Influence

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Chapter 1 – Levers of Influence

Perceptual contrast – the tendency to see two things that are different from one another as being more different than they actually are – is a lever of influence used by some compliance practitioners. For example, real-estate agents may show prospetive home buyers one or two unattractive options before showing them a more attractive home, which then seems more attractive than it would have if shown first. An advantage of employing this lever of influence is that its tactical use typically goes unrecognized.

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Thinking Fast and Slow

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Aim for watercooler conversations: improve the ability to identify and understand errors of judgment and choice, in others and eventually in ourselves, by providing a richer and more precise language to discuss them.

Social scientists in the 1970s broadly accepted two ideas about human nature. First, people are generally rational, and their thinking is normally sound. Second, emotions such as fear, affection, and hatred explain most of the occasions on which people depart from rationality.

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Emotional Intelligence

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The self-management competencies defined by Daniel Goleman model, each had become fads, but under different names after the introduction of this book. Positivity has been called “growth mindset”, achievement “grit”, adaptability “agility”, and emotional regulation “resilience”. Each of these emotional intelligence abilities matter – but all share a weakness if taken alone: they lack empaty and all the rest of the social skills found in the relationship management part of EI.

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Managing Conflict at Work

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Managing conflict is broader than what most people understand as ‘mediation’, which we might paraphrase as: ‘an intervention between disagreeing parties involving a third party, aimed at bringing the dispute to a conclusion that both can accept’. It is a responsibility that needs to be shared by the whole management team of any organization as much as with those who might often be though of as ‘the conflict specialists’:

  • front-line managers can play a vital role in recognizing the early stages of potential unproductive conflict, step in and stop many disputes from developing further, as well as helping to minimize or prevent conflict from happening in the first place
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Games people play

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Structural analysis

Observations on spontaneous social activities show that, from time to time, people visibly change their body position, point of view, tone of voice, vocabulary, or even other aspects of their behaviors. These behavioral changes are often followed by emotional changes. These changes and differences can be called “ego states”.
Each individual seems to have a limited set of such ego states, and they should not be mistaken with roles, but they are philological realities.
This set of states can be grouped into the following categories:

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Speed Of Trust by Stephen Covey

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You can easily see the importance of “striking at the roots” in other dimensions – for instance, when you compare the impact of focusing on preventing disease instead of merely treating it, or on preventing crime instead of simply enforcing the law. In this book, you begin to see it in business where, instead of compliance, the focus is on optimization through developing an ethical character, transparent motivation, and superb competence in producing sustained, superior results.

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The 7 Habits of Highly Effective People – Part four: Renewal

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The final post in this series is now available. “The 7 Habits of Highly Effective People” is a book that can guide you through challenges and it is helpful to keep it near.

1️⃣ The 7 Habits of Highly Effective People – Part One: Paradigms and Principles
2️⃣ The 7 Habits of Highly Effective People – Part two: Private Victory
3️⃣ The 7 Habits of Highly Effective People – Part three: Public Victory

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The 7 Habits of Highly Effective People – Part three: Public Victory

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“You can’t talk your way out of problems you behave yourself into.”
Real self-respect comes from dominion over self, from true independence. And that’s the focus on Habits 1,2 and 3. Independence is an achievement. Interdependence is a choice only independent people can make. Unless we are willing to achieve real independence, it’s foolish to try to develop human relations skills. We might try. But when the difficult times come, and they will, we won’t have the foundation to keep things together.

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The 7 Habits of Highly Effective People – Part two: Private Victory

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In this article, we will cover the first three habits, part of the Private Victory: be proactive, begin with the end in mind, and put first things first. The first post from this series contains details about Paradigms and Principles. So, let’s get started!

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