| Emotional Bank Accounts Some people are greedy. Some are generous. The full range can coexist in relative harmony. Fairness is key. Each individual is held accountable by associates. Individual contributions and detractions form a balance in the mind of an associate. The balance accrues in what Dr. Frank Jeffries calls an emotional bank account. People who put back what they take are okay. Consistent negative balance draws ire. Unabated, rejection ensues. |
| Key Concepts: |
| Performance Anxiety, Stupefaction: Some folks make no secret of believing we're all corrupt and incompetent. But does the inuendo become self fulfilling? I believe it does: it dumbs a victim down by misdirecting focus inward to re-examination of self--instead of a task at hand. Scrutiny induced failure results and can perpetuate itself: that's stupefaction in action. Stress makes people stupid. |
| Ethical Determinism, Behaviorism This school of thought takes the perspective that our decision making process is predictible; that the best choice gets selected upon comparason; and that our role in the making of each choice is inconcequential. Our choices are, in this model, pre-made for us-- before we even show up. Model proponents eschew blame, in lieu of better understanding the plight of the outlier, so to include them. |
| Heisenberg Uncertainty Principle doesn't apply to people but should. It's a lament about how taking a measurement obstructs the natural flow of a system, thus invalidating the measurement. |
| Group IQ can be as high as the highest IQ in a group. It can also be much dumber.(5) |
| The exception to a rule can be most revealing. |
| "It takes one to know one..." Attention phonies: please withold judgement until you have some experience being real. |
| Paradoxes are found in all systems of logic. |
| Brand Equity represents customer good-will in terms of price premium paid, over generic. Net present value for the cash-flow stream is calculable today. This dollar value is taxed as an asset. Costs incured creating such intangible assets are deductable, and are amortized to good will. |
| Saving Face is roughly the opposite of having to "face-up" to what's been done. Convincing someone to reverse course is a science. Letting them do so with dignity is an art. |
| Game Theory maps process flow using decision-tree format. Probabilities accompany branches. Results are listed at twig-tips, representing risk-adjusted, or "expected" payback. Expected value lets us compare alternate courses objectively (payout * probability of payout happening = expected value). It is often informative to examine each juncture with regard to subtle influences. We need to identify and map conflict of interest in its many manifestations. |
| Zero-Sum Games spring from a base-level bargaining mentality. Textbooks use the fixed pie analogy, with all contestents vying for more. Each negotiator acts to the detrement of all others. |
| Integrative Bargaining builds on cooperation to find synergies, complementary needs, etc. Robust solutions appear serendipitously. |
| Johari Window |
| My secrets |
| What we both know about me. |
| What neither of us knows about me. |
| What you know about me that I don't know. |
| Ideally, through personal growth, the green square grows to crowd out the red squares. |
| I have a big ego and low self esteem. |
| Socratic Method I've asked my dad for advice. But he won't accept the burden. The prankster in him comes out. He stumps me with an unrelated riddle, quote, credo, or something else. With time I come to see how it ties into the same issue. And in the process, I come to grips with more determining factors to consider. |
| Pareto Curve graphically depicts feasible solutions for a negotiation. Resource limits define boundaries for the area. Sub-optimal solutions lie within the area. Pareto Optimal solutions lie on the periphery of the area. These are the win-win solutions of integrated bargaining. Dr. Frank Jeffries uses this example for illustration: Two people are fighting over an orange. So they cut it in half. But both look glum. To optimize this we ask what each person needs from the orange. One wants the rind for zest. The other wants the juice. By dividing differently, each negotiator gets 100% of the resource they need. We graph this by letting X and Y represent scales of 0-100%, for juice and rind respectively. Our first solution, the 50%-50% split, is in the center of all feasible-solutions. Our second solution, the 100%-juice/100%-zest split, is on the periphery (in the upper right corner). This is said to be the Pareto-optimal solution. The geometric nature of Pareto Optimal solutions appears to be rooted in the Simplex Method of optimization. |
| Goal Congruence happens when people are intrinsicly motivated to do what's right for an organization. |
| Munchausen by Proxy is a mental disorder. Sufferers secretly sabotage the health of someone in their care to boost self-importance as the caregiver. Second-rate managers behave similarly. |
| Top performers cultivate relationships with other prospective team players on an ongoing basis. Ad hoc teams can be formed quickly when needed.(6) |
| Lewinian Field Theory has it that the human condition represents an equilibrium between multiple competing influences. To change the human condition in the Lewinian model, we modify the balance of conditions to facilitate right-thinking behavior. |