Dr Joyce Dorothy Parker Wicked Failed Mistakes Forgive Loving Challenge Positive People Nology

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Dr Joyce Dorothy Parker Wicked Failed Mistakes Forgive Loving Challenge Positive People Nology - Presentation Transcript

Dr. Joyce Dorothy Parker h k NON COMMERCIAL – NOT FOR ANY PROFIT – FREE GUIDANCE MENTORING SURVIVAL HANDBOOK GUIDEBOOK MANUAL Getting all gooey about love and the drive‐in, we’re not. First we must learn to love ourselves, only we know all the nasty little things we’ve done in the past, so, I g guess we’ll have to forgive ourselves first, g , seemingly against all possible odds, with enormous evidence inside our brains, it’s difficult to let go of all the bad things in past, often, our past we fail often appearing to fallfall, but your creator does not let you fall, knowing all this, loving everyone and not loving yourself, never works, let go of the past, good news, ki d th t d ht l i kind thoughts, replacing what you did last summer.

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247 Secrets Survival

Sexual Solutions Seduction PeopleNology Gregory Bodenhamer Ph.D. M.I.T. PeopleNology
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Slide 2: Business Management Philosophy Extreme Business Energy Human Resources

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 Process Engineering & Design Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com Seminars Workbooks Publications Classroom 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 Process Engineering & Design Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com Seminars Workbooks Publications Classroom 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 Mechanicsburg Pa 17055 GregoryBodenhamer@Live.com 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 17055 GregoryBodenhamer@Live.com NollijyUniversityPeopleNology@Gmail.com PeopleNology@Hotmail.com Seminars Workbooks Publications Classroom Consulting White Papers $5,000. 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 PeopleNology by Gregory Bodenhamer Ph.D. Nollijy University Seminars - Workbooks - Publications - Classroom - Consulting - White Papers Translating PeopleNology Techniques Social and System Engineering Write for FREE information; PeopleNology@Hotmail.com Slide 121: 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 123: • Adhocracy • Administration • Certified Business Manager • Collaboration • Collaborative method • Corporate governance • Design management • Engineering management PeopleNology Business Management Philosophy Extreme Business Energy Human Resources The Human Being Gregory Bodenhamer • Evidence-based management Slide 124: • Forecasting • Futures studies • Knowledge visualization • Leadership • Management consulting • Management control • Management cybernetics • Management development • Management fad • Management science • Management styles • Management system • Managerially • Micromanagement • Macro management • Middle management • Music management Slide 125: • Organizational Behavior Management PeopleNology Gregory Bodenhamer Mechanicsburg Pa GregoryBodenhamer@Live.com • Organizational studies • Predictive analytics • Project management • Public administration • Risk • Risk management • Team building • Scientific management • Senior management • Social entrepreneurship Slide 126: • Virtual management • Ducker’s management by objectives • Eliyahu M. Goldratt's Theory of Constraints Pointy Haired Boss — • List of basic management topics • List of management topics • List of marketing topics • List of human resource management topics • List of economics topics • List of finance topics • List of accounting topics • List of information technology management topics • List of production topics • List of business law topics Slide 127: • List of business ethics, political economy, and philosophy of business topics • List of business theorists • List of economists • List of corporate leaders • Timeline of management techniques PeopleNology Business Management Philosophy Extreme Business Energy Human Resources The Human Being Gregory Bodenhamer Copyright 2008 GregoryBodenhamer@Live.com PeopleNology@hotmail.com NollijyUniversityPeopleNology@Gmail.com Slide 128: GregoryBodenhamer@Live.com National Services Distance Learning Affordable Quality Services Any Size Enterprise On - Site Seminars Workshops Workbooks virginstronomy virgostronomy less