Fornits
Treatment Abuse, Behavior Modification, Thought Reform => Hyde Schools => Topic started by: Ursus on June 24, 2007, 10:42:31 PM
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This thread has arisen out of some material that was initially brought up in the "video of hyde class room" thread. See link for the initial rumblings:
http://wwf.fornits.com/viewtopic.php?t=21964&start=40 (http://wwf.fornits.com/viewtopic.php?t=21964&start=40)
To summarize, Guest recognized some Hyde language used by Dov Seidman in an interview on NPR, promoting his new book How. The interviewer was New York Times columnist Thomas Friedman who, incidentally, has also written a book recently (The World Is Flat), which overlaps in subject matter.
Dov Seidman is CEO of a company called LRN, which I believe stands for Legal Research Network, or something very similar, as that appears to be the bulk of what they originally did.
Some Links:
http://www.lrn.com/ (http://www.lrn.com/)
http://www.howsmatter.com/ (http://www.howsmatter.com/)
A page on the LRN website detailing "culture," contains some familiar sounding language.
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http://www.howsmatter.com/seidman-book.htm (http://www.howsmatter.com/seidman-book.htm)
HOW by Dov Seidman
The flood of information and unprecedented transparency reshaping today’s business world has dramatically changed the rules of the game. In HOW: Why HOW We Do Anything Means Everything…in Business (and in Life), Dov Seidman argues that it’s no longer what we do that sets us apart from others, but how we do what we do.
In the past, our products and services – our whats – were our keys to success. But today, whats have become commodities, easily duplicated or reverse engineered.
Sustainable advantage and enduring success – for both companies and the people who work for them – now lie in the realm of how, the frontier of conduct. Today, how we behave and interact with others is the ultimate differentiator. The qualities that were once thought of as “soft” – such as integrity, passion, humility and truth – have become the hard currency of business success and the most powerful drivers of reputation and profitability.
Whether you are a business executive, manager or employee, HOW will transform your thinking. Divided into four comprehensive parts, this insightful book:
- Explains the forces and factors that have fundamentally changed the world, placing a new focus on the how's with which you conduct yourself in business and in life;
- Provides a new framework for your thinking to help you understand and implement a more effective approach to your decisions so that you can play to your strengths; take action based on knowing what you should do, not what you can do; and learn to create consonance in all your interactions;
- Shows you how to rethink your actions and decisions to thrive in today’s new business realities by marketing with transparency, building trust and earning your reputation; and
- Introduces a new type of business culture that companies must strive to build based on principles of organizational self-governance and a comprehensive new leadership framework that every reader will find fascinating and inspiring.
With in-depth insight and practical advice, HOW will help you bring excellence and significance to your personal life and your business endeavors, refocusing your ideas and thought patterns in powerful new ways. If you want to stand out, to thrive in our fast changing, hyper-connected and hyper-transparent world, discover HOW.
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http://www.thomaslfriedman.com/ (http://www.thomaslfriedman.com/)
The World Is Flat
A Brief History of the Twenty-First Century, Expanded Edition
The World Is Flat is Thomas L. Friedman's account of the great changes taking place in our time, as lightning-swift advances in technology and communications put people all over the globe in touch as never before-creating an explosion of wealth in India and China, and
challenging the rest of us to run even faster just to stay in place.
This updated and expanded edition features more than a hundred pages of fresh reporting and commentary, drawn from Friedman's travels around the world and across the American heartland-from anyplace where the flattening of the world is being felt.
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LINK to Amazon.com's page (http://http://www.amazon.com/Executive-E-Q-Robert-Cooper/dp/0399524045/ref=sr_1_5/104-6382081-7796704?ie=UTF8&s=books&qid=1182791738&sr=1-5)
Executive E.Q.: Emotional Intelligence in Leadership and Organizations
by Robert K. Cooper, Ayman Sawaf
From the Section on 'Emotional Depth', pp137-139.
Copyright 1997 by Advanced Intelligence Technologies, LLC
First Grossett/Putnam hardcover edition: May 1997[/list]
IDENTIFYING YOUR UNIQUE POTENTIAL
As Sun Bin knew, there is a longing in each of us to find and invest ourselves in our life and purpose, in things that matter, that are deep. This requires, first and foremost, coming to know our talents and aligning them in service of our calling in life. It's what some leaders -- and, in particular, Joseph W. Gauld, author of Character First(5) -- call unique potential.
It's never too late to be what you might have been.[/i]
- George Eliot (Mary Ann Evans); 1819-1880, British novelist and intellectual.[/list]
It's something rarely acknowledged or actively explored in business. In many companies, there's an unwritten rule: Let's try to fix what's wrong and let our strengths take care of themselves. The theory is that you work on fixing weaknesses in an individual or team, then the individual or team will become stronger. This is similar to assuming that if you write an error-free paper -- no typos or grammatical errors -- it will automatically be an outstanding one. Not so. Similarly, success is not the opposite of failure. Everyone cannot do whatever they set their minds to. Of course, it's great to aspire. But then, as Sun Bin and other leaders have shown us, the aspiration must be directly linked to one's unique potential and purpose. Only then can you rise to meet the challenges of success, no matter what comes.
If a person's unique potential is based on strengths rather than weaknesses, what would happen if we studied what was right with people instead of what's wrong with them? That question prompted more than forty years of ongoing research into the thoughts, feelings, and behaviors of successful people. The firm conducting the study is SRI Gallup, a research and consulting firm which has reviewed in depth more than 250,000 successful salespeople, managers, leaders, executives, teachers, and other professionals.
This research suggests that executives and managers should ask themselves the following question: What, specifically, are my greatest strengths and talents? In truth, every one of us can do one of two things better than any other ten thousand people.(6) How do you define such strengths, from which you begin to discover your reason for living, your unique potential and purpose? Consider these characteristics(7):
1. It's a yearning. You'll feel it -- it pulls or attracts you toward one activity over another like an inner magnet, although it's not tied to glamour or arrogance.[/list]
2. It's something that deeply satisfies you. You "get a kick out of doing it." This kind of satisfaction is rarely present when your talents or strengths are not.[/list]
3. The learning is easy. You catch on quickly and it feels exciting to learn.[/list]
4. You sense moments of flow. You feel this is something natural for you and you catch glimpses of yourself performing well in this talent area.[/list]
It pays to be aware of personal vulnerabilities, of course, but principally because they must be acknowledged and managed, not because we can necessarily "fix" them. Abraham Maslow reminded us that many of us "tend to evade personal growth because this... can bring a kind of fear, of awe... And so we find another kind of resistance, a denying of our best side, of our talents, of our finest impulses, of our highest potentialities, of our creativeness."(8) One of the ways to move beyond such resistance is through developing our emotional intelligence and coming to deeply value and apply our strengths and talents while improving our ability to manage our vulnerabilities. Don Clifton, chairman and CEO of SRI Gallup, and Paula Nelson tell the following story(9):
David Brown, a New York securities broker, earned more than $500,000 in commissions in 1989, making him one of the top one percent of security brokers in the nation. He reasoned that if he could devote 100 percent of his time to his primary strength, namely that of working with customers, he could boost his commissions to $175,000 annually. To accomplish that, he also... isolated his areas of weakness: specifically paperwork and reports, and activities that chewed up more than 30 percent of his time. Brown adopted new strategies for "managing the weaknesses" that freed him to exercise his strengths over the following twelve months and realize his goal. Which he did.
Before there was Boeing, there were Wilbur and Orville Wright. Before AT&T, there was Alexander Graham Bell. Before Microsoft, there were Bill Gates and Paul Allen. Before CNN, there was Ted Turner. Before FedEx, there was Fred Smith. Every new industry, product, service line, and movement has its creative founders, the visionaries who followed their gut feelings, identified their unique potential, committed to a purpose, and led the way in building something successful. Research show that people do their most creative and effective work when they love -- rather than just tolerate, or even pleasantly like -- what they do.(10) Far too often, we follow a path not because it's what we care about most passionately but because its what other people want or expect. We may do good or efficient work on such a path, but its rarely great work and virtually never creative work.(11) A bit later in this chapter, we'll introduce several ways to explore your talents and identify unique potential. Then, like a needle of a compass, you are drawn onto a path of purpose and calling.
Each of us is meant to have a character all our own, to be what no other can exactly be, and do what no other can exactly do.
- William Ellery Channing; 1780-1842, U.S. writer and clergyman[/list]
PURPOSE IS THE INNER COMPASS OF YOUR LIFE AND WORK
A purpose is far more than a good idea; it's an emotionally charged path in your work and life that provides orientation and direction. It's an internal locus of awareness and guidance which defines you by who you are and what you care most about, rather than where you find yourself at the moment. It is from this calling or purpose that you, in the words of Marv Catherine Bateson, begin truly "composing a life."(12) Purpose is not a strategy or goal, although it is a powerful attractor for meaningful strategies and goals; it is the fundamental aim of your existence and your organization's existence.
Clarity of purpose exposes the foundation of the inner heart.
- M.H. McKee, Forbes[/list]
<Etc. etc. etc.>
Footnote (5): I am indebted to Joseph W. Gauld, founder of Hyde School, and Kenneth and Claire Grant and Paul and Laurie Hurd, for my deepened appreciation of the expression "unique potential and purpose." To learn more, see Gauld, J.W., Character First (San Francisco Institute for Contemporary Studies, 1993).
Copyrighted Material
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I will be inserting more material on Dov Seidman in this post shortly. Stay tuned! :lol: