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Medium 9781605097275

Chapter 5 Craft Personal “I Wants”

Goodrich, Laura Berrett-Koehler Publishers ePub

In this chapter, you will start building your own plan. The sooner you identify your “I want” statements and write them down, the faster you will chart a meaningful course toward your desires. In a rapidly changing world, it’s easy to lose sight of the big picture, which is why I am such a stickler for clearly defining what you want in all aspects of your life.

We are all at our best when we are striving for something. Clearly defining what you want, both personally and professionally, provides a guidepost as well as a target to keep you intentionally in the driver’s seat and charting your own course. Problems can arise when we are on cruise control. People ask me how to create a change-adaptive culture, and I always say it’s not so much about being change-adaptive as it is about people and teams being engaged, awake, and striving for personal and professional improvement. Resistance will always be present in the workplace, but it is much less evident in an engaged culture.

The discussion in this chapter is broadened to focusing on what you want in a more well-rounded way, because if one area of your life is out of whack, it’s likely that others are feeling the pinch as well. The goal is to constantly strive for balance. I’ve seen a good number of folks who are really making strides toward what they want professionally and somehow lose sight of the big picture and what they want in the other areas of their lives. I believe this is especially true during times of dynamic change, when there is a good bit of uncertainty. Welcome to our world. In this chapter, you will begin the process of forming coherent “I want” statements that will lead to a more well-rounded you.

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Medium 9781855750357

Volume 6. Psychological Types

Edited by C. L. Rothgeb Karnac Books ePub

000094 Psychological types. Introduction. In: Jung, C, Collected Works of C. G. Jung, Vol. 6. 2nd ed., Princeton University Press, 1971. 608 p. (p. 3-7).

Through insights gained from the clinical study of patients, two broad personality types are distinguished: the introverted and the extraverted. In the introduction to “Psychological Types,” the theory is stated; the method to be followed to understand them is described; and the definition, characteristics and effects of these two personality types are summarized. For the introverted personality, subjective and psychological processes are the center of interest: all life-giving energy seeks the subject himself; the object has a lower value than the subject. The extraverted personality, on the other hand, is drawn to the object as the center of interest: ultimate value rests in the object and the subject subordinates his own subjective processes to the object. The psychological result of these two standpoints is two totally different orientations: one sees everything in terms of the objective event (extraverted); the other sees everything in terms of his own situation (introverted). This broad classification does not exclude the existence of a second set of psychological types determined by the four basic psychological functions: thinking, feeling, sensation, and intuition, found within both introverted and extraverted personalities. This work, then, will discuss both sets of types: one determined by the predominant center of interest; the other determined by the predominance of one of the four basic psychological functions. 1 reference.

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Medium 9781605093284

Chapter 12 Why Appreciative Inquiry Works

Whitney, Diana D. Berrett-Koehler Publishers ePub

In a decade of using Appreciative Inquiry as a process for organizational change at Hunter Douglas and elsewhere, we have witnessed exciting transformations in the way people work together and in the results they achieve. And we have heard stories, over and over again, about the positive impact of Appreciative Inquiry on people’s personal and professional lives. So we began to ask ourselves and those with whom we have worked: What’s happening? Why do people get so excited and want to participate in Appreciative Inquiry? Why does participation so readily lead to innovation, productivity, employee satisfaction, and profitability? What is it that creates possibilities for personal transformation and for people to discover and be their best at work? What conditions foster cooperation throughout a whole system of highly diverse groups of people? In short, the central question of our reflection and the question addressed in this chapter is Why Does Appreciative Inquiry Work?

In keeping with the spirit of Appreciative Inquiry, we decided to carry out an inquiry. We created a set of questions and held focus groups with people throughout Hunter Douglas, top to bottom. And we conducted interviews—some formal and some informal—with people in other organizations who had used Appreciative Inquiry. We sought to discover what is it about Appreciative Inquiry that so engages people—and, ultimately, why it works. The interviews were energizing and informative. What we learned was enlightening and, we believe, a significant contribution to the evolving wisdom of Appreciative Inquiry.

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Medium 9781855757240

CHAPTER ONE: Background to an event

Rangell, Leo Karnac Books ePub

An uncommon medical event happened to me twelve years ago, which both left me with a medical problem, and presented an unusual opportunity. It is hard to pin down, although I use the term “medical” to cover the possibilities. Was it auditory, psychological, physiological, neurological, mental, a sensory aberration, or a noise or sound or tune impinging from the outside somewhere? I could say it left me with an illness, but after more than a decade of experience with it, I hesitate to call it that. I have learned to live with and know it, and I regard my life since that occurrence as living in a ringside seat at a physiological process ordinarily covered and obscured in normal life.

I am speaking of what I can call musical hallucinosis, involuntary music in the head. I hear music, at first I would say all the time. Now I qualify that. At the beginning, I described it as always there; now I say “whenever I listen”. Is it right to say it is there all the time? It is there whenever I wish to check on it. Or whenever I am not attending to, or focused upon, or thinking about, anything else. Does that make it always?It took some time, experience, attention and discrimination to come to opinions or an understanding and a reasonable orientation. The new and complex phenomenon gradually came more under control, as it became more identifiable, localizable, predictable and understood, as well as adjusted to, more subject to influence, and finally fairly-well tolerated.

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Medium 9781567264227

CHAPTER 9: Preparing Reports

Myers, Judith G. Berrett-Koehler Publishers ePub

A number of tasks in government require preparing reports:

•  Preparation of legislation

•  Development of policies and procedures

•  Staffing

•  Program analysis

•  Employee evaluation

•  Job description

•  Budget preparation

•  Office design

•  Workflow analysis

•  Office organization

•  Strategic planning

•  Annual planning

•  Public relations.

A report should be logical, accurate, reliable, and easy to read. Though generally not as conversational as a letter, a report should nonetheless be friendly and professional.

An informal report might take the form of an email or a written memo. The elements of a good report fall into three categories: introduction, body, and conclusion.

The introduction, or opening statement, sets the stage for what will follow. This may be an overview of topics and their significance, a position statement, or conclusions and recommendations. You may also use a combination of these approaches.

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Medium 9781855755857

1: A psychoanalytic enquiry into Pandora’s box: symbol and metaphor

Karnac Books ePub

Harold P. Blum

The Greek myth of Pandora’s box has been within our personal and collective imagination through the ages. In contrast to many other mythological characters, Pandora has remained familiar and has never lost her psychological and social vitality. Over time, the myth has been altered or modified but the essential features and outline have remained relatively intact. This paper will discuss the myth of Pandora and her box as symbol and metaphor in psychoanalysis, as well as in Western art and literature. The Pandora myth, inextricably related to psychoanalysis, represents the repressed, the return of the repressed, curiosity, and censorship. In the psychoanalytic process, the myth additionally represents resistance to analytic inquiry and insight. Clinical examples will be used to illuminate the over-determined, complex meanings of the Pandora myth. These include focus not only on the traditional interpretation of Pandora’s box as the female genitalia and reproductive organs, but also additional meanings as concealed and revealed secrets. The myth of Pandora is further elaborated as representing basic human ambivalence, and universal unconscious fantasies related to individual and familial secrets and secrecy.

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Medium 9781626567719

6 Reframing from Doubt to Confidence

Peterson, Rick; Hoekstra, Judd Berrett-Koehler Publishers ePub

A lot of really good players I’ve been around believe they’re a lot better than they really are. They’re not constantly evaluating themselves critically. In a game like baseball, that every-day evaluation can be so detrimental. They’re smart enough to forget the negatives of the past and somehow only draw from the positive. As a result, these guys end up being better than their physical talent says they should be.1

—BILLY BEANE, executive vice president of baseball operations, Oakland A’s

Our reflexive thoughts and assumptions under pressure often lead us to feelings of fear, worry, and doubt. These reflexive thoughts and assumptions include, but aren’t limited to these:

We base our confidence on our most recent performance.

We assume we have to feel great to perform great.

We assume we are stuck in the present, pressure situation.

We fail to recognize our strengths and focus on our doubts.

The elite performers I interviewed boosted their confidence in unconventional ways. In this chapter, you’ll learn the methods these elite performers use to overcome their doubts and increase their confidence.

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Medium 9781780490014

CHAPTER SIXTEEN. How envy, fear of envy, and manipulation of envy can paralyse healthy competition and healthy succession

Karnac Books ePub

Lilian Hupkens

This reflection absolutely refused to be written. It seemed as if the whole cosmos collaborated into its neither seeing daylight nor being born. When I promised a reflection about envy and succession, and this was accepted by the editors early in 2010, I had more than enough time in which to write it.

Then health issues, international travel, volcanoes and ash clouds, hurricanes, and death of a close family member intervened and took up so much time that this reflection almost stayed unformed in the mind and thus unborn.

However, there is also an inner world. I realised that if I wanted to make my point clear, to base my thinking on evidence seen and experienced in the conference, I would have to name individuals. In such a small community this could be problematic because people tend not to read what is written but to read what they think is there. On the other hand, not naming individuals can create a rarefied atmosphere which leaves much space for phantasies and speculation. Vagueness, however politely meant—and hoping readers will understand what you mean to say—can lead to feeling that there is a “group of insiders” of those who know and a “group of outsiders” who don’t know.

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Medium 9781626567221

2 What Is New in Humble Consulting?

Schein, Edgar H. Berrett-Koehler Publishers ePub

The Humble Consulting model is new in several respects. In this chapter I will review the elements of this new model briefly. The rest of the book examines each new element in greater detail with the aid of illustrative case examples from my own experience. I refer mostly to consulting, but the ideas apply as well to other forms of helping such as coaching, counseling, and broader organization development projects.

I said early on that the consultant should have a “relationship” with the client, but I never specified what I meant by that or what kind of relationship it should be. In working on messier problems and trying to get at what is really on the client’s mind and what is worrying him, I have found that the formal professional relationship that most models advocate will not get me there. I have to overcome “professional distance” and develop what I am calling a “Level Two relationship” that is more personal, more trusting, and more open.

In my book Helping (2009), I noted that asking for help is itself difficult in our culture, so potential clients feel “one down” and therefore not very open or trusting in their initial contact with the consultant. In the new role, the consultant must find a way to begin the personalization process from the very first encounter with the client to signal that she can be trusted and that it is safe to be more open with her. What I mean by “relationship” and Level Two will be explained in detail in Chapter 3.

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Medium 9781782201458

Chapter Seventeen: Commentary on Brodeuses

Karnac Books ePub

Maria Teresa Palladino

The possibility for a woman to think of herself as a mother represents the end of a growth path and implies she has achieved a separation from her own mother with whom she can now identify without fear of being incorporated but remain sure of her individuality (Argentieri, 1982, 1985). This path seems to encounter obstacles whose various forms we see in our clinical work. One of these is pregnancies in underage girls which, as we know, are generally only apparent expressions of mature creativity. The aim of this paper is to highlight the difficulties that young girls sometimes encounter in dealing with their creativity, and the close relationship that seems to exist between this and the problems that have characterised relationships with their mothers. In this paper I will refer to the film “A Common Thread” (Brodeuses) to illustrate how complex the journey can be to being able to become mothers. Rarely has a film managed to explore this dimension with both delicacy and versatile depth.

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Medium 9781576752494

CHAPTER 9: How We Can Meet Our Real Needs

Parker, Thornton Berrett-Koehler Publishers ePub

IN THIS CHAPTER WE WILL CONSIDER five approaches for escaping from the absurd financial trap described in the first two parts of the book. The five approaches are these:

This chapter sets the stage for the next two chapters, which consider first what individuals and then what organizations can do to help avoid a fiscal crisis.

America may be approaching a period resembling that of the last third of the eighteenth century. The more I read about what people did at that time to form the United States politically, socially, and economically, as well as militarily, the more I respect them. In addition to their bravery and commitment, they did huge amounts of clear and deep thinking about the future while living their daily lives.

But for years, none of the explanations I read about what happened seemed to explain adequately how or why it happened. Then I found The Creation of the American Republic 1776–1787 by Gordon S. Wood.1 For those who are interested in that period, I can’t recommend this book highly enough.

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Medium 9781574415476

12. At Erwin’s Bluff

Edited and Annotated by Jacques D. Bagur University of North Texas Press PDF

78    Red River Reminiscences

liking, he could not have bettered his Caddo Prairie Plantation, as it was in 1840–41.

The crossing of the bayou had heretofore been done by means of a “ferry flat;” but as a sudden rise in Black Bayou, which any heavy rain would produce, (as it took its rise in the hills in the immediate vicinity,) or a runaway negro, was liable to displace

“the flat” and put the whole plantation to inconvenience, Colonel

Erwin decided to build the bridge; but as the bayou had been made and declared a navigable stream by the Government, and several steamboats had already passed through it, he wisely bethought himself to build the bridge so that it should answer all plantation and neighborhood purposes and still be no obstruction to steamboat navigation. (How unlike some of the men and corporations of our day, who have selfish purposes to serve.)

Colonel Erwin did not know the breadth of the Relief or

Hunter, but in order to be certain of placing the trestles of his bridge wide enough apart to allow them to pass without difficulty, he made a journey up Red Bayou to the “Jim Gamble Trees,” and there he measured the distance between the ends of the remaining logs on either bank, where Captains Crooks and Ross had cut them, and built the bridge of just as wide a span as were these logs, not dreaming that a larger boat would ever attempt to pass this way.

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Medium 9781782200697


Akhtar, Salman Karnac Books PDF




t is to the gifted Greek storyteller of ancient times, Aesop (circa

620 BC), that we owe the eternally impressive tale of greed. Among the numerous fables told by him is this story of the farmer who found a goose that laid a golden egg each day. Initially jubilant at his good fortune, the farmer soon felt unable to wait twenty-four hours for the next egg to arrive. He imagined that the goose had hundreds of eggs inside her but was stingy in doling out the wealth. The farmer grew restless and wanted all the gold immediately. He cut the goose open but found no gold inside it. All that happened was that the goose died and the farmer lost the daily nugget of riches that was assured to him.

In this brief tale, Aesop elegantly addressed the coexistence of enormous hunger, impatience, inconsolability, a defective sense of empathy, and ingratitude towards one’s benefactors. It is this constellation of descriptive and dynamic features that are subsumed under the rubric of greed. Since greed—along with narcissism, paranoia, and discontent— constitutes an important feature of severe personality disorders and has an unmistakable impact upon their treatment, it is surprising that psychoanalytic literature has given inadequate attention to it.

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Medium 9781855757387

CHAPTER SIX: Repression and the system Ucs.

Boag, Simon Karnac Books ePub

Systematic mentality in the topographic and structural theories

While Freud’s descriptive view of unconscious mentality is logically defensible, it does not follow that other aspects of Freud’s account of unconscious mentality are without problems. Notable here is Freud’s systematic view of mentality, arising prominently with the topographic theory and carrying over into the structural theory. Here, Freud proposes that qualitatively distinct processes pertain to the different mental systems, and some view this as Freud’s major contribution to a theory of unconscious processes. Macmillan (1991), for example, claims that Freud’s innovation was the proposition that consciousness or unconscious was bound up with the topographic systems, and Jones (1953) believes that Freud’s “revolutionary contribution to psychology” was “his proposition that there are two fundamentally different kinds of mental process, which he termed primary and secondary respectively, together with his description of them” (p. 436). This systematic view was not restricted to the topographic theory and, as many note (e.g., Boesky, 1995; Compton, 1972a, 1981; Matte-Blanco, 1975; Petocz; 1999; Wiedeman, 1972; Woll-heim, 1991), there is considerable overlap between the topographic and structural theories and much of the difference between the models is in name only: “the criteria of Ucs. and Pcs. are the same as those of id and ego” (Gill, 1963, p. 53), and the primary and secondary process distinction carries over from the topographic theory to the structural one (Boudreaux, 1977; Petocz, 1999). However, some authors believe that psychoanalysis has, nevertheless, neglected the “unrepressed unconscious” (e.g., Fayek, 2005; Matte-Blanco, 1975), and others note that the systematic view has major implications for Freud’s theory of repression (e.g., Petocz, 1999). The aim of the present chapter is to develop Freud’s systematic distinction and its implications for repression.

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Medium 9781576754795

5: Debits versus credits: CREATING FINANCIAL HEALTH

Lynch, Kevin Berrett-Koehler Publishers ePub

You can commit two mortal sins as the leader of a social enterprise. The first is not admitting that you know too little. The other is thinking you know it all. Nowhere are these sins more deadly than in the area of finance.

No money, no mission—it is that simple. And it is why you can’t afford not to have a realistic understanding of money, of how it works in a social enterprise, and of your own financial literacy.

We want to arm you with practical knowledge. This chapter is not meant to turn you into a financial Wizard of Oz. It is grounded, instead, in a few key points you can use to guide your social enterprise. If you are already competent in the area of finance, we’d like to offer a few items to add to your toolbox. If finance is not currently part of your skill set, then do not let this be the last reading you do on the subject.

In this chapter, we will teach you some insider tips, provide some good financial advice, show you the gaping holes in your skill set and begin to fill them, and most importantly, inspire you to learn more.

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