The Human Element: Productivity, Self-Esteem, and the Bottom Line 9781555426125

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Best -Selling Author of

JOY

WILL SCHUTZ

Productivity, Self-Esteem and the Bottom Line

iiWfi

Human

The

Element

the besi of today's tnana] Even meni programs — total quality

management, employee involvement, sell directed teams are

—

doomed

ultimately to

(ail

without the

and honest participation of the individuals involved. Teams perform full

to their potential only

when members

accept themselves, take responsibility

and interact conOnly leaders who possess the self-esteem and confidence needed to speak the truth for their feelings,

structively with others.

gain the loyalty of followers.

And

groups make effective decisions only

when

they create a structure that

elic-

and uses everyone's contributions. In The Human Element, author Will Schutz shows how to enhance our performance and improve our its

organizations by developing healthier

concepts of ourselves and others.

A

personal development and leadership

guide to creating a

work environment

where self-determination and openness

are

Element

the

The

rule,

Human

offers strategies for height-

ening our awareness of ourselves and others

—a

key factor

in

shaping our

relationships to work.

Schutz combines his rigorous

sci-

and academic training with years of experience consulting to

entific

international organizations such as

AT&T, NASA, and

the

to offer a field-tested

World Bank approach to

improving organizational ness.

He

effective-

introduces innovative tools

(continued on back flap)

s

The

Human

Element

The

Human

Element Productivity, Self-Esteem,

and the Bottom Line

WILL SCHUTZ

|»

JOSSEY-BASS A Wiley Company www.josseybass.com

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Library of Congress Cataloging-in-Publication Data Schutz, Will.

The human element /

— cm. — (The

Will Schutz. p.

:

productivity, self-esteem,

and the bottom

line

1st ed.

management series) and index.

Jossey-Bass

Includes bibliographical references

ISBN 1-55542-612-3 1.

Personnel management.

participation.

productivity.

HF5549.S253

Self-esteem.

3. I.

Title.

II.

2. 4.

—

management Employee Workgroups. 5. Labor

Industrial

Series.

1994

658.3— dc20

94-16107

CIP

Credits are on

p.

277

FIRST EDITION

HB Printing

10 9 8

Code 9472

The Jossey-Bass Management

Series

Consulting Editors Organizations and

Management

Warren Bennis University

ofSouthern California

Richard O.

Mason

Southern Methodist University Ian University

I.

Mitroff

ofSouthern California

Contents

Preface

xiii

The Author

xxiii

INTRODUCTION

The Heart and Power of the Human Element A Bit of Autobiography 2 Graphic Representation of the

Human

12

Element

14

Pause for Reflection: Group Lifeline

PART ONE

Human

Developing the

Element

1

A New Way of Making Sense of Ourselves and Our

and Openness

Relationships: Inclusion, Control, What's Behind the

What Are of the

Human

25

Element Model?

Am

I

In or

Out?

27 35

Pause for Reflection: Inclusion Control:

Am

I

on Top or on the Bottom?

Pause for Reflection: Control

Openness:

Am

I

Open

or Closed?

Limits of Openness

Pause for Reflection: Openness

36

48

Pause for Reflection: Levels of Truth

The

21

the Basic Dimensions

Human

Inclusion:

Element Model?

19

49 64

65 69

IX

X

CONTENTS

2 The

Basis for Personal

and Professional

Effectiveness:

Self-Concept and Self-Esteem

71

72

Self-Concept and Inclusion, Control, and Openness

A Model

for

Understanding Self-Concept

75

Pause for Reflection: Defining My Self-Concept

79 85 Pause for Reflection: Coping Mechanisms 93 99 Self-Esteem: Building a Positive Self-Concept 102 Improving Self-Esteem in Organizations 106 Pause for Reflection: Self Esteem Coping with Threats

to the Self-Concept

PART

The

Human

TWO

Element at

Work

Open Teamwork: Building Compatible and Productive Teams

Teamwork and

Productivity

115

117

Approaches to Teamwork Pause for Reflection:

119 Teamwork 122

The Human Element Approach to Complementarity Pause for Reflection: Atmosphere and Role Compatibility 128 Rigidity: The Enemy of Teamwork 130 Pause for Reflection: Rigidity and Atmosphere Preference 134 Pause for Reflection: Rigidity and Role Preference 138 Issues in Group Development 138 Group Relations with the Outside 142 Pause for Reflection: Outside Relations 144 Open Teamwork 146 Using Open Teamwork for Top Performance 150 Using the Team Compatibility Index 153 Behavior That Enhances Teamwork 155 Pause for Reflection: Open Teamwork 156

Compatibility:

123

4 Optimal Individual Performance: Enhancing Performance and Unblocking Creativity Another Look

at Individual

Performance Appraisal

The Human Element Approach

161

159

157

CONTENTS The Work

163

Relations Experience

Pause for Reflection: Work Relations

175

176

Getting the Right Person for the Right Job 1 80

Pause for Reflection: Job Fit

Improving Individual Decision Making Pause for Reflection: Creativity

Pause for Reflection: Individual Decision

183

187 Making

194

5 Concordance Decision Making: Developing Better Decisions That Everyone Supports The Human Element Approach Concordance Inclusion, Control,

in Decision

199

Making:

and Openness

Criteria

Pause for Reflection: Group Decision Making

208

Characteristics of Concordance

Fears

200 207

216

and Objections

Putting Concordance into Practice

Pause for Reflection: Concordance

219 229

230

Conflict Resolution

6 Redefining Leadership and Creating the

Human Element

The

Organization

Puzzle of Leadership

234

Pause for Reflection: Internal Relations

240

Pause for Reflection: Outside Relations

241

Pause for Reflection: Problem Solving

242

Human Element Organization 243 Human Element Organization 247

Defining the Creating a

CONCLUSION

The

Real Bottom Line

249

APPENDIX

The Human Element

Notes

Index

Tools

and References 267

261

255

233

197

XI

Preface

In the end

business operations can be reduced to three

all

words: people, product, and

profit.

People

come

Unless you've got a good team, you can't do the other two.

If Iacocca

is

and

right,

I

believe he

is,

let

much

with

—Lee

lacocca 1

us take a deeper look at peo-

and apply our modern understanding of people

ple

first.

to organizations.

We have learned a great deal about human behavior over the past few decades. Now is the time to apply Over the years, as a consultant, it.

I

have had the opportunity to observe people of all ranks in organi-

zations.

seen the

I

have been impressed

amount of pain

— and saddened — whenever

that exists in organizational

life.

I

have

So many

people are frightened of losing their jobs, of being inadequate, of

being disrespected, of being overlooked, of being exposed, of just being known. So

many

have physical ailments, sometimes chronic,

related to their livelihood.

sonal I

and

And the fear often carries over to their per-

lives.

don't like to see

it

disturbs

me

all this

to see

or low self-esteem are

it

pain.

I

don't like to experience

so widespread.

The

it

myself,

ramifications of high

enormous and ubiquitous, and

their extent

is

They affect every aspect of human personality and human interaction. They affect our productivity and ability to think creatively and logically. They are often the source of our sooften underestimated.

cial

problems.

XIII

PREFACE

XIV

My

personal and professional experiences have demonstrated

when people have sufficient self- awareness to have healthy selfesteem, and when organizations promote an open, honest climate, that

much

We

pain can be eliminated.

can eliminate irrelevant argu-

ments, wasted energy, withholding, lying, undermining, and other

misery-producing

inefficient,

formed into an arena

activity.

The workplace can be

trans-

and bring-

for expressing the best in ourselves

ing out exceptional productivity.

Self-esteem also leads to the most fundamental

ing others. For

me, the highest value

and of all people. In to help

him

or her

fact,

the most

become

I

is

the

methods

full realization

for help-

of myself

can do for any other person

fully realized.

can do that only

I

when

is I

myself am unafraid and open. I

a

had

a recurrent

dream when

I

was a boy.

I

dreamed

was

I

my

grown man, on the roof of a burning apartment building, and on the ground,

children were

my

ing

help.

But

in the courtyard, frightened

had an enormous

I

had

to

children.

and need-

feeling of frustration because

up on the roof the bricks from the chimney were I

that

falling

on me, and

my

keep dodging them myself in order to escape and help

The message of the dream was

threats to be

of the most value to others.

What

the

clear: I

must

free

myself of

Human

Element Approach?

The Human Element model

presents a well-tested theory

and

helping you increase your self-awareness,

self-

Is

methods aimed

at

acceptance, and self-esteem tial,

both individually and

open yourself

to

carry

them

and thus

as a

to the ideas

realize

your

full

member of a group.

human

poten-

If you are willing

and experiences presented here and

into your organization, you'll help create a structure

and

conditions in which the following things can happen: •

Groups operate

know and elicits

to their capacity because

express themselves fully

and

members choose

to

to create a structure that

and uses everyone's contributions.

XV

PREFACE

Everyone

•

the truth.

tells

Each person takes

•

full responsibility for his

or her behavior and

feelings.

To

the degree that these aims are realized, teams are

most

effective,

organizations are most productive, and individuals are most accomplished.

On

the emotional level,

human

relationships in teams are

personally satisfying, and individuals feel best about themselves.

One

observer, referring to an important experiment in the automotive field,

put

it

more

"No

urgently:

individual or group of individuals

smart enough to guide an organization today.

do

it is

to leverage

as well as

all

The only way you can

of your human resources, and that means minds

hands." 2

Several fundamental principles

lie

Human

behind The

Element:

•

At the heart of all human functioning

•

Best solutions to organizational and leadership issues require self-awareness as an essential

•

is

Deeper

self- awareness

is

the

self.

first step.

leads to self-acceptance

and then

self-

esteem. •

As individuals gain

self- awareness

more open and honest with energy they

now

and

self-esteem, they

They

their co-workers.

become

redirect the

use for defensiveness, withholding, and other

interpersonal struggles into productive work.

A phrase of Kurt Lewin's is justifiably famous: so practical as a

good

theory."

Theory

ing through and understanding a

Human

is

phenomenon of

Element presents a theory aimed

some simple and,

I

at

said

for

knowing methods

increasing group energy. If

the theory

may

nothing

interest.

The

hope, profoundly effective tools that they can if meetings are

the theory provides guidelines for noticing

and

is

providing leaders with

bring to any leadership dilemma. For example, ficient,

"There

usually the result of think-

for eliciting

team members

what

what

is

is

not

ef-

not being

hidden, thereby

are not functioning well,

direct the leader to several areas for solutions:

Do

PREFACE

XVI

team members not

feel

Do

included?

they

Disliked? Lied to? Ignored? Disrespected? If

working together, to

is it

feel

disempowered?

team members

are not

because they are different in their orientations

work? Are they competing

for the

same

their positions, since they feel threatened?

holding to

role? Rigidly

Withholding

feelings for

of losing their jobs?

fear

The purposes of

the

book

are, first, to

achieving cost-effective, productive

tom

line

— through improving

formance; second, to show

present a

work in organizations

everyone's individual

how

method

—

for

the bot-

and team per-

to accomplish this goal while sup-

porting the personal growth and happiness of everyone in the organization; and, third, to teach people to be leaders their

Who Should I

wrote

and

who

can guide

teams to accomplish their goals.

this

book

self-esteem.

Read

Book?

This

for people interested in

The people who

enhancing

self- awareness

share this interest include the fol-

lowing groups.

Leaders and Managers As the people responsible

for accomplishing the organization's goals,

often in times of reduced resources

managers

know

that the

and challenging expectations,

more time they can devote

problems and creating successful products and they and the organization will do. vides a

way

for

in their roles

ordinates.

see

They can

The Human Element model

ways of understanding and helping learn about their

own

individual

book

is

pro-

their sub-

self-concepts

how people operate, and about new methods

and

self-

for deal-

ing with such crucial issues as performance appraisal, job satisfaction,

work

managers in organizations to learn about themselves

and

esteem, about

to solving

services, the better

fit

and

teamwork, internal and external group dynamics, and

and group problem solving and decision making. The

a sourcebook for leaders

on

the

human

aspects of leadership.

PREFACE

Self-Directed Teams can

XVII

Teams

also profit

from the book, since

maximum

ship encourages the

conception of leader-

its

participation of

all

members, which

enhances everyone's feelings of responsibility and competence. (Chapter Three, devoted to teamwork, demonstrates

how

groups

can come together to create healthy dynamics that lead to increased productivity.)

Professionals Psychologists, social workers, counselors, nurses,

helping professions

may find many sections

and interpersonal behavior) of specific nizations ship,

and others

(such as those

value.

Those

and the military should gain from the

in the

on the

self

in sports orga-

sections

on

leader-

teamwork, performance, and decision making.

Individuals

The Human Element approach

fosters the idea that

each individual

mirrors the dynamics of groups within himself or herself, and so the material

on self-concept and

tionships also applies to the

self-esteem in organizational rela-

way each individual functions. The same

principles of truth telling, choice,

and

self- awareness,

plus those of

teamwork and group problem solving and decision making, apply to couples and families.

can help you

know

and thus make

all

The bottom

line

is

also

that this approach

yourself better and strengthen your self-esteem

a difference in the quality

and health of most of your

relationships.

How to

Read

This

Book

The Human Element is an invitation to you, the

me on

an intense journey.

It will

reader, to

be quite demanding

quiring you to think about and react to your

come with

at times, re-

own and

others' be-

XVIII

PREFACE

may be difficult to acknowledge. You may new but very different from what you've en-

havior and feelings, which find the ideas not only

How much benefit are

countered before. You are faced with a choice:

you willing cepts that

to

choose to get from

seem revolutionary, you may

my organization. you

book? As you come across con-

this

are free to

that there are

It's

not

realistic."

say,

"That

will never

won't debate whether

work

in

that's true;

make your own choice. Instead, I want to point out many ways to enhance or block the benefits of any

learning tool, including this book. to stay with

I

this journey,

I

promise you that

you will gain

insights

and

if

you choose

ideas that, as years

of workshops based on these principles have shown, do make a

tremendous difference

in the quality

amount of material

ganizations. Because of the

length of some of the chapters, •

of life and relationships in or-

suggest that

I

in the

book and

you follow these

the

steps:

Begin by reading the book through once, quickly. Don't answer

any queries or struggle over any parts that are unclear. Just concentrate on getting an overall •

Start again,

sink

in.

and take one small part

Note your

life

the ideas, and challenge out. Discuss

and

at a time.

Let the material

ideas to

your

own

your organization. Argue with

— out

loud, if you like. Try

them

them with people around you. Think about the for action,

and

see

how

they might be

For you to get the most out of this book, the ideas in

have to become

•

in

them

methods and suggestions

best

the book.

Connect the

responses.

experiences, in your

useful.

feel for

way

to

real to

make

you, and your active engagement

is

it

the

that happen.

Respond completely and honestly

to the Pause for Reflection

sections interspersed throughout the chapters.

The

Pauses

provide opportunities for you, the reader, to explore your personal relationship to the concepts and to devise a personal action plan.

They

give

you

a

chance to increase your

own

self-

awareness, self-acceptance, and self-esteem as well as to learn

new ways of creating relationships.

stronger teams

and interpersonal

PREFACE

Put the book down,

•

in.

When you

next part. pieces,

have digested

Then

you

will

what you have read

reflect.

book and

By taking

interest in

settle

take the

bite-sized

value from the book.

interest,

dwell on

them

probably work better to stay in sequence, but

When you

one particular

longer.

if you

part, skip to

It

have it.

have finished the second time, read through the

whole book once more. You it

let

return to the

much more

of particular

an overwhelming •

it,

stop again and

will receive

If there are parts

•

and

reflect,

XIX

will

much more from

probably get

this time.

In addition to the Pause for Reflection sections, the features extended cases that are reports of the

work in

a variety of organizations. In

reports of

my

some

Human

instances,

I

book

also

Element

at

wrote cases

as

experiences consulting with particular organizations.

In other cases, the leader or manager of an organization writes about his or her experiences case examples, also

and those of the group. There

drawn from

real organizations,

are integrated into the chapters.

nied by analyses, to illustrate

are also shorter

with episodes that

Case examples are usually accompa-

how

Human

the

Element concepts

apply to the examples.

Organization of the Book The

basis for organizing this

workshops dozen

called

years,

and

The

book owes much

Human

series

many

five-day

Element? presented over the past

to the late Ida Rolf, a magnificent

vented the method of deep massage called of a

to the

Rolfing.

A

woman who

in-

Rolfing consists

of sessions administered in a specific sequence, each to a

different area of the body. This "recipe," as Rolf called

signed so that after one part of the body (the top in session one)

was

balanced, the client

body could sense where the next (the legs, in session two)

session

who was would

it,

half, for

was de-

example,

well aware of her

focus, since that part

would now be unbalanced. The sequence

continues through ten sessions, with each session building awareness

PREFACE

XX

and following logically and sensibly from those that have

in the client

before. Similarly, as the

gone

Human from

certain topics naturally followed

group

increase

effectiveness,

it is

Element workshops evolved, earlier ones.

essential for

For example, to

group members to un-

derstand and to have dealt with issues of self-concept and self-esteem.

The sequence of chapters

in this

book

follows the organic evolu-

tion of Human

Element concepts. The Introduction begins with an

account of how

my personal and professional experiences led to the Human Element model and explains why I think

development of the it

has such

power and

One

Part

more

quire

Element

presents

utility.

two chapters designed

self-awareness.

theoretical

Chapter

framework

behavior and feelings and

for

how

One

to help the reader ac-

introduces the

understanding the

self,

Human

including

they affect relationships within

groups.

The

and

How do behave toward How do I feel toward others? How do people behave and feel

is

chapter begins the process of developing

designed to answer several questions:

people?

toward me?

What

at perceptions

impact do

I

which

am

How

I?

I

have on people? Chapter

Two

looks

of self (self-concept) and feelings about those percep-

tions (self-esteem), to help readers gain a selves,

self- awareness

more

realistic

view of them-

aids in self- acceptance. It answers these questions:

do

I

see myself?

How

do

I

defend myself when

Who I

am

my strong leadership traits, and how can I improve as a leader? How do feel about myself? How much do I care about myself? How much do I respect and like myself? How can I increase my self-esteem? How do self-concept and self-esteem affect threatened?

What

are

I

the organization? Part

Two, which comprises four chapters,

Element principles to major organizational discusses

applies the

issues.

Human

Chapter Three

group dynamics and presents a model for open and com-

It explores these questions: How can I be a better How do teams work? What blocks teamwork? How can help my team work better? What motivates individuals? How can I help them work more effectively? How can I help my team manage

patible

team I

teamwork.

player?

PREFACE

relations

its

timal

with outside forces and groups?

teamwork

It

becomes

clear that

requires optimal individual performance,

Chapter Four looks

at

XXI

op-

and so

ways of enhancing individual performance

through new approaches to performance appraisal, job

satisfaction,

and personal problem solving and decision making. Chapter Five turns to using the concordance model in building

more

efficient

group-based decision making, including conflict resolution. swers these questions:

team lem

to help the

How can

I

better mobilize the resources

members become more

How can we use the techniques

solvers?

has the opportunity to participate in lines the

scribes ter

Human

how such

it

offers a

logical

an-

on

my

prob-

to ensure that everyone

decisions? Chapter Six out-

Element concept of the leader as completer and dea leader can be encouraged

concludes with a vision of the

what

all

and

creative

It

trained.

The chap-

Human Element organization and

The Conclusion,

takes to create one.

and

following Chapter Six,

few thoughts on change.

Style Throughout

this

book,

I

have adopted a convention used in

all

books written since 1973. For certain descriptions, to avoid

grammar and

establish a direct writing style, /

the universal self or the universal employee,

is

my

sexist

used to designate

and you

nate the universal other. This convention avoids the

is

used to desig-

cumbersome he-

she-they and he/she locutions and the use of just he 01 him to represent both male I,

and female.

An exception to this practice occurs when

the author, speak directly to you, the reader (this exception

ally

made clear by the context).

the universal /is designed to the content for as

you

and make

it

draw you, the

to get used to being included

will find that

it is

well

I

usu-

In addition to avoiding awkwardness,

more immediate

you or included in what

is

as

/,

consider a

worth the

effort.

reader,

to you.

It

more deeply

may

into

take a while

rather than being addressed

phony

we, but

I

think you

PREFACE

XXII

Acknowledgments I

want

to express

my

The workshop

•

gratitude to the following people:

trainers

who

contributed to this work, especially

Thompson Barton, Gary Copeland, Peggy O'Heron, Don White, and Nan Wydler

Judith Bell, Karen Copeland,

Ron

Luyet,

Those from other countries who adapted the work

•

to their

Rhonda Parkyns from Australia, Virginie Cornet from France, Jim Barrett and Roy Childs from Great

culture, especially

Morio Itozu and Shogo

Britain,

Branca from

To

•

Italy,

my support

Pickens,

Dean

my son, who

Saito

and Jorge and Monica Diaz from Mexico

staff:

James Mellard, Jerry

Radetsky,

contributed excellent background research

others were skeptical

To

the manuscript

and provided superb

when

advice, conceptual

and general support

editing, •

Miller, Elizabeth

Maranne Thieme, and Ethan Schutz,

To Warren Bennis, who championed

•

from Japan, Michele

the folks at Jossey-Bass: Cedric Crocker, Marcella Friel, Bill

Hicks, Sarah Miller, freelance copyeditor Patty Callahan, and

development editor Sheryl Fullerton

especially freelance

To

•

my wife,

defender,

Ailish: strong partner, inspiration, colleague,

critic,

security that Finally,

to Joyce

it is

comic, teacher, wonderful, generous

made my

who

narily bright, deeply

I

dedicate this

book

died during the writing. Joyce was extraordi-

human, and

ough understanding of the live

the

effort easier

with great sadness and pride that

Feddon,

spirit;

hilariously funny; she

principles in this

them. Joyce spent over twenty years

her master's thesis on the Bible and the

as a

book and Catholic

had a thor-

the ability to

nun and wrote

Human Element.

She was

in-

strumental in launching this project and quickly became invaluable to

its

She was not only a marvelous colleague but one of my

success.

closest

and most cherished

Muir Beach,

May 1994

California

friends. Joyce, this

is

for you.

Will Schutz

The Author

Will Schutz

is

one of the most respected

human relations. His FIRO-B known as one of the most widely

leaders in the field of

questionnaire

internationally

is

used approaches in the

field.

Schutz has served on the faculties of Harvard University, the University of California at Berkeley, and the University of Chicago,

among

others. In addition,

partment of holistic studies

he created and chaired the graduate deat

Antioch University, San Francisco.

As a consultant, Schutz has worked tions in

both the private and the public

extensively with organizasector.

These organizations

include such Fortune 500 companies as American Express,

Boeing, Coca-Cola,

IBM,

Intel,

Levi Strauss, Procter

AT&T,

& Gamble, and

Xerox; government agencies such as the Federal Aviation Administration, the Indian troller

of the Currency, U.S.

hospitals,

such

Health Service,

as

such

as

NASA,

the Office of the

Comp-

Army Intelligence, and the World Bank;

Baylor in Texas and Mercy in Iowa; universities,

Northwestern and Rochester; and nonprofit organizations,

such as Bread and Roses and the Urban League. shops in

many

countries,

and

his

He

work has been

has led work-

translated into

French, German, Swedish, Italian, Japanese, and Spanish.

Schutz

is

author and developer of The

grated series of modules that addresses

development.

He has written

book Joy (1967). His most

all

Human Element,

an inte-

phases of organizational

eight books, including the best-selling

recent book, The Truth Option (1984),

presents a combination of scientific

and

experiential

methods

for

self-empowerment.

XXIII

The

Human

Element

INTRODUCTION

The Heart and Power of the Human Element

All the greatest

and most important problems of life

They can never be

fundamentally insoluble

are

solved but

only outgrown. This "outgrowing" proves on further investigation to require a It is

new

not solved logically in

confronted with a

its

new and

level

own

of consciousness terms but fades

stronger

when

life force.

— CarlJung

Jung s statement expresses one of the cardinal points of

The new

consciousness that

fessional, international,

self-consciousness or

esteem.

is

needed

to solve

many

and organizational problems

self- awareness,

which

The magnitude of those problems

is

this

book.

personal, prois,

I

believe,

directly related to self-

— from war

to crime to

divorce to hunger to terrorism to pollution and far beyond

—

has cre-

new paradigms to help "reinvent" organizations and governments. People now are ready to understand themselves at a much deeper level and, through that understanding, gain a new and more powerful set of tools to deal with major issues. What began with the giant strides made in the human potential movement 2 has led to ideas and techniques that provide the ingrediated a shared urgency for finding

ents for a fresh approach to solving problems. level,

many

On the organizational

consultants and organizational leaders have pointed for

THE

2

HUMAN ELEMENT

years to the need for prise"

3

more

attention to the

and, in selected realms, have

My plan for this book

is

to select

made

"human

side of enter-

a noticeable impact.

from the most useful of the new

and the best of the old but neglected ideas developed about individgroup, and organizational behavior, bring

ual,

one

theoretical model,

I

grown

and present specific methods

for

into

making these

This selective and integrative process represents what

ideas practical.

has

them together

my

to be an imperative in

professional

and personal

life.

have been intent on integrating the personal with the professional,

the old with the new, the scientific with the experiential, for well

over thirty years. This integrative drive also comes from another of

my

fundamental

beliefs: in holism,

body and mind,

the idea that

thoughts and feelings, are intimately intertwined.

To understand more cal ideas in this

book,

my personal history. gins of,

I

fully the bases

hope you

will indulge

this story to

I tell

and some context

for,

of the theoretical and practi-

me

as

I

share

some of

provide some sense of the ori-

what may

at

times seem like radical

alternatives.

A

Bit

As

virtually

push

is

of Autobiography any

eldest son in a Jewish family will attest, the family

toward accomplishment:

something of yourself."

good enough. As

(UCLA), thing

And

"First

become president, then make

each accomplishment

a dutiful son,

I

went

received a Ph.D. at a young age,

never quite

is

to a respectable university

and proceeded

to

do every-

my Jewish mother wanted me to do, so I would "be happy" and

so she could cessful son.

tell (I

her Mah-Jongg and canasta partners about her suc-

later

found out that these values

are

not confined to

Jews or to mothers.) For twenty years,

I

taught and did research at Harvard, the

University of Chicago, the University of California at Berkeley, and

other prestigious institutions. ied virtually just as

much

I

concentrated in psychology but stud-

philosophy

method, the philosophy of science,

—

in particular, the scientific

logical empiricism,

and research

AND POWER OF

INTRODUCTION: HEART

design (with the distinguished philosophers

Abraham which

I

Kaplan).

mathematics for Lazarsfeld, the

taught

I

new

created a

lowship that resulted in an stint in the

Hans Reichenbach and

attended a

social scientists at Stanford,

well-known

Navy,

I

sociologist

3

produced a dissertation in

statistics,

statistic,

HUMAN ELEMENT

THE

summer workshop on and worked with Paul

and methodologist, on a

article in Psychometrika.

A

Even during

fel-

my

did research on understanding and predicting

how any given group of men would work together, especially in the Combat Information Center of a large ship. In short, I became a scientist.

thoroughly enjoyed the pleasure,

I

that

respectability,

My

came from knowing about numbers.

and

elite status

book, FIRO:

first

A

Three-Dimensional Theory of Interpersonal Behavior (1958), 5 was based on

my Navy

and presented the Fundamental

research

Inter-

personal Relations Orientation theory and several measuring instru-

ments.

It

included FIRO-B, an instrument designed to predict in-

two people.

teraction between

was the climax of what

It

come to see as my first scientific phase. The next few years continued to be outwardly but something was wrong. techniques. Although I

never

felt fully

I

lectured

from

it.

I

quite successful,

at the edges

of traditional

loved the classroom and the teaching process,

adequate.

ond-best book in the

was straining

I

I've since

I

felt

phony.

while

field

did not

I

feel

I

assigned

my classes the sec-

read ahead in the best

book and

knew anything from

my own

I

experience.

Soon tic

after, I

came

group, while doing

Center, in Boston.

signed to help

them

into

my first

contact with a psychotherapeu-

research at the

The

Massachusetts Mental Health

process group for

learn

more about themselves

helping others, was led by Elvin Semrad, a analyst

who became my

And

ber,

I

about

there

I

found what

was admonished to

how

they really

psychiatrists, de-

before they started

brilliant,

earthy psycho-

main mentor about groups. After observing

and doing research on the group ber.

young

felt

I

tell

for a year,

I

finally

became

had been missing. As

a

a group

memmem-

the truth, hear feedback from others

about me, and open myself to the world

HUMAN ELEMENT

4

THE

of

feelings. Since

— emotion —

me

bent had held

scientific

in

"wallowed"

me gain personal growth, the group

experience helped reduce (but did not eliminate)

phony

who

the discovery of the world of feelings was a frighten-

ing delight. In addition to letting

a

to appreciate only

in fact, to feel a bit superior to those

the logical in

my

my

Groups became

teaching.

knowledge and of personal growth.

I

my feeling of being

a source of intellectual

became

fascinated

by them, a

fascination that continues to this day.

In the mid-1960s

studied clinical behavior in a day hospital at

I

the Albert Einstein Medical School, in the Bronx,

New

York, a

widely respected, avant-garde institution. Under the supervision of

an eminent psychoanalyst,

I

watched

apy groups. At the same time,

I

run psychother-

psychiatrists

began to conduct T-groups ("T" for

(NTL) 6

training) for the National Training Laboratories

Maine. T-groups were being conducted by the traditional-professional viewpoint,

many

at Bethel,

people who, from

were "unqualified," used

"untested" methods for "too short a time," with "inadequate screen-

ing and follow-up." In short, they were "outlaws"

— and they

in-

trigued me.

puzzled over

I

NTL. Maybe work and faster,

it

my

simultaneous experiences

was youth and

the results they obtained seemed

and more

effective

trusted it

had

I

thought the outlaws'

more

At

creative, deeper,

Einstein, for example, a

a lengthy discussion with a patient

men, and

and

than what was being done in the heart of

the psychiatric establishment. chiatrist

naivete, but

at Einstein

especially him.

She

male psy-

about whether she

insisted that she did,

and that

was "no problem." The psychiatrist then put a great deal of energy

into trying to convince the patient that she did have trouble with trust,

issue

and she continued

to

deny

it.

In the T-group,

of trust arose, the group leader did not argue.

the participant to stand up, turn around, if

she

would

ting go

trust

made

him

and

fall

when

a similar

He simply invited backwards, to see

to catch her. Several unsuccessful tries at let-

the point. After a few rationalizations about strength,

weight, and so on, this participant was willing to acknowledge her lack of trust, especially of men.

INTRODUCTION: HEART

AND POWER OF

HUMAN ELEMENT

THE

In an attempt to learn more, from 1963 to 1967 the

I

went

to

5

all

many seminars and meetings then available in New York, to learn new techniques in human behavior. I spent a year with

about

psychosynthesis, a spiritually oriented technique involving imagery,

named Roberto Assagioli. I experienced psychodrama with Hannah Weiner, 8 bioenergetics with Alexander Lowen and John Pierrakos, 9 Rolfing with Ida Rolf, 10 and gestalt therapy with Paul Goodman. 11 All these methods seemed rich and effective. They had in common the use of nonverbal methods, especially movement and imagery. These nondevised by an Italian contemporary of Freud 7

traditional

methods appeared

of them into

my own group

to work.

I

techniques, with exciting results.

was acquiring many methods, from the challenge

now was

All the while

was

I

to

began to incorporate parts

know when

I

felt I

traditional to the new.

to use each

most

My

appropriately.

was soaking up these trends in human behavior,

I

with various organizations and corporations.

I

also consulting

presented workshops on creativity, team building, communication, or whatever other topic was currently popular. ticipants'

But even erage),

To judge by

high ratings, these workshops were reasonably successful. as

I

read the evaluations, typically

and smiled

at

my success,

computed the mean

a vague discomfort

nagged me.

returned to the same organization two weeks later and ticipants

what they had learned from the workshop,

swers like "Wait just a minute

—

my work had no lasting effect. home

I

let

me

find

would smile weakly,

to the solace of rereading the

something was not working, and

me I

I

received an-

leave,

and rush

postworkshop evaluations,

wanted

If I

asked the par-

to

try-

Clearly, though,

know what.

It

would

twenty years to find out.

At the same time, Day.

I

(av-

my notes." Apparently

ing to put the follow-up comments out of my head.

take

the par-

I

had

a decade birthday that felt like Judgment

asked myself, "Are you living where you want to be living? Are

you married

to the

the kind of work

woman you want to be married to? Are you doing

you want

to be doing?"

questions was a resounding no.

two jobs and

felt

I

The answer

had found

a deadness going to

little

to

all

energy for

of these

my last in my

work. The same was true

THE

6

HUMAN ELEMENT

home life. I longed

for

an environment where

and excited and motivated

my creativity. So, even though

to use

been promoted to associate professor

just

School

As

—

coup

a

pondered

I

nonmedical doctor

for a

alternatives,

named Michael Murphy.

I

I

started

felt

something called a growth

He made me

Sur, California.

pay me, but

a

title,

any title

I

I

found

I

had

center, the Esalen Institute, at Big

an unusual

offer.

He

said if

he could not

anyone came

I

a place to live; there

could put a sleeping bag. But he could give

chose.

at

through

similar ideas. Michael

would make some money. He could not provide was a garage where

man

was teaching

to 1962,

could offer three workshops, and

I

I

from 1958

we had

had

heart was elsewhere.

an offer made by a

had met Michael while

who

I

Medical

at the Einstein

— my

recalled

the University of California at Berkeley, a student, Fred Weaver,

would feel stimulated

I

this offer irresistible,

and so

I

me

became

my own mind). In 1967, I resigned from Einstein, got divorced, put my belongings in a Volkswagen, and the

Emperor of Esalen

first

headed west

(in

to Big Sur.

human potential movement. I studied and experienced a variety of approaches, drawn from many periods of history and from many countries, to developing the full At Esalen,

I

entered the heart of the

potential of each person

and each interaction between people.

everything physical, psychological, and spiritual apies, all

and

body methods, jogging, meditating,

fasting for thirty-four days

my twenty years

terbalanced

sire to integrate I

tried to

writing. In

(1967),

12

my first years I

techniques

I

up

how

and

this integration at Esalen,

had written

at Esalen.

told

ther-

guru in India,

left

me with

a strong de-

I

Joy:

through

wrote a great

Expanding

my

research

deal. Before

Human

Joy summarized what

had been learning during

some of those methods, to use them.

to Joy, reflecting

I

had done with

my five years

as well as others

I

in

and

mov-

Awareness

which, fortunately, became a best-seller and helped

workshops

described

all diets, all

visiting a

These experiences coun-

water.

in science

tried

the scientific with the experiential.

accomplish

ing to Esalen,

on

—

I

fill

my

all

the

New York.

It

had devised, and

Here Comes Everybody (1971) 13 was a follow-

my early experiences at Esalen. The principles of

INTRODUCTION: HEART

AND POWER OF

HUMAN ELEMENT

THE

7

encounter groups were chronicled in Elements of Encounter (1973) Leaders of Schools (1977)

was the

last

hurrah of

my

14 .

second scien-

reported on a large research study of school administra-

tific era. It

tors

15

done earlier at

study for a

Berkeley. Later

new body-mind

came Body Fantasy (1977)

therapy

I

16 ,

a case

had developed, combining

Rolfing and imagery. In 1979,

1

published Profound Simplicity, 17 a book about the

fas-

cinating near-decade of experiences at Esalen that had so widened

my

on people and human

perspective

plicity

my

communicated

my investigation interpersonal

of human beings

methods

as

— with

enough

t'ai chi;

ogists, for

all

they were

level,

all

method

as

18 ;

closely,

it

with such energy ap-

—

if I

these approaches were saying at a deep talking about the

example, talked about realizing the

more

began

acupuncture, bioen-

or with spiritual orientations

the spiritually oriented spoke of finding the

plored

I

individuals, or with such

body techniques

ergetics, Rolfing, or the Feldenkrais

could understand what

Profound Sim-

no matter where

encounter groups, imagery, gestalt therapy,

or psychodrama; with such

proaches as aikido or

interaction.

realization that

seemed

to

me

same full

thing. Psychol-

human

potential;

God within. When

I

ex-

that they were talking about

almost the same thing, but in different language. In Profound Simplicity, I

described the seven principles of human functioning (truth,

choice, simplicity, limitlessness, holism, completion,

toward which

I

felt

all

approaches to

chological, spiritual, physical,

human

and energy-based

At the same time, during the

late

and dimensions)

experiences

— were

—

psy-

converging.

1970s, American organizations

were becoming aware of the benefits of tapping more of the potential

within their employees. This awareness was spurred by (among

other influences) the spectacular success of Japanese production, an

achievement often attributed in part to Japanese management techniques, such as quality circles,

and the familylike atmosphere of

Japanese business organizations. In response to these changes in business,

I

became motivated

for organizations, based

my work with FIRO

to develop

on

some

materials systematically

my human-potential

theory and the

FIRO

scales.

experience and on

8

HUMAN ELEMENT

THE

In late 1975,

Esalen.

left

I

Over the next four

years,

I

undertook

the fascinating task of trying to integrate the scientific with the experiential. After

dozens of revisions, based on administering the

two hundred people from many organizations

materials to about

(Kodak, Esso,

Ampex,

Mattel, United Biscuit, the U.S. Army), sev-

modules emerged. They were

eral

Element.^ They were

first

called, collectively,

The

Human

published in 1981, in workbook form, and

were to be administered by qualified trainers in a workshop In the beginning, zations; as

I

have

new

I

said,

had very

setting.

experience working in organi-

little

my professional life

had been spent

chiefly in

teaching and doing research in universities, doing therapy in hospi-

conducting therapy and encounter groups, and creating and ex-

tals,

periencing methods for realizing the

hope

would

how

lead to

some

human

full

was that

for success as a consultant

my

how

fresh insights into

potential.

My only

"outsider" perspective

organizations

work and

they could be improved.

My first organizational test was very surprising and encouraging. During

having trouble with someone dle

it. I

manager

a team-building session, a first-level

asked

if that

at

said he

was

work and did not know how to han-

someone was

in the

anguish, he acknowledged that she was.

workshop group. With

great

suggested that he

that

I

tell

person directly what the difficulty was. (She turned out to be his boss. Later,

since the

I

was informed that

was seen

as

an unusual request,

more accepted method of dealing with such

to collect a

list

dinates, collate

a

of anonymous comments made by the

problem was boss's

subor-

them, and present them to her in random order.)

manager accepted his boss

this

my

invitation

was aware of his trouble.

and was surprised

—

to discover that

When a short discussion cleared up

a long misunderstanding, everyone treated a clever technique

The

talking directly!

I

me like a magician. What

felt

embarrassed, since this

"technique" was the most elementary type of communication in the

world

I

had

just

come from.

Emboldened by

this "success,"

from Profound Simplicity

I

decided to apply the principles

to organizations

and

started testing them.

.

AND POWER OF

INTRODUCTION: HEART

For example, (I

"tell

the truth," or "be open,"

is

THE

HUMAN ELEMENT

one of these principles

use the terms truth and openness synonymously).

sulting colleagues that

I

was going

team members

gest that the

telling the truth to

my

go to

to

try solving their

My friends

each other.

I

we

tell

con-

next client and sug-

problems by simply

smiled and thought that see, in

orga-

the judicious truth, or partial truths, or what peo-

know.

ple need to

my

told

was very quaint: "You've been away quite a while. You nizations

9

We

rarely tell the

whole

truth. It isn't

.

.

.

well

.

.

professional."

They were utives or

right.

anyone

else

I

had

a great deal of difficulty persuading exec-

of the value of telling the truth. But, every

and then, someone was willing were amazingly

effective.

great simplifier.

most, perhaps

It

all,

Over the next

Over

seemed

human

and the

to give truth a chance,

the years, truth emerged for

now

results

me as the

to be the universal tool for dealing with

problems.

several years,

I

had an opportunity

to try out

my

human behavior in many organizations of various types observe how truth affected productivity. In all these diverse

ideas about

and

to

phenomena were virtually the same. People spent (and wasted) an overwhelming amount of time not telling the truth. They places, the

were devoting energy to deciding to the

lies,

remembering what not

cuss, trying to figure

to

lie,

figuring out

say and what

out other people's

lies,

how to

present

subjects not to dis-

avoiding situations where

might be revealed, and reconstructing the surrounding situations to make the lies plausible. And this activity did not even include two lies

— not

saying anything (withholding),

and fooling oneself (self-deception).

My consulting experiences con-

other pernicious kinds of

lies

firmed the notion that not telling the truth

is

a

tremendous drain on

productivity.

In addition to truth, choice (the second principle from Profound Simplicity, also called self-determination)

me

in organizations. It

if I

do not

feel

empowered

I

am

I feel.

is

at the heart

determining

emerged as

a

key concept for

of the buzzword empowerment:

my own

life, I

am

limited in

how

Stressing this concept led to a dramatic reduction

in

HUMAN ELEMENT

THE

10

blaming

in organizations.

20

The

practice of choice leads to greater

away from blaming and

productivity as people shift their energy

ward figuring out how

The

to

do the work.

principles of truth

was one more

I

wanted

to-

and choice proved very

to add.

useful,

became more and more

I

but there

attracted to

the idea of self-concept as the key to solving organizational problems,

and

to universal self-esteem as the

This formulation helped years earlier,

when

had

I

me

first

consulting and returned a

work was

"splendid"

human

goal for the organization.

my

understand

week

close to nil.

uneasiness of twenty

amount of organizational

done a small

later to see that the

At

that time,

impact of

when I had

my

presented

the five rules of teamwork, or the seven principles of leadership, or

whatever,

I

had described each item on the

participants find out in the first place.

why they were

did not help the

neglected the self-concept. In other words,

I

nored the human element all

list; I

not embodying those principles

—

ig-

personal fears, rigidities, defenses, and

why human

the other real reasons

I

events

do not take place more

smoothly in organizations.

As

I

some

to experience

my

my thinking and my workshops and with my approach, I still feared that

continued to develop success

offerings were too psychological

oriented,

my

and so

first

presented was on truth, which

work,

as if to say,

stuff really

is

I

—

all this

fit

coming

truth

Then

relevant to organizations."

went away

sufficiently business-

The

first

module

I

quickly followed with one on team-

"Don't go away

on behavior, with one on job that people

and not

seminars were choppy.

and

we'd do a module

right after

feeling that these

self- awareness

it.

The

result

was

were "good and useful"

workshops.

But

I

wanted a

different

outcome.

I

was used to seeing people

emerge from encounter groups truly moved and changed, feeling emotional growth

Although the counter group,

as well as

Human I

felt

the intellectual level.

ponent.

I

Element workshop was and

that It

having had an intellectual experience.

it

might be more

is

effective if it

not an en-

went beyond

needed the emotional, personal-change com-

decided to take a chance.

1

INTRODUCTION: HEART

At the next seminar, is

I

AND POWER OF

announced, "The

THE

first

HUMAN ELEMENT

1

part of this seminar

devoted to personal awareness and creating an open atmosphere.

After that,

we

in the first part. will eventually

ticipants

I

would

like

you

to trust

had no trouble accepting

lectual stimulation

my delight,

my request, and

ended with a

experienced success in the

gained confidence that

my lack of expertise in

found that even

I

had given them

I

Human

Element seminars, offer.

I

I

was ignorant, but

now

I

and

became

the

most out of

my

help

all

human

employees

increase their self-esteem. In that way,

and

work

their experience,

(fi-

under-

believed that organizations

clear: to

dividuals were fully motivated, creative,

I

learned to ac-

were mainly people. Likewise, the aim of training the in organizations

credit for.

those aspects of organizations

where

standing of people was relevant.

their full potential

the par-

feeling of both intel-

did have something to

I

nancial, technological, legal)

ment

we do

and personal growth. People appreciated the im-

portance of personal factors more than

knowledge

that everything

workshop improved. From then on,

people in the seminars invariably

I

me

have a practical application." To

the applications sections of the

As

what we have learned

shall turn to applications using

logical.

ele-

realize all

in-

They could

get

best with others, create a

workplace people looked forward to coming

to,

support each other,

help each other reach their potential, identify with the organization

out of desire rather than coercion Equally important,

I

— and maximize

saw that self-esteem had

profits.

a great deal to

do

with effective leadership, and that the success of any organization was directly related to

its

leadership. Indeed,

the success of the leadership identical;

any approach to organizational

leadership at

As ership

I

and

I

its

have come to believe that

the success of the organization are effectiveness

must include

core.

observed various attempts to define and strengthen lead-

among

professionals

and

practitioners,

cept introduced by Elvin Semrad,

my mentor

I

remembered

at the

a con-

Massachusetts

Mental Health Center. During a seminar that Semrad was conducting for a group of professionals, he introduced the notion of the leader as completer.

By

that phrase,

Semrad meant

that the leader's

THE

12

role

is

HUMAN ELEMENT

to ensure that

the functions necessary to successfully carry

all

out the team's mission are accomplished well, regardless of who does

made clear why different people succeed in some others. It made clear the centrality of self- awareness

them. This concept places

and not

in

knowing what

for the leader, in

have other people do.

It

do himself or

to

made

also

why many

clear

can work. (Chapter Six discusses this

herself and

what

to

different styles

model of leadership in more

depth.) In the past,

record what

I

had found that

already knew;

I

one

creative experience,

had

years after

I

much

a

finished.

had always turned out

which new

better idea of

to be a

correlations emerged,

so.

what

I

had been doing

to

more

new asshort,

all

I

those

my journey, it seemed approand write about my experiences over the past

At

priate to pause, reflect,

dozen years or

book was not simply

made, and new simplifications appeared. In

sociations were

usually

in

it

to write a

this

point in

This book

is

the result of that pause.

Graphic Representation of the Human Element The Human Element

is

a holistic, overarching

an integrated approach to

To show ics

its

all

the

human

range and scope, Figure

covered in this book and shows

other.

The

circle in the center

being. Circle

1

,

Person to

self-concept, while

its

Self,

issues in

1.1 displays

how

model

that presents

an organization.

the sequence of top-

they are related to

one an-

of the octagon represents a

human

covers areas such as self-esteem

and

partner on the diagonal, Circle 2, represents

the long-term aspects such as personal growth. Circle 3, Person to People, covers areas such as

communication and

long-term counterpart, Circle

4, deals

leadership, while

its

with team building and deci-

sion making. Circle 5, Person to Job, includes job

fit

and job

place-

ment, while Circle 6 covers career planning, the long-range aspect. Circle 7, Person to Health, relates to fitness

term aspect

is

covered by Circle

8,

and

general health

illness.

The

and health

longplans.

INTRODUCTION: HEART

Figure LI. The 3.

8.

Human

Element

THE

in

HUMAN ELEMENT

PEOPLE

5.

CAREER

4.

self- awareness,

GROWTH

TEAM

motivation, stress

(Chapters 1,2, 4) potential (Chapters

2.

Person to Self (long term): personal growth, realizing

3.

Person to People (short term): communication, leadership, teamwork (Chapters

full

1, 2,

4)

3,

4,5,6) 4.

Person to People (long term): team building, decision making (Chapters

5.

Person to Job (short term): job

6.

Person to Job (long term): career planning (Chapter 4)

7.

Person to Health (short term):

8.

Person to Health (long term): general health

fit,

3, 5)

job satisfaction, relation of person to organization

(Chapter 4)

fitness, illness,

energy

level

3

JOB

2.

Person to Self (short term): self-concept, self-esteem,

1

Organizations.

HEALTH

6.

1.

AND POWER OF

THE

14

HUMAN ELEMENT of keeping a clear focus, these two areas are not dealt

(In the interest

The Human Element framework allows the relations between the various human aspects to be dealt with precisely, since

with here.)

each circle

is

described with the same dimensions (inclusion, con-

and openness,

trol,

to be discussed in detail in

Chapter One). For

example, the dimensions used for job satisfaction are the same as those used for exploring decision making. This simplification

makes

it

human

easier to relate all the

activities.

one area leads to simultaneous insights about dition, the representation of the

veys the interrelations

among

octagon

all areas.

all

the others. In ad-

as totally

Changes

Learning about

connected con-

in self-esteem, for

may affect the process of team building. Conflicts about liking myself may help explain my difficulties in being a firm leader and how these in turn impede teamwork. Improved job satisfaction

example,

communication.

affects

of deci-

and so on.

sion making,

Pause for

Reflection:

As already described

Group

Lifeline

in the Preface, the Pause for Reflection sections

offer opportunities for rial

Self- awareness affects the quality

you

and apply the material

your learning of the mate-

to consolidate to yourself.

When

you do, you

are likely

both to learn more about yourself and to understand the material a deeper level.

(From here on, the pronoun Us used throughout

the "universal self"; see the note

This

first

throughout myself ones

I

as a leader

is

as

of the

what kinds of

roles

things I

am

I

must know about

familiar with, I

am

and, at this point, which ones I

will then

which

inexpeI

proba-

be better able to find

my

my team or in my group by continuing what I do best and, goes by, strengthening my performance in my weaker roles.

on

time

in,

well.

for

21

my role in group situations

first

can carry out comfortably and well, which ones

do not perform very

place

style in the Preface.)

Pause for Reflection reviews

my lifetime. One

rienced or uncomfortable bly

on

at

5

AND POWER OF

INTRODUCTION: HEART

I

think about myself

—

or, better,

THE

HUMAN ELEMENT

draw a picture of myself

—

1

as far

my eyes and picture myself at the very earliest age I can recall. Now I open my eyes and draw myself through my lifetime, using the following guidelines: back

•

•

as

I

can remember.

I

shut

my family: Where am I in the birth order? What was my role in the family when my parents were home? when they were not home? when no one was home? In

With my playmates: Was

I

a leader?

dominant? shy? well

liked?

ignored? rejected? admired? good at sports? good at school? rebellious? •

Was my size abilities?

•

What

else?

a factor?

my gender?

my appearance? my abilities or lack of my ethnic group? Did I have a nickname?

Was there a change in me when the other sex was present? when dating began? Was I popular? unwanted? a loner? a partygoer? sought out? ignored?

/ now

reflect

on how much of my present behavior

is

more understand-

able in light of these early events. •

Now I think about and then draw all my social groups throughthen with peers, first with people older than out my life

—

I,

then with people younger than or position.

When

I

complete these drawings,

and observe the evolutionary

•

Which am Which do I

good

played?

I

enjoy?

avoid?

at?

me

the same? In

How do reactions

and

In

what ways do

do

I

all

people

certain types of people (of

so on) treat

me

expect people to respond to me?

I

stand back

What roles have I typically Which am I poor at? Which do I

what ways do

a particular age, gender,

I

lines.

How do people typically treat me? treat

•

I

or with people of lower status

the same?

What

types of

typically elicit (fatherly, sexual, sisterly,

com-

petitive, sympathetic, motherly, helpful, victimized, nasty, critical)?

THE

16

•

HUMAN ELEMENT

Given these memories, in order to

make

describe the type of leader

I

the best use of my strengths

I

would be

and most

familiar

roles. •

As

a leader,

what would

I

(initially, at least)

want others

to take

over? •

I

keep these pictures in mind

as

I

read the rest of the book.

PART ONE

Developing the Human Element begin helping you understand

Tomodel

the

Human

Element

provides both theory and methods for promoting

awareness in organizations, Chapter basic assumptions trol,

how

and

its

three

One

self-

discusses the model's

main dimensions

—

inclusion, con-

and openness. Chapter Two extends those discussions into an

exploration of the role that the dimensions play in self-concept (the

perceptions

I

have of myself) and self-esteem (my feelings about

those perceptions). Part

One

sets

the stage for seeing

dimensions of personal behavior and feelings defend them

at times

mance and group Part

— can be used

decision

to

— and

how

those

the desire to

improve individual perfor-

making and teamwork,

as discussed in

Two.

17

1

A New Way of Making Sense of Ourselves and Our Relationships: Inclusion, Control, and Openness Out beyond there

is

a field.

I'll

meet you

write a theory ofpersonality.

and told me

—Rumi

there.

The first proposal I submittedfor my

benignly

and wrong-doing.

ideas of right-doing

dissertation at

My chairman,

UCLA

was

1

to

a kindly man, smiled

that perhaps this was a bit ambitious for a young

graduate student.

and changed my topic, but not resurfaced later, when I had a chance to begin to formuin my research on group dynamics for the Navy during

Chagrined, I accepted his verdict

my

desire. It

late

a theory

the

Korean War.

As I pondered the

reasons for the persistence

of my

interest in

When I was around was my father. My hero

overarching theory, I had an interesting memory. eight years old, I

was a rabid baseballfan, as

was Lou Gehrig. L would approach

him how good Gehrig batted in

165

really was:

runs. He's terrific!"