34880 Chapters
Medium 9781626563254

#23 Focus on What Is Right, Not Who Is Right

Manning, John Berrett-Koehler Publishers ePub

It’s been my experience in life that people like to be right. My wife Robin tells me, “You know, John, there is nothing you enjoy more in life than being right.” I know her insight is spot-on because I’ve always been that way. There is something about being right that validates how clever and intelligent we are and makes us feel good about ourselves. When it comes to the workplace, the reality is most people have the same desire to be right. But when an individual’s need to be right drives decision making and becomes a consistent source of conflict, problems arise.

Over the years, MAP’s consultants have witnessed many of its clients and their employees personalize disagreements with one another. Instead of focusing on the problem and the best possible solution, these people have been more invested in their own ideas because they’re emotionally attached to them. To add to this consternation, when a problem surfaces under an employee’s responsibility, perhaps that individual goes into defensive mode, shifting or refusing to take the blame rather than fixing the problem. This is such a big issue in companies that MAP coaches its clients to create ground rules for meetings, such as: “Attack the problem, not the person.”

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Medium 9781609942922

Solving People Problems There Are No Answers—Pursue Them Lovingly

Metcalf, Franz Berrett-Koehler Publishers ePub

There Are No Answers—Pursue Them Lovingly


Where is
The list
Of things

—Lawson Fusao Inada, “The List,” from “In So Doing,” in Legends from Camp1

DURING THE BUDDHA’S life, the monks in his organization, the sangha, developed an elaborate system of rules, responding to everyday situations. Just before the Buddha died, he told the monks they could get rid of all but the few major rules. Trouble was, they couldn’t discern which ones were major and which were minor, so the book of rules has grown amazingly rigid and indeed become a sacred text. This is not what the Buddha wanted.

Most organizations’ official policies and procedures are simply another example of our human inclination to try controlling life, to make it predictable, manageable, consistent, and fair. As if demanding order were enough to create it!

While the intention to create order is not always bad, it is impossible to implement consistently. New situations and problems always arise, and we have not yet thought of rules for them. So we make more rules. We manufacture elaborate formulas and detailed explanations to make our rules precise. We publish big, fat policy manuals, so that everyone will know what the rules are (though few will read them) and our work world will be as safe, orderly, and well organized as possible. Our policies and procedures give us an answer for every eventuality … well, almost. We keep adding more rules, but we never delete any of the old ones. We begin to worship our policies and procedures; they become sacred texts.

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Medium 9781780491455

CHAPTER FOUR. Listening to oneself

Akhtar, Salman Karnac Books ePub

The doctor’s unconscious is able, from the derivatives of the unconscious which are communicated to him, to reconstruct that unconscious which has determined the patient’s free associations.

—Sigmund Freud (1912e, p. 116)

So far in this book, I have focused upon how the analyst attends to the material offered by the patient (e.g., associations, actions, silences). Now I turn my attention to what, in tandem, goes on within the analyst’s own mind and how an ongoing, careful scrutiny of it deepens the knowledge about the nuances of the clinical process as well as of the patient’s concerns and desires. In customary psychoanalytic terminology, I am referring to the informative potential of the “countertransference” phenomenon. However, our theory has moved far ahead from its early days. The introduction of the concept of “projective identification” (Klein, 1946), the attention to the role of the analyst’s empathy (Fliess, 1942; Greenson, 1960; Kohut, 1977, 1982; Olinick, 1969), and the emergence of intersubjective and relational perspectives (Mitchell, 1988, 1993; Mitchell Aron, 1999; Ogden, 1986, 1994; Stolorow & Atwood, 1978) have challenged the original ideas about countertransference (see below). It is therefore best to begin with a brief clarification of this heuristic shift and only then address the specifics of the analyst’s experience that demand attention.

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Medium 9780951017432

The Work Carried Out with the Parents and the Autistic Child in the Admission Procedure to a Day Unit

Fielding, John Karnac Books ePub

Dr Victoria Subirana

I am happy to have the opportunity to express my recognition of and gratitude to Frances Tustin for her valuable contribution to the understanding of autism. However, as this trait could be said to be common to a great many researchers, I should like to underline the fact that Frances Tustin’s theoretical concepts are accompanied by a sensitivity and warmth in their approach to the autistic child, which encourages, on the one hand, identification with the child’s suffering, and on the other, firmness in rescuing him from his pathology. I believe that this sensitivity and warmth emanate from her person and they have certainly made the encounters I have had with her throughout a number of years endearing.

Carrilet is a Day Unit for the treatment and education of approximately 25 autistic children ranging from 3 to 13-14 years old. It was founded in 1974 as a result of the initiative of a group of professionals under the guidance of Dr A. Viloca, and I joined it in 1976, sharing with her the psychiatric guidance of the Unit. Our orientation is psychodynamic and now we have been receiving partial support from the State for several years.

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Medium 9781936764563

Chapter 5. Examining New Media Journalism: Global Perspectives and Possibilities

Heidi Hayes Jacobs Solution Tree Press ePub

By Mark Schulte and Jennie L. Johnson

News itself is new today. The manner in which most Americans obtain their information has been transformed by the Internet. It is fast-paced, with accelerated delivery systems creating a news cycle measured in minutes or even seconds, rather than by days. It is atomized, with a virtual cacophony of voices speaking with wildly varying levels of information and authority. It is mobile, reaching people in the most unlikely places at every moment of the day on their laptops and cell phones. It is opinion driven, with analysis, slant, and bias occupying ever more bandwidth. And it is radically democratized, allowing a student tapping away in her bedroom the same potential audience as a decorated journalist at a prominent professional news organization.

This readily available news and instant gratification for what is happening in the world is quite different as journalism has been struggling with the changing media scene and engagement of audiences with global news and issues.

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