Process-centered is an attempt to clarify what Maslow termed a “different perception of means and ends.” With this, Maslow sought to convey contentment and valuing of the journey, in addition to the outcomes. I add that, as a process-centered individual, you maintain consistent values in regard to process and outcomes. You make choices by a consistent standard: to violate my principles on the way to achieving my goals, even altruistic goals, is unacceptable.
The counterfeit of the process-centered individual is the process-focused individual. You give attention to the process, but have limited vision and expectation that any end results from your actions. You are always doing, but never producing. As a result, the group is hindered from building on successes and learning from failures. Since you unwittingly continue in a process without outcomes, you are unable to share the how with others.
A myopic and incomplete vision causes you to continually think that success just happens, without any necessary attention beyond what you are doing right now. You are content that a bird in the hand is worth two in the bush. You mask your myopia in fatalism or feigned pragmatism. “If it’s God’s will,” or “I’m just enjoying what I’m doing right now,” you say. But, you have left much that was within your power undone. To others, you look like you are the picture of serenity. But, you have neglected to identify outcomes and thus the building blocks to your continual success. You remain blissfully ignorant as to whether tomorrow’s choices contradict the actions of today. Once you happen upon success, you will quiet your conscience then, conveniently forgetting the contradictions you wrought and the problems you created for me and others along your way.
To be truly process-centered, set a vision for yourself that is beyond what you can currently achieve. Plan systematically to accomplish that vision, making your expectations known. Enjoy the journey. Use both small successes and failures to clarify your expectations. Continue to develop, but also challenge yourself to learn more and take risks. The farmer who sows into the ground expects a harvest in due season. She toils not for planting, but for harvest. With each success, reap the consistency you have sown.
Monday, May 24, 2010
Tuesday, May 18, 2010
Problem-centered Counterfeit: Problem-focused
Problem-centered is unchanged from Maslow’s phrasing. He suggests that the problem-centered individuals believe that life demands solutions. I add that, as a problem-centered individual, you explore inconsistencies in your life and seek new knowledge with which to understand those inconsistencies.
The counterfeit is problem-focused. If you are problem-focused, you have a keen awareness of failures and shortfalls without the necessary solutions. You do not bother to seek new knowledge. You operate as if the recognition of the shortfall is the solution—a victory within itself. Being the person who predicts failure is not a productive team position. We know that failure looms. How do we, as a group, make failure less likely and success more likely?
Problem-focused, you seek to advance the false duality of perfection or imperfection. But, perfection can neither be achieved in isolation nor achieved once and for all. Perfection is a collective process. In human systems, it is incremental and multi-faceted. That means, our perfection will be the outcome of multiple solutions maintained over time. This also means that failure in one solution does not mean ultimate failure. We learn. We apply that learning to the next proposed solution. “Perfection is a myth,” you say. It is only a myth to those who fail to realize that anything worth achieving must be collectively nurtured, shared, and maintained.
Problem-centered, you address each problem as it reveals itself. You are proactive in your approach to challenges that wait on the horizon. Perfection is not a destination or an end result. You recognize that perfection is a commitment to solutions and collective activity, each of us combining our strengths to address the next challenge.
The counterfeit is problem-focused. If you are problem-focused, you have a keen awareness of failures and shortfalls without the necessary solutions. You do not bother to seek new knowledge. You operate as if the recognition of the shortfall is the solution—a victory within itself. Being the person who predicts failure is not a productive team position. We know that failure looms. How do we, as a group, make failure less likely and success more likely?
Problem-focused, you seek to advance the false duality of perfection or imperfection. But, perfection can neither be achieved in isolation nor achieved once and for all. Perfection is a collective process. In human systems, it is incremental and multi-faceted. That means, our perfection will be the outcome of multiple solutions maintained over time. This also means that failure in one solution does not mean ultimate failure. We learn. We apply that learning to the next proposed solution. “Perfection is a myth,” you say. It is only a myth to those who fail to realize that anything worth achieving must be collectively nurtured, shared, and maintained.
Problem-centered, you address each problem as it reveals itself. You are proactive in your approach to challenges that wait on the horizon. Perfection is not a destination or an end result. You recognize that perfection is a commitment to solutions and collective activity, each of us combining our strengths to address the next challenge.
Monday, May 10, 2010
Reality-Centered Counterfeit: Insecure
Reality-centered is unchanged from Maslow’s phrasing. According to Maslow, as a reality-centered individual, you have the ability to differentiate fake from genuine. I add that you also possess the ability to identify your own giftedness and the gifts of others. You also have a keen sense of the emotional depth of others—an awareness of those who are not genuine.
The counterfeit of the reality-centered individual is the realistic individual. If you are realistic, you experience giftedness as negative competition and seek to disguise your own ambition by pointing out the ambition of others. You thereby improperly focus the attention on a false humility that serves to stifle the individual contributions of others in the group.
Insecure, you seek to deny that individual gifts are important to group success preferring rather to proffer the false duality of individuality versus collectivism. You believe that individual giftedness can only lead to conceit. You mask your own insecurity, conceit, and lack of perceived ability by expertly degrading the ideas and contributions of others. You rarely have an original idea, but you are quick to counterpoint the original ideas of another. When called on your insecurity and lack of contribution you retort, “I’m just being realistic,” or “I’m just playing devil’s advocate.” In polite company, you may be applauded for being realistic. The truth is you are a hater disguising your own reckless ambition.
To experience the genuine reality-centered characteristic, be the best you can be and allow me to be my best. Our best ideas on the same team will yield greater outcomes than my best ideas or your best ideas alone. My gift does not diminish the brilliance of your gift. If my skill set is best for the problem at hand, and I step forward, you must not stand in my way.
The counterfeit of the reality-centered individual is the realistic individual. If you are realistic, you experience giftedness as negative competition and seek to disguise your own ambition by pointing out the ambition of others. You thereby improperly focus the attention on a false humility that serves to stifle the individual contributions of others in the group.
Insecure, you seek to deny that individual gifts are important to group success preferring rather to proffer the false duality of individuality versus collectivism. You believe that individual giftedness can only lead to conceit. You mask your own insecurity, conceit, and lack of perceived ability by expertly degrading the ideas and contributions of others. You rarely have an original idea, but you are quick to counterpoint the original ideas of another. When called on your insecurity and lack of contribution you retort, “I’m just being realistic,” or “I’m just playing devil’s advocate.” In polite company, you may be applauded for being realistic. The truth is you are a hater disguising your own reckless ambition.
To experience the genuine reality-centered characteristic, be the best you can be and allow me to be my best. Our best ideas on the same team will yield greater outcomes than my best ideas or your best ideas alone. My gift does not diminish the brilliance of your gift. If my skill set is best for the problem at hand, and I step forward, you must not stand in my way.
Saturday, April 24, 2010
Characteristics of Self-Actualizers
Your miseducation through faulty, imperfect examples means that you may misinterpret and misapply certain concepts highlighted as characteristics of self-actualizers. Because you see the end results of hard work and growth choices, you mistake the appearance of success for real success. This mistake is perpetuated through imperfect examples so much so that you now define success by appearance rather than substance. These counterfeits extend to all the characteristics of self-actualizers. In an attempt to re-educate you, I have translated Maslow’s original list (1970, pp. 153-172) to reflect more contemporary language as follows: Reality-centered, Problem-centered, Process-centered, Private, Autonomous, Unique, Culturally Competent, Compassionate, Intimate, Amicable, Tolerant, Authentic, Inspired, Creative, and Successful. Let us discuss the counterfeits that may perpetuate your deception.
The deception detailed in this section is termed “counterfeiting.” Counterfeits are not opposites of the character traits of self-actualizers. They are words that have become synonymous with the character traits, but whose practice outside of the values of individual responsibility and promotion of community yield unsustainable results. Let us explore each characteristic and its counterfeit.
The deception detailed in this section is termed “counterfeiting.” Counterfeits are not opposites of the character traits of self-actualizers. They are words that have become synonymous with the character traits, but whose practice outside of the values of individual responsibility and promotion of community yield unsustainable results. Let us explore each characteristic and its counterfeit.
Deceptions Case Study: 2 of 3
The ancient text continues the story of Eve and the Serpent. Eve has been redirected from seeing her existence as freedom toward perceiving her choices to be limited. Eve stands explaining what the god had instructed her and Adam, “If we do not follow these instructions, we will die.” The serpent says to Eve in effect, “You will not die. You will be free.” The serpent did not lie to her. He told her a truth that matched with her current understanding of the question at hand. Eve was already in an erroneous thought pattern, seeking a freedom she already possessed. Her current thought pattern meant that she would discount the genuine article of freedom even as she was presented with it. Eve could no longer distinguish between freedom and bondage. The instructions given by the god ensured a life of freedom. Eve was already experiencing its death.
You naturally want to be self-actualized. According to Maslow (1993), the self-actualized individual exhibits concentration, growth choice, self-awareness, honesty, judgment, self-development, peak experiences, and lack of ego defenses (1993, the Farther Reaches of Human Nature). Even if you have learned to exhibit the above toward role development and investment, a central question remains. Do you know genuine freedom when you experience it?
You naturally want to be self-actualized. According to Maslow (1993), the self-actualized individual exhibits concentration, growth choice, self-awareness, honesty, judgment, self-development, peak experiences, and lack of ego defenses (1993, the Farther Reaches of Human Nature). Even if you have learned to exhibit the above toward role development and investment, a central question remains. Do you know genuine freedom when you experience it?
Sunday, April 18, 2010
Invest Positive Competition not Negative Competition
From an early age, you have always wanted to win. Your life experiences have changed your expectations and your habits toward winning. But, your default response to competition has stayed the same. You often speak about “proving her wrong.” You are happy to rebut, “He does not know me. I am capable of much more.”
I am asking you to change your definition of winning. Winning is bringing out the best in others. The best way to do that is to be your best, every moment, every task. You must also change your approach to competition. You are not competing in order to have what I have or to be like her. You are competing in order to bring out the best in you, me, and her. Competition, used wisely, is a complement to internal motivation. The result is your second wind—the ability to achieve beyond what you could do alone.
Definitions of winning and competition are not the most important change I want you to make. Most importantly, I want you to recapture the expectation that you will win. Disappointments and obstacles have contributed to a personality of individualism, habits of isolation, and motivation steeped in negative competition. You have a choice. Consider that collective activities do exist, interactions can be supportive, and competition can be positive.
Collective activities are tasks that you can share with others. You have been told that true expertise knows without any prompting. This is only partly true. Expertise knows, but the development of expertise is often a function of like-minded people collectively sharing ideas and tasks. It is in the brainstorming and the doing that new methods take shape.
Vygotsky suggested that we become ourselves through others. This is true in your traditional supportive interactions, but also in your antagonistic relationships. The key observation is your reaction to the other. Others can motivate you to prove them, but the interaction may also provide an important reminder to pause and consider your actions, thoughts, and meaning making.
Positive competition is born out of the reality experienced when you are at your best. Collaboration is not just working together on a specific shared goal. It is sharing a goal. The enemy you and your foes have in common is failure. See that the competition that you may have resented is nothing more than an expression of respect. The others who you have assessed to be preoccupied with you are really targeting their own fears No competitor worries about the opposition that has no momentum. As you move from potential to momentum, you will realize greater competition. Continue with purpose and the knowledge that each stride you take encourages the other. Each advance of the other signals motivation to you. Undergirding the competition is the certainty of reward. No other can wrest your trophy. Because of your disappointments and obstacles, you have fashioned an expertise that is uniquely yours. The product you will distribute, if it is truly your product, cannot be duplicated by any other.
I am asking you to change your definition of winning. Winning is bringing out the best in others. The best way to do that is to be your best, every moment, every task. You must also change your approach to competition. You are not competing in order to have what I have or to be like her. You are competing in order to bring out the best in you, me, and her. Competition, used wisely, is a complement to internal motivation. The result is your second wind—the ability to achieve beyond what you could do alone.
Definitions of winning and competition are not the most important change I want you to make. Most importantly, I want you to recapture the expectation that you will win. Disappointments and obstacles have contributed to a personality of individualism, habits of isolation, and motivation steeped in negative competition. You have a choice. Consider that collective activities do exist, interactions can be supportive, and competition can be positive.
Collective activities are tasks that you can share with others. You have been told that true expertise knows without any prompting. This is only partly true. Expertise knows, but the development of expertise is often a function of like-minded people collectively sharing ideas and tasks. It is in the brainstorming and the doing that new methods take shape.
Vygotsky suggested that we become ourselves through others. This is true in your traditional supportive interactions, but also in your antagonistic relationships. The key observation is your reaction to the other. Others can motivate you to prove them, but the interaction may also provide an important reminder to pause and consider your actions, thoughts, and meaning making.
Positive competition is born out of the reality experienced when you are at your best. Collaboration is not just working together on a specific shared goal. It is sharing a goal. The enemy you and your foes have in common is failure. See that the competition that you may have resented is nothing more than an expression of respect. The others who you have assessed to be preoccupied with you are really targeting their own fears No competitor worries about the opposition that has no momentum. As you move from potential to momentum, you will realize greater competition. Continue with purpose and the knowledge that each stride you take encourages the other. Each advance of the other signals motivation to you. Undergirding the competition is the certainty of reward. No other can wrest your trophy. Because of your disappointments and obstacles, you have fashioned an expertise that is uniquely yours. The product you will distribute, if it is truly your product, cannot be duplicated by any other.
Sunday, April 11, 2010
Invest Engagement not Stress
Let me clear up a misconception for you. Stress is not a noun. It is a verb. People, situations, deadlines, challenges are all stressors, but stress is what you do when faced with a stressor. Stress is your reaction. Through your actions in response to stressors you have often said, “I’m going to stress.” But, what will you do next time? “I’ll stress then too.” But, we need to do something. “Well, I’m stressing!”
When you are faced with obstacles, uncertainty, or pressures, your body naturally responds. If the stressor is intense enough, adrenaline starts to flow. This hormone may give you the sensation of nervousness offering the classic fight or flight option. When your and my success is on the line, I say engage. Rather than run from the challenge, engage in the new experience. Collect yourself. Learn about the challenge. Connect with your support system. Set your goals. This outline is the process of engagement.
The biological reaction you display in response to stressors gives you the ability to do things both physically and mentally that may have been difficult without it. Your endurance is heightened. Your mental acuity increases. You may have only experienced this in response to tight deadlines. You have come to believe that it is the pressure that makes you great. You say, “I do my best work under pressure.” Foolishness! If you can do good work at the last minute, imagine the great work you can do with more time. The outline for great work is simple: Collect yourself, Learn, Connect, and Set Goals.
Collect Yourself. The key is discipline—to engage that biological reaction on demand. You must see the outline for greatness and turn stressors into waypoints. This is collecting yourself. Bring your biological functions into submission to your will.
Learn. Gather the information you need in order to understand the work. Talk to others about their experience with similar challenges. Review what approaches make sense to you.
Connect. The single most predictive characteristic of success is support. Build a system of support that fits for the work at hand. Always rely on your mentor. Also, engage content experts and consultants.
Set Goals. Now that you know what you are working with, list goals that are unique to you. Being realistic is important, but not as important as reflecting you in the work. Challenge yourself and recognize the power of building incrementally toward larger goals. Plan in the context of the time you have and the eventual benefit expected.
When you are faced with obstacles, uncertainty, or pressures, your body naturally responds. If the stressor is intense enough, adrenaline starts to flow. This hormone may give you the sensation of nervousness offering the classic fight or flight option. When your and my success is on the line, I say engage. Rather than run from the challenge, engage in the new experience. Collect yourself. Learn about the challenge. Connect with your support system. Set your goals. This outline is the process of engagement.
The biological reaction you display in response to stressors gives you the ability to do things both physically and mentally that may have been difficult without it. Your endurance is heightened. Your mental acuity increases. You may have only experienced this in response to tight deadlines. You have come to believe that it is the pressure that makes you great. You say, “I do my best work under pressure.” Foolishness! If you can do good work at the last minute, imagine the great work you can do with more time. The outline for great work is simple: Collect yourself, Learn, Connect, and Set Goals.
Collect Yourself. The key is discipline—to engage that biological reaction on demand. You must see the outline for greatness and turn stressors into waypoints. This is collecting yourself. Bring your biological functions into submission to your will.
Learn. Gather the information you need in order to understand the work. Talk to others about their experience with similar challenges. Review what approaches make sense to you.
Connect. The single most predictive characteristic of success is support. Build a system of support that fits for the work at hand. Always rely on your mentor. Also, engage content experts and consultants.
Set Goals. Now that you know what you are working with, list goals that are unique to you. Being realistic is important, but not as important as reflecting you in the work. Challenge yourself and recognize the power of building incrementally toward larger goals. Plan in the context of the time you have and the eventual benefit expected.
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