Showing posts with label Conflict. Show all posts
Showing posts with label Conflict. Show all posts

Tuesday, August 8, 2017

Who Are You???




We all have a need for a sense of identity, of who we are and our place in the world. This is not always easy and we may be challenged in many ways. There are also inner conflicts that make settling on who we really are a difficult process.

Boundaries?
For anything to exist, it must be separate somehow from its environment. It needs a boundary that lets us know what is a part of it and what is not a part of it. Likewise, to know our own selves we need to pull away from the world to find our boundaries.

Problem?
A conflict here is that we need the world around us and other people to create this separation. I need to know what denotes a tree so I know I am not a tree. And I need you to know I am not you. Yet knowing you creates a connection with you, so I am not separate.

Another point of tension occurs where we are unsure of who we are and cannot isolate a single, separate self, the 'real me', from the many 'me's of multiple identity. It is common to feel you have more than one personality, in particular ones which are tied to different contexts and feelings, hence the work self, the home self, the stressed self, the angry self and so on. The question 'Who am I?' is often asked and often not fully answered.

Integrated selves?
We are social and spiritual creatures. We like to have friends, live in society and feel a part of something greater than ourselves. We define ourselves through our connections, even seeing ourselves as others see us.

Conflict?
This creates a conflict where the more we connect, the more we place our identity outside, the more our boundaries erode and the less distinct our identities become. To equally be like other people and to be different

Heart of The Issue?
A dilemma of identity is that it is reflexive, that we need an 'I' to define the 'I', which makes 'I' impossible to fully identify.

We also have an infant history of early warm bonding and unity out of which the sense of separation emerged. This leaves a sustaining tension to re-unite with others and the world, while the sense of self (and the control this gives) is too important to give up.

The most important issue is how to sustain a separate, autonomous self while connecting with others and immersing ourselves in the world.

'Letting go' can be immensely joyful yet we need our self to know that pleasure.

Separation and unity are ultimately related to the sense of control and create another tension here, as being separate allows personal choice, yet together we can achieve so much more.

Why Does It Matter?
We need to help people discover themselves by exploring their boundaries, of who they are and who they are not. This includes looking at basic drivers such as beliefs, models, values, goals and so on.

Talk about what is important for them and how they relate to others.
Help them let go of past things so they can look forward to the 'new me'.
You can also challenge people who do bad things by asking 'Is that the real you?'
Few people want to be thought of as bad and so may change their selves (and in consequence their actions).

TJ

Thursday, October 3, 2013

Leadership (vs Management) Part 1



Leading and managing are not necessarily synonyms. Some leaders can manage, but the converse is not as common. This is part 1 of a series on leading and managing.
This is a set of competencies identified by Boyatzis (1982). through critical incident research.

Efficiency orientation

Focusing on objectives, tasks and achievements. Setting challenging goals and supporting appropriate planning. Facilitating overcoming of obstacles. Encouraging people to act in this way.

Concern with impact

Demonstrating a significant interest in power and its symbols. Use of power-oriented behavior such as using various methods of influence, seeking positions of power, etc.

Proactivity

Showing a strong belief in individual self-control and self-driven action. Acting without waiting for full agreement or authorization. Taking responsibility for actions. Acting to dissuade defensive and risk-averse behavior. 

Self-confidence

Showing belief in self, values and ideas. Able to talk decisively and take confident and decisive action. Communicating this self-confidence to others and hence instilling confidence in them.

Oral presentation skill

Able to speak well, using effective language, modes of speech and body language. Uses effective symbolism and metaphor in words and actions. Appropriate use of visual aids.

Conceptualization

Uses inductive reasoning to identify patterns and relationships. Able to create models and symbols to communicate these concepts. Uses synthetic and creative thinking to develop further ideas and solutions.

Diagnostic use of concepts

Able to use deductive reasoning to convert models and ideas into specific instances and possibilities. Concepts are turned into practical and useful tools.

Use of socialized power

Developing networks and hierarchies of people and mobilizing them to to achieve specific ends. Acts as a person in the middle to resolve conflicts and bring people together. 

Managing group processes

Building the identity of groups and people in them. Building common goals and objectives. Developing group roles. Creating ways of working together and facilitating teamwork.




Historia est vitae magistra 
History is the tutor of life

T


Boyatzis, R.E. (1982). The Competent Manager, NY: Wiley