coin over and studying follower ship. 38 The
Leader-Follower loop Slide 23: Leaders who want to create true followers do not
just stand at the front of the army, yell 'charge' and then run forward. 39
Followers respond Followers are seldom blind. They are human. 40 Gossip If the
leader does something that concerns them, then they will voice these concerns
to one another long before letting the leader know. 41 Pack response Slide 24:
There may well be some level of pack response from followers. PeopleNology
Gregory Bodenhamer Ph.D Powerful Human Development Social System

Process Engineering & Design Mechanicsburg Pa 17055
GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.com
PeopleNology@Hotmail.com Seminars Workbooks Publications Classroom
Consulting White Papers 42 Leaders adjust If leaders do not do anything about
the situation, then followers, who are volunteers, remember, will abandon in
droves. Slide 25: 43 Noticing At some point in the proceedings, the leader
notices that followers are not as inclined to follow as they once were.
PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com PeopleNology Business Management
Philosophy Extreme Business Energy Human Resources The Human Being
Slide 26: Gregory Bodenhamer 44 Diagnosing When the shift in follower
behavior is noticed, the next step is to figure out why, and particularly to know
whether and how to connect this to the leader's own words or actions, or at least
to external events that have shifted the playing field. 45 Adjusting When you
know where it is going and why it happened, then you can do something about it.
Slide 27: 46 The dance continues And so the band plays on. It is a closed
system, with followers responding to leaders, who themselves adjust in response
to this. Leadership and follower ship is thus an ongoing dance. 47 Structural
Analysis There are many structures within an organization which influence
people's behavior. 'Function follows form' is a relevant saying. 48 Organizational
structure The hierarchical organization with its 'scalar chain of command' is at the
heart of most organizations. Slide 28: 49 Process structure People work within
processes, which may stretch across functions or be contained within them. 50
Motivational structure There are deliberate structures in the organization that
seek to motivate people. Typically, this is based on financial reward. 51 Social
structure Overlaid across the organization is another invisible structure which is
made up of the many and complex social relationships across the Slide 29:
company. 52 Physical structure The physical structure of the organization can
have a very significant effect on the social structuring. 53 Causal Analysis An
excellent question when analyzing around change is 'why?' Causal Analysis
seeks to identify and understand the reasons why things are as they are and
hence enabling focus of change activity. PeopleNology Gregory Bodenhamer
Mechanicsburg Slide 30: Pa GregoryBodenhamer@Live.com 54 Root causes
The basic principle of causal analysis is to find causes that you can treat rather
than treating symptoms (which, as all doctors know, seldom effects a lasting
cure). 55 Ask why five times The trick with seeking root causes is to keep
looking. When you ask 'why' of something, you will get a nearby direct cause. If
you keep asking 'why' of each answer, you will Slide 31: eventually get to a
cause that you can act on. 56 Cause-effect diagram The Cause-effect Diagram is
a simple hierarchical tool that is used to break down cause into a tree-structure,

allowing you to follow individual streams of possible cause. 57 Circular causes
Many causes are not linear but instead act in circles, much as births lead to
population increase which leads to even more births. 58 Systemic cause Slide
32: In systemic problems, the cause is found in the whole system, with the
problem distributed across multiple related causes, all of which conspire together
to cause the identified effect. 59 Vicious spirals and virtuous circles Circular
cause leads to exponential increases or decreases that are very difficult to
interrupt. 60 Creating a positive culture A positive culture is the holy grail of many
change activities. 61 Develop a sense of history Slide 33: History is important to
people, giving them a sense of identity and belonging. Just look at how
genealogy becomes more important to people as the grow older. 62 Create a
sense of one-ness Leaders who bring people together talk about 'us' more than
'I'. They propagate the stories of history and present stories that create a sense
of togetherness. 63 Promote a sense of membership Belonging also comes from
the benefits that people gain, so work on the reward and recognition system. 64
Increase contact and exchange Slide 34: Help people stay in touch with one
another. This is particularly important in a global or otherwise distributed
organization. PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 65 Social distance We like to keep our distance
from others and there are very specific social rules about how close we can go to
others in particular situations. PeopleNology Slide 35: Gregory Bodenhamer
Ph.D Powerful Human Development Social System Process Engineering &
Design Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com
NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com
Seminars Workbooks Publications Classroom Consulting White Papers 66 Why
the distance Regulating the distances between us and other people provides us
with several benefits. 67 Social distances The social distances here are
approximate, of course and will vary with people. Slide 36: 68 Public Zone 12
feet The public zone is generally over 12 feet. That is, when we are walking
around town, we will try to keep at least 12 feet between us and other people. 69
Social Zone 4 - 12 feet Within the social zone, we start to feel a connection with
other people. 70 Personal Zone 2-4 feet In the personal zone, the conversation
gets more direct, and this is a good distance for two people who are talking in
earnest about something. Slide 37: 71 Intimate Zone < 2 feet When a person is
within arms reach or closer, then we can touch them in intimate ways. 72 Varying
rules The rules about social distance vary with different groups of people. 73
Town and country People who live in towns spend more time close to one
another and so their social distances may compact somewhat. 74 Different
countries Slide 38: Different countries also have different rules about social
distances. 75 Preferences What makes us different? 76 Preference scales There

are many scales of preference. Note that there are two styles that are commonly
used. 77 Feedback and reward A major driver of people in companies and hence
their culture is the general feedback and specific rewards that tell Slide 39: them
they are doing a good or bad job. 78 Risk Uncertainty and risk are something
that some people hate and some people thrive on. 79 Solidarity Solidarity is the
degree to which people think together in the same ways, sharing tasks and
mutual interests. 80 Sociability Sociability comes from mutual esteem and
concern for ones colleagues. 81 What is culture? Slide 40: Culture is the
collective programming of the human mind that distinguishes the members of
one human group from those of another. Culture in this sense is a system of
collectively held values. Culture is the deeper level of basic assumptions and
beliefs that are shared by members of an organization, that operate
unconsciously and define in a basic ‘taken for granted’ fashion an organization's
view of its self and its environment. A simple way of defining culture is: Culture is
a system for differentiating between in-group and out-group people. 82 Culture
as shared meaning Slide 41: Culture is very much about groups, and a basic
need of groups is to be able to communicate, both at a superficial level (for which
ordinary language largely suffices) and also at a deeper level of meaning. 83
Culture as behavioral rules When a group of people are to exist together, they
need a set of rules that helps everyone know what to do in various
circumstances, from arguing with one another to dealing with outsiders. 84
Change Complexity Analysis Change Complexity Analysis seeks to identify how
difficult a change project Slide 42: will be. The more complex the project, the
more carefully the project will need to be managed. PeopleNology Gregory
Bodenhamer Mechanicsburg Pa GregoryBodenhamer@Live.com 85 Elements of
Culture What are the visible attributes of culture? What are the elements that you
can point to and say 'that is there to show and sustain this culture? 86 Artifacts
Artifacts are the physical things that Slide 43: are found that have particular
symbolism for a culture. They may even be endowed with mystical properties. 87
Stories, histories, myths, legends, jokes Culture is often embedded and
transmitted through stories, whether they are deep and obviously intended as
learning devices, or whether they appear more subtly, for example in humor and
jokes. 88 Rituals, rites, ceremonies, celebrations Slide 44: Rituals are processes
or sets of actions which are repeated in specific circumstances and with specific
meaning. 89 Heroes Heroes in a culture are named people who act as
prototypes, or idealized examples, by which cultural members learn of the correct
or 'perfect' behavior. 90 Symbols and symbolic action Symbols, like artifacts, are
things which act as triggers to remind people in the culture of its rules, beliefs,
etc. 91 Beliefs, assumptions and mental models Slide 45: An organization and
culture will often share beliefs and ways of understanding the world. 92 Attitudes

Attitudes are the external displays of underlying beliefs that people use to signal
to other people of their membership. PeopleNology Gregory Bodenhamer
Mechanicsburg Pa GregoryBodenhamer@Live.com PeopleNology Gregory
Bodenhamer Ph.D Powerful Human Development Slide 46: Social System
Process Engineering & Design Mechanicsburg Pa 17055
GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.com
PeopleNology@Hotmail.com Seminars Workbooks Publications Classroom
Consulting White Papers 93 Rules, norms, ethical codes, values The norms and
values of a culture are effectively the rules by which its members must abide, or
risk rejection from the culture (which is one of the most feared sanctions known).
94 People complexity The major additional complexity that change projects add
over other projects is Slide 47: the potential problems around people. 95 Scope
of impact When some things are changed, they have a significant ripple on other
things. Thus, for example, changing a company policy or an organizational goal
will have a very broad impact on whoever is involved. 96 Amount of work The
'what' of change equates to the amount of work that needs to be done. This does
not necessarily equate to how many people are affected. 97 Complexity of work
Slide 48: Some work is easy to do, whilst other work requires significant
expertise, such as when new products or complex IT systems need to be
developed. 98 Who is changed The most difficult work of change is often around
people. 99 Numbers of people When you have to change a lot of people then,
even if the change is small, the job will not be that easy. When you have a lot of
people to change, then you may find that someone, somewhere will be more
trouble than the rest of people put Slide 49: together. 100 Degree of resistance If
you are going to implement a change that will highly unpopular into an
organization where authority is devolved to a low level (for example where most
people are 'professionals'), then you must expect a significant level of resistance.
101 Sponsorship of change In change projects, the normal hierarchy of
management control is Slide 50: often broken as the project stretches across
many parts of the organization. 102 Initiating sponsor This is the person who
starts the change project and may well be the person with whom you meet at the
first meeting. 103 Key sponsor This is one person (often the most senior
manager) who can resolve the stickiest of problems, such as differences
between other primary sponsors, and who provides the ultimate authority for the
project. 104 Primary sponsors Slide 51: This is a small group of managers whose
support is critical and who have sufficient clout to unblock most problems,
including problems with secondary sponsors. 105 Secondary sponsors
PeopleNology Business Management Philosophy Extreme Business Energy
Human Resources The Human Being Gregory Bodenhamer These are
managers whose support is needed, albeit at a limited level. They are important

at least as they have the Slide 52: ability to block change. 106 The role of
sponsors The sponsors of the project can play a number of roles in the change
project. 107 Sponsorship trap Mismanaging sponsorship is perhaps one of the
main reasons why change projects fail. A common sponsorship trap occurs
where sponsors see their role as an early agreement, but with no further
engagement. 108 Power Words There are words that are hardly noticed. Slide
53: There are words that stand out. 109 God words Sometimes words arise in a
society or even across societies which, like a God, demand absolute obedience.
110 'In' words Within companies and specific social groups, God words if I say
'this is profitable' to an executive, he or she will be hard put to turn me down. 111
God talks jargon Jargon words can very often be God words, as they have
special meaning to closed groups. Slide 54: PeopleNology Gregory Bodenhamer
Ph.D Powerful Human Development Social System Process Engineering &
Design Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com
NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com
Seminars Workbooks Publications Classroom Consulting White Papers 112 Devil
words Just as God terms give you power, there are also words which will sap
your power. Using these in a positive sense is taking your life in your hands.
Slide 55: 113 Devil word repulse Devil words are so repulsive and so scary,
people will quickly turn away from them. 114 Non-PC words Non-politically-
correct words were once quite acceptable, but as society's values changed and
people realized that they were using something unacceptable, it made them run
even harder away from them. 115 Insults Beyond non-PC words, variations can
easily become pejorative and intended to insult, denigrate and belittle. Slide 56:
116 Charisma words Between God and Devil words are words that invoke
particular effects on other people and can make you appear to have a mystical
persuasive charisma. 117 Context counts The power effect of the words you use
depend on the context within which you use them. 'Profit' is very likely to be a
God word in most companies, yet in the public services it may well be a Devil
word. 118 Don't over-do it! If you are going to use power words Slide 57:
effectively, then they should have a subtle effect. 119 Persuasive language All
use of language can act to persuade, and there are many other pages in the
language section of this site that include persuasive elements. 120 Culture
Culture is what happens when people get together. It tells us how to behave and
agree. Understanding the culture of a team, organization or country can Slide 58:
make a lot of difference when you want to change minds. 121 Retention
techniques When a person is converted to a particular set of beliefs, then it has
been found that, particularly if coercive or authoritarian methods were used, then
most people will, if there is no effort to sustain the change, will drift back to their
original beliefs. 122 Diagnosing change When you are faced with a situation

where change seems to required, one of Slide 59: the early activities is to
investigate more fully, to understand context, causes and so on, so you can plan
to implement changes that will actually improve things. 123 Historical Review
Much of the reasons why change is required is rooted in the history of the
organization. History can also give you lots of very useful information about how
your plans may go astray. For these and more reasons, it can be a good idea to
look backwards before you look forwards. 124 Look at the external climate When
times are ripe and the pickings Slide 60: are easy, then companies do not have
to be very innovative to thrive. 125 See the innovation and change Companies
often start with innovation, but this does not always continue. Look at the great
new products that appeared and how they wowed the market. Look for
incremental innovation that shows a sustained push to stay ahead of the curve.
126 Watch for the curse of success When you have a successful product range,
it can last for such a long time that you forget how to innovate. Slide 61: 127
Look at the records Companies may have many records that tell you a story,
filling the details and confirming or disconfirming your suspicions. PeopleNology
Gregory Bodenhamer Ph.D Powerful Human Development Social System
Process Engineering & Design Mechanicsburg Pa 17055
GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.com
PeopleNology@Hotmail.com Seminars Workbooks Publications Classroom
Consulting White Papers 128 Look at the finances Slide 62: The finances of the
company will tell you about the fundamental ups and downs. They will show you
the profitable and less profitable times and where change became an imperative
rather than a possibility. PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 129 Look at the words Written records such as
company reports, meeting minutes and so on will also tell a story. Especially
those around times of change, you will see what the real priorities of the
organization are. Slide 63: 130 Listen to the people The people of the
organization are perhaps the best resource for finding out about the company
history. 131 Listen to the old timers Find the people who have been around since
the year dot. Most organizations have people who have survived the ups and
downs and who are, to a large extent, the living historians of the company. 132
Hear the range of stories Get to people in all positions, high and low. Listen to
the stories of power and Slide 64: politics. 133 Hear the critical events Listen for
the critical events of change within the organization and what happened next.
134 Look at the history of change In looking through the areas above, most of all
look at how people and the organization as a whole managed change. 135
Watch for change readiness A change-ready organization is alert and ready.
Change does not faze it. People do not fear different things, but Slide 65: look
forward with interest and excitement to the challenge of the new. 136 Watch for

change capability It is one thing to be ready for change -- it is another to be good
at it. Look at the history of change success and change failure, and try to
determine the critical factors that made the difference. 137 Driving objectives Out
of the external forces and internal ambitions, business leaders identify the key
purposes and objectives that they want to achieve and hence achieve Slide 66:
success in the organization. 138 Organizational alignment An aligned
organization has its processes, technology, reporting structures and individual
objectives all aligned with one another. 139 Organizational capability As well as
alignment, an organization needs its people to be able to complete work given to
them. This is often assumed to be largely about motivation and skill but, although
these may be factors, they are often not as significant as initially assumed. Slide
67: 140 Culture and change Culture is a perennial problem in change projects
and needs to be carefully understood, especially if there is any expectation or
desire to change the culture as a part of the project. Culture includes common
values, attitudes and consequent behaviors. It directs how people make
decisions and how they react to change. It can also vary within an organization,
for example a 'leading edge' attitude may be found in research departments and
'customer first' value in service areas. There are many areas of preferences that
people have that shape cultures. There are, within these, a few which are of
particular influence around change. Slide 68: PeopleNology Gregory
Bodenhamer Mechanicsburg Pa GregoryBodenhamer@Live.com 141 The focus
on task or people Understanding the balance of focus on task vs. person will help
you understand the way the leaders of the organization are likely to make
decisions. 142 Task first When there is a focus on task before people, then
change may well be harsh and thoughtless. People will be hired Slide 69: and
fired without a second thought. 143 People first When the leaders have a people-
first focus, then they may hold back from difficult decisions that will hurt others.
144 The focus on risk or safety Depending on the risk bias, people will seek or
avoid risk. Change often appears to be very risky. 145 Risk-seeking A company
where there is a focus on innovation and taking risks will find change more
acceptable and easier to adopt. This is both a good thing and a Slide 70: bad
thing. 146 Risk-averse A company that is risk-averse will likely try to put off
change for as long as possible, at least as long as it takes for not changing to be
become riskier than moving, and possibly longer. PeopleNology Gregory
Bodenhamer Ph.D Powerful Human Development Social System Process
Engineering & Design Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com
NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com
Seminars Workbooks Publications Classroom Consulting White Papers Slide 71:
147 The focus on self or others When people focus may vary between self and
others, particularly in the stress of change, then their approach may vary

significantly. 148 Self-centered When people who put themselves first are faced
with change, then they will happily sacrifice others in order to save themselves.
149 Other-centered Slide 72: When people put the well-being of others before
themselves, they will sacrifice themselves before others. 150 Helping them
change In helping the company find balance, then your influence will depend on
their start point. If they are task first, then show them how ignoring people will
lead to tasks done badly or not at all. 151 Emotions Emotions are our feelings.
Literally. We feel them in our bodies as tingles, hot spots and muscular tension.
There are cognitive aspects, but the physical sensation is what makes them
really Slide 73: different. Emotions affect and are a part of our mood, which is
usually a more sustained emotional state. Mood affects our judgment and
changes how we process decisions. 152 Motivation First of all, motivation are 'e-
motions'. They act to motivate us. Without emotions we would probably not do
very much and hence would not survive - at least in the evolved form we are in
now. 153 Internal signals Internally, for example when we are trying to make
understand something or make a decision, we use our emotions to deduce
whether what we have Slide 74: concluded is a good idea. 154 Social signals We
generally wear our hearts on our sleeves as our inner emotions are displayed on
our outer bodies. Our faces, in particular, have around 90 muscles, 30 of which
have the sole purpose of signaling emotion to other people. 155 Emotional
Intelligence 'Emotional Intelligence' is a neat metaphor that borrows from the
notion of IQ. It implies that some people are better at handling emotions than
others. It also hints that you might be able to increase your EQ. Slide 75: 156
Self-awareness Being emotionally self-aware means knowing how you feel in
“real time.” Self-knowledge is the first step in being able to handle emotions. 157
Emotional literacy Emotional literacy means being able to label emotions
precisely. This includes the emotions of others and especially yourself.
PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com Slide 76: 158 Empathy & compassion Empathy
is the ability to feel and understand the emotions of others. If you can empathies,
you can engender trust, as people desperately want to be understood at the
emotional level. 159 Balance The ability to balance emotion and reason in
making decisions leads to good decisions. Emotion should not be abandoned,
lest cold and callous decisions are made. 160 Responsibility Emotional
Intelligence means taking Slide 77: primary responsibility for your own emotions
and happiness. You cannot say that others “made” you feel the way you feel. 161
Association and emotion An interesting phenomenon is that when we put
ourselves mentally into a person or situation, we experience the emotions of that
person more strongly. PeopleNology Gregory Bodenhamer Ph.D Powerful
Human Development Social System Process Engineering & Design

Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com Slide 78:
NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com
Seminars Workbooks Publications Classroom Consulting White Papers 162
Putting yourself in the picture Personal history Take an emotional experience
from your past, and think back to that time. Put yourself in the picture, so you are
re-living the experience (not standing back or looking down on yourself). See the
situation 'through your own eyes'. 163 Empathizing We can do the same with
other people - when we empathize with them, we are putting ourselves into their
body and their experiences. Slide 79: 164 Standing back The reverse of
association is dissociation. Take that same emotional experience and now move
to a position above the scene, so you can see yourself in it. You will now most
likely experience the emotion far less. 165 Feeling what other feel Empathy is the
ability to not only detect what others feel but also to experience that emotion
yourself. 166 It's not sympathy Empathy and sympathy are very close and are
sometimes used as synonyms. Slide 80: The easiest way to separate them is to
remember that empathy is about feelings whilst sympathy is about actions. 167
It's definitely not psychopathic A defining element of a psychopath is that they do
not and probably cannot empathize with other people. They are often good at
imitating this, but in doing so they are using it in a cold and manipulative way.
168 It has many benefits The value of empathy comes not from understanding
the other person's feelings, but what you do as a result of this. Slide 81: 169
Empathy builds trust Empathy displayed can be surprising and confusing. When
not expected, it can initially cause suspicion, but when sustained it is difficult not
to appreciate the concern. Empathy thus quickly leads to trust. 170 Empathy
closes the loop Consider what would happens if you had no idea what the other
person felt about your communications to them. PeopleNology Gregory
Bodenhamer Mechanicsburg Pa GregoryBodenhamer@Live.com Slide 82: 171
Emotion and decision We make many decisions, and sometimes we are more or
less logical about them. And it is arguable that all decision are, ultimately
emotional. 172 Logical vs. emotional decision- making Decision-making is a
cognitive process where the outcome is a choice between alternatives. We often
have different preferences as to our preferred, approach, varying between
thinking and feeling. 173 Logical decision-making Slide 83: When we use logic to
make decisions, we seek to exclude emotions, using only rational methods, and
perhaps even mathematical tools. 174 Emotional decision-making There is a
whole range of decision- making that uses emotion, depending on the degree of
logic that is included in the process. 175 Emotion and rationality Emotion and
rational thinking are, to a certain extent, mutually exclusive. 176 Primary
emotions What is felt first Slide 84: Primary emotions are those that we feel first,
as a first response to a situation. Thus, if we are threatened, we may feel fear.

When we hear of a death, we may feel sadness. They are unthinking, instinctive
responses that we have. We will typically see these in animals also, which
confirms our suspicion that they have an evolutionary basis. Typical primary
emotions include fear, anger, sadness and happiness (although it is worth noting
that these can also be felt as secondary emotions). PeopleNology Slide 85:
Gregory Bodenhamer Ph.D Powerful Human Development Social System
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Consulting White Papers 177 Secondary emotions What is felt next Secondary
emotions appear after primary emotions. They may be caused directly by them,
for example where the fear of a threat turns to anger that fuels the body for a
fight reaction. They may also come from more complex chains of thinking. 178
Greed Slide 86: 179 Something not needed Greed is when I want something that
I do not really need. I want it just to possess it. 180 Something for nothing Greed
is also a form of hope where the expected reward is typically far in excess of the
time and cost expected to be invested. 181 Hope Hope happens when someone
sees something, decides that it is desirable, realizes that they may not get it, but
believes that there is still a chance of getting it. Slide 87: To put it tersely, though
perhaps in a complex way, hope is expectation moderated by probabilistic
estimation of a desired event. 182 Envy Envy is often associated with the color
green and is portrayed as 'the green- eyed monster'. It is wanting what others
have, desiring to possess what they possess. You can be envious of tangible and
intangible things, including their wealth, their good looks and their innate
intelligence. 183 Envy and jealousy Jealousy is slightly different from Slide 88:
envy as it involves a third party. It can involve potential loss, such as when we
are jealous when someone threatens to woo away our boyfriend or girlfriend.
Envy is always about potential gain. 184 Desire Desire happens when we want
something. The strength of that desire can range from weak 'would like to
sometime' to a raging thirst to possess something now. 185 Triggering desire
Desire is triggered when we see or think about something we want. Desire
increase when what we want is visible, but just out of reach. It may Slide 89: also
increase when we have closer contact with the item, but which we still do not
possess. 186 Love Love is a massive motivator and can lead people to perform
all kinds of self- sacrificial acts. 187 Conversion Conversion is the changing of
beliefs, values, attitudes and behaviors of individuals into different ideologies.
These pages are largely drawn from studies of destructive cults and
brainwashing, although the methods used are surprisingly common elsewhere,
including in religions, social Slide 90: groups and organizations. 188 Asset-
stripping One thing that most groups need to survive is money, and one source

of this is new members. If the group can strip them of their assets. 189
Dematerializing In their focus on what it right and wrong, the group removes
material wealth from being worthwhile and good from their list of values. It is
seen as a distraction from the core ideology and purpose of life in the group. 190
Reframing wealth Slide 91: Assets and their pecuniary value are re- framed as
being useful not to the individual but to the group and its purposes. 191
Confession Confession may seem like an odd part of conversion, but it is
particularly effective at enabling people to put an undesirable past behind them.
As well as a conversion technique, it is also useful for retention. 192 Agreeing the
rules Slide 92: The basic idea behind confession is that there are some things
which are bad, and which contravene defined rules and values. PeopleNology
Gregory Bodenhamer Ph.D Powerful Human Development Social System
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Consulting White Papers 193 Starting easy Agreement over rules typically starts
with generalized rules with which it is Slide 93: hard to disagree, for example
'people should help one another'. 194 Tightening the rules These rules may then
be gradually tightened over time. As people accept the basic premise, additional
judgment criteria are added. 195 The assumptions of guilt and atonement A basic
assumption (and by implication a rule) that is often unspoken is that the person in
question is already guilty. Guilt is an effective lever that casts the person as
imperfect and inferior. Slide 94: 196 Confessing sins Having agreed what the
rules are, individuals are encouraged to confess past 'sins'. 197 The tension of
guilt This creates a tension between the person's actions and their stated belief
that the action is bad. 198 Release and atonement Confessing thus leads to a
blessed relief, especially when the tension has been exacerbated by declarations
of how terrible sins are and how the person is understood to be basically good.
Slide 95: 199 The subtle lever of authority A subtle implication of all this is to
position the sinner as inferior and the person to whom they are confessing as
superior. 200 The building of trust Confessing sins is to expose vulnerability,
which requires trust. Confession thus acts to increase the bonding of the
individual to those hearing the confession, as consistency principle provides the
argument that if I am confessing, then those listening must be trustworthy.
PeopleNology Slide 96: Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 201 Public confessions The whole effect may
be intensified by making the confession public. It both increases the hurt of
discomfort and also enables a greater rescue effects and consequent relief. 202
Entrancement Entrancement is used during conversion to open the mind to
suggestion and limit rational consideration. Slide 97: 203 Altered states It can be

argued that we are always in some kind of trance, and that we dip in and out of
deeper states as we daydream and fixate on things in our normal lives. 204
Individual and social You can go into a trance individually. You can also become
entranced as a group. Crowd effects are well known, for example at large sports
events whole swathes of the audience will emote and act as one. 205
Suggestibility Slide 98: During the altered state, the person is likely to be
susceptible to suggestion. That is, they may accept something with limited or no
cognitive challenge or thoughtful reflection. 206 Hypnotic possibilities If a person
is hypnotized, will they do things they would not normally do? One theory states
that we will not do things outside our morals. Yet in the 1950s, the CIA were
exploring the use of hypnosis. 207 Rhythm Repetitive rhythm has an interesting
effect on us. Perhaps it is something Slide 99: primitive, but a repeating rhythm
tends to send us into a trance state. Think about music, dancing, drumming and
chanting. These are used in many religious meetings as well as the clubs and
dance-halls where social groups gather. Singing may be about group tenets.
PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 208 Ritual Repetition not only happens at the
speed of clapping - it also happens as we repeat familiar rituals. If I perform Slide
100: various acts that end up with going into a trance, then next time I start the
same sequence, I will be most of the way to the trance before I get there. 209
Prayer and meditation In prayer and meditation, the person concentrates on a
particular theme and seeks to exclude all other thoughts. 210 Guided thinking
The final method of entrancement discussed here is where the person gives up
control of where they are thinking to someone else who tells them what to think
and feel. 211 Isolation Slide 101: One of the methods by which groups convert
and retain members is by separating them from influences that enable or
encourage them to think in contrary ways. PeopleNology Gregory Bodenhamer
Ph.D Powerful Human Development Social System Process Engineering &
Design Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com
NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com
Seminars Workbooks Publications Classroom Consulting White Papers 212
Entrapment Slide 102: One of the first dilemmas for groups seeking to recruit
new members is how to get them in one place long enough to apply sufficient
persuasion to cause them to convert (or at least take the next step in the right
direction). 213 The weekend session One of the most effective ways of doing this
is to invite them to a 'weekend in the country'. The event may be framed as
getting to know more friends, discussions, education or other attractive purposes.
214 Social events Another method is through shorter-term Slide 103: sessions,
perhaps lasting just one evening, where it may appear that there are a number of
other recruits who all are persuaded - whilst the truth might be that they are

already full members of the group. 215 Individual relationships An even slower
method is to build one- to-one relationships, which may even be romantic in
nature or may just be based on apparent friendship. 216 Excluding contrary
influence If a person is provided with persuasive arguments, they may be
dissuaded from joining the group or even persuaded to leave by contrary Slide
104: arguments (particularly if the original arguments are shaky). 217 Physical
isolation The first stage is to isolate people from external influences by moving
the people physically away from them. Hence the weekend session is most
effectively done when there is no way for the people to escape (for example they
were transported there by group members and it is a long way home). 218
Mental isolation There are many ways that a person can Slide 105: be made to
feel alone, and hence seek the attention of whoever is there. If they are told that
all they have once held to be true, then they will start to feel uncertain. 219
Control of media Once physical isolation is achieved, a further step is to use
information control to ensure that no contrary messages appear by accident.
Thus newspapers, television, books etc. may all be removed, censured or
controlled. These can then be replaced with confirming and persuading literature
and other media. 220 Social confirmation Slide 106: Perhaps the most
persuasive message is one that you are told in the corridor by friends who seem
not to have any particular axe to grind. Social confirmation occurs when
everyone else confirms the core message. 221 Guilt When values are involved,
then the choices are not just between agreement or disagreement - they are
about good and bad. Any thought that is against group values and rules is
framed as bad, which carries a heavy guilt penalty. 222 Thought-stopping
Thought-stopping includes various Slide 107: methods of stopping thinking by
distraction or dissuasion. 223 Keeping busy A very simple method that groups
use to retain their members is very simply to keep them busy. 224 Every minute
of the day The people in the group have their days planned out for them, such
that they have hardly a moment to themselves during which they may think about
leaving of disobeying. 225 And into the night What many of us call 'night' can
also Slide 108: be a period during which people are kept busy. Group members
may go to bed late and/or get up early. Groups may also wake people up at
various times during the night for assorted rituals, from prayer to 'important
revelations' from the leader. 226 Everything is provided When first joining the
group, it can be a great relief to find that everything is provided for you. After the
weight of responsibility of life outside, where you are constantly faced with
difficult choices, it can be marvelous to find that you don't have to do everything
for yourself. PeopleNology Slide 109: Gregory Bodenhamer Ph.D Powerful
Human Development Social System Process Engineering & Design
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NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com
Seminars Workbooks Publications Classroom Consulting White Papers 227
Rites of passage A classic method that groups and gangs use is a rite of passage
where initiates have to perform embarrassing, difficult or painful tasks, that can
range from body mutilation to fasting to suffering ritualized abuse. 228 Every
detail of living Slide 110: The more the person gets into the group, the more even
the smallest decisions may be removed from them. 229 Polarization One way in
which groups lock in their members is by creating a simple, but powerful, black-
and-white picture of the world in which sharp choices have to be made. 230
Lionizing the group The group is presented as representing or seeking ultimate
good. This may start with the notion of a socially caring and harmonious society,
but Slide 111: then positions itself as being superior to the rest of the world. In
fact only an idiot would consider leaving such a paradise. 231 Demonizing the
out-group Anyone who is not a member of the group is cast either as innocent
and 'to be saved', or bad and either to be shunned or to be fleeced or otherwise
taken advantage of. 232 Punishing offenders By association, anyone who
expresses any thoughts about leaving the group is effectively saying that they
prefer the company demons to the company of Slide 112: gods. This is just
cause for judgment and punishment to 'cleanse' them of such evil thoughts. 233
Special language Language and words are how we encapsulate meaning.
Hence, if you control language, you control thought. 234 The meaning of words
Words are little capsules of meaning. They are symbols upon which we hang
bagsful of inferences and understanding. We think in words and sentences. 235
New words for new meanings Slide 113: When something new is discovered,
then we give it a new word. This separates the new thing from other things.
Having a separate word makes it a separate thing, with different meaning. 236
Old words for new meanings The reverse can also be done, in that existing
words can be redefined to have different meanings. Teenagers and advertisers
regularly do this, and superlatives from many different domains have been
pressed into new service. 'Fabulous' means 'like a fable'. 'Fantastic' means 'like a
fantasy'. And so on. 237 Words that control Slide 114: Using special words and
language can lead to significant influence and control of other people.
PeopleNology Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com 238 Emotional control Words contain and
trigger emotions. Think about swearing, children, crime, movie icons and more.
With a few choice words, it is possible to evoke most emotions in other people.
Power words are a typical example. Slide 115: 239 The allure of special words
Groups and leaders often keep special words for use only within inner circles of
power. These then become symbols within the inner group of its exclusivity and
also become attractors to others who want to join the inner group and learn these

special words. PeopleNology Gregory Bodenhamer Ph.D Powerful Human
Development Social System Process Engineering & Design Mechanicsburg Pa
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Psychological Review Free Make ANY COMPANY BETTER Slide 116: By
Utilizing PEOPLENOLOGY 240 Striving A way that members of groups are
retained is by assuring that they never reach completion, and that they are
constantly striving for more. 241 Creating hope Jonathan Swift said, 'It is better to
travel hopefully than arrive'. Hope is a key part of striving, along with a belief in
better things to come for those who strive. Slide 117: 242 Ultimate promises The
group typically dangles a carrot in front of the person in the form of the promise
of enlightenment, riches, being 'saved' and so on. Framing what the person once
thought as unattainable as now a real possibility awakens a deep longing in
them. 243 Early success Early successes serves to bond the person further into
this goal and serves Slide 118: to amplify their hope. This may often be created
by a self-fulfilling prophesy - if you believe in something enough, it is surprising
what you can achieve. 244 A sequence of rewards A more controllable form or
reward is given with promotion within the group to higher levels, for example by
giving them a new status name (acolyte, traveler, master, manager, director, etc.)
245 Unattainable perfection Individuals are constantly encouraged to constantly
push towards this ultimate but unattainable perfection. Slide 119: 246 The leader
knows perfection The leader of the group is the ultimate judge of what perfection
is and how well or badly the person is progressing towards it. 247 Imperfection
into punishment The unattainability of the ultimate perfection can then used to
induce guilt and show the person to be sinful and hence sustain the requirement
for confession and more ardent obedience to those higher than them in the
group's order of perfection. Slide 120: Anonymous Business Success
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