John E. Jones

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Table 1. Value Clarification Sheet—Time On the list of activities, first add other activities on which you may spend time during a typical week. Then rank the activities according to which you think are most important to you. The most important should be 1, etc. Finally, figure out how much total time you spend on each activity. Work: Planning Performing Breaks Recuperation from work 14 ❘❚ Activities Rank Time Spent Thinking about work during off hours ___________________________ ___________________________ Family: Time with partner Time with children Time with total family Time with friends by yourself Time with friends with your partner Time with friends with your family ___________________________ ___________________________ The Pfeiffer Library Volume 3, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer
Recreation: Reading Sports Television Conversation Parties Time by yourself Activities Rank Time Spent ___________________________ ___________________________ Religious Political Community ___________________________ ___________________________ After the participants have finished the activity, ask them to compare their “rank” columns with their “time spent” columns. The usual results of a VC sheet like this is that people find there is a discrepancy between what they believe their values are and what the value indicator points out as their values. For example, a person may say that work is very important and find that he or she only spends as much time as required on it and spends more time on recreation. Or, a person may say that family is the highest value and find that he or she spends more time on volunteer work. It is this kind of confrontation of the discrepancy that stimulates the person to begin to reflect on values and to begin to freely choose his or her values from alternatives after consideration of the effects. At this point the person may consciously act on values and celebrate them as being helpful in personal growth. Priority Ranking Priority ranking is another important concept in VC theory. This is the process whereby the individual takes inventory of full and partial values, examines them and puts them in the order of their importance. Many of the instruments in VC are geared to help a person rank values and become aware of what his or her priorities truly are. Because many people have not reflected on the values they live by, most of the rankings will be dealing with priorities, which are partial values. In VC, people are confronted with their The Pfeiffer Library Volume 3, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 15
Page 1 and 2: ❚❘ ASSUMPTIONS ABOUT THE NATURE
Page 3 and 4: ❚❘ THE MASLOW NEED HIERARCHY Sa
Page 5 and 6: success. Self-actualizing behaviors
Page 7 and 8: Similarly we might think of intimac
Page 9 and 10: saying puts it very well, “None o
Page 11 and 12: organizations; to use experiential
Page 13: is helping us to develop as a perso
Page 17 and 18: SOME USES OF VALUE CLARIFICATION ME
Page 19 and 20: VC approach, the facilitator develo
Page 21 and 22: the facilitator’s own background
Page 23 and 24: Mike is a member of the personal gr
Page 25 and 26: Contact, although frequently a pers
Page 27 and 28: Sue: “Well, on second thought, th
Page 29 and 30: decision to act on the figure, my a
Page 31 and 32: emotional experience I have had, my
Page 33 and 34: telling the volunteer to report awa
Page 35 and 36: LITERATURE Gestalt literature is di
Page 37 and 38: warmth, and at other times feelings
Page 39 and 40: PURPOSEFUL BEHAVIOR Behavior is pro
Page 41 and 42: The holistic approach is illustrate
Page 43 and 44: ❚❘ OPEN SYSTEMS David J. Marion
Page 45 and 46: equires the integration of system c
Page 47 and 48: ❚❘ ALTERNATIVES TO THEORIZING S
Page 49 and 50: Useful Approaches to Theorizing App
Page 51 and 52: “That striped ball is a soccer ba
Page 53 and 54: Besides incomplete awareness, a per
Page 55 and 56: ❚❘ POWER Dennis C. King and Joh
Page 57 and 58: The total power that exists between
Page 59 and 60: elationship between them. A situati
Page 61 and 62: different dimensions (impulse contr
Page 63 and 64: Ego Level Impulse Control/ Characte
Page 65 and 66:
to take responsibility and opportun
Page 67 and 68:
Figure 2. Hersey and Blanchard’s
Page 69 and 70:
Ego Stage Column 1 Column 2 Column
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authoritarian managers, and the thr
Page 73 and 74:
❚❘ THE ORGANIZATIONAL GESTALT P
Page 75 and 76:
feelings? What happens to the dissi
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Gestaltist: Suppose, Terry, that yo
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preferences, feelings, needs, and s
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needs, but are defined more broadly
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develop toward higher levels of the
Page 85 and 86:
Sustenance Level Self-Definition Le
Page 87 and 88:
Overview of Developmental Model Wit
Page 89 and 90:
Dependency Mode (Sustenance/Unifica
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is considered a person whose ideas
Page 93 and 94:
differences are eroded by the intro
Page 95 and 96:
the compassion mode. In this mode,
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❚❘ AN ADLERIAN PRIMER Daniel G.
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inadequacies, etc. By seeking to di
Page 101 and 102:
Psychological Investigation After e
Page 103 and 104:
FAULTY COGNITIONS Utilizing the “
Page 105 and 106:
Catching Oneself As individuals bec
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■ Setting tasks and getting commi
Page 109 and 110:
■ Change, as the purpose of invol
Page 111 and 112:
4. Clarify content, guess at feelin
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Frankl, V. (1971). The doctor and t
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implications of organizational chan
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Training Organization Development H
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❚❘ LEARNING CYCLES: MODELS OF B
Page 121 and 122:
Problem solving begins with the con
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The Argyris model seems to come clo
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activity. Exploring these dynamics
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in what seems to be whimsical behav
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❚❘ THINKING ABOUT FEELINGS Walt
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Figure 2. Emotional Tolerance Limit
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Figure 4. Communication Difficultie
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APPLICATIONS FOR THE MODEL Practiti
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❚❘ INTERNAL AND EXTERNAL CONTRO
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Factor Determinant Resultant Mode o
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Past Internalization Past Externali
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orientation felt persuasive power w
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to change any terminology indicativ
Page 147 and 148:
❚❘ AN INTRODUCTION TO LIFESTYLE
Page 149 and 150:
Applications of Life-Style Explorat
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observations, and to reconvene in t
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individual recollections into a coh
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values. In addition, it is importan
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❚❘ THREE FORCES IN PSYCHOLOGY M
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also possess unique instincts that
Page 161 and 162:
❚❘ ORGANIZATIONS AND THE SEARCH
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Marcel Marceau, the famous French m
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8. Correct yourself out loud when y
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first, both for supervisors and for
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❚❘ CODEPENDENCE: LEARNED DYSFUN
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The Result: Learned Dysfunctional B
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to confused emotions. A codependent
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an addiction to security. Although
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TREATMENT Because codependence has
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Namka, L. (1989). The doormat syndr
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CONTRIBUTORS Cultural value placed
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different nature. Yet, he continues
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set of significant, positive relati
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of threat, danger, or need and inst
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❚❘ THE DUNN AND DUNN MODEL OF L
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192 ❘❚ ■ Sociological element
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environmental elements can guide or
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or her perceptual preference/streng
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Cafferty, E. (1980). An analysis of
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enrolled in studies of nutrition (D
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has the ability to interpret and in
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❚❘ INTERROLE EXPLORATION Udai P
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performs and (2) the system of the
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oles can be located in the circles
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the presence or absence of stress t
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oles in organizations exposed to fr
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Avoidance; Dysfunctional, Confronta
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which a previous role, no matter ho
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contains but that may not be appare
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Dunkin, M.J. (1972). The nature and
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❚❘ ANDROGYNY Jean Campbell Bein
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defined sexual identity as the “e
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❚❘ CENTERING Anthony G. Banet,
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Unity of Calm and Action Inner calm
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❚❘ PERSONAL EFFECTIVENESS Udai
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Effectiveness as Communication In o
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Perceptive 234 ❘❚ Figure 3. Sel
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Egocentric A person with a small Cl
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is reduced by increasing perceptive
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240 ❘❚ Low Known to Others Not
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change for your sake, you are being
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❚❘ HOW TO MAINTAIN PERSONAL ENE
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We can think optimistically instead
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❚❘ DIMENSIONS OF ROLE EFFICACY
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7. Superordination When a person pe
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❚❘ JEALOUSY: A PROACTIVE APPROA
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their feelings immediately by attac
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constructive choice is not always f
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Breaking the Cycle 258 ❘❚ Figur
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weekend?” when one actually means
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262 ❘❚ Reflective Cognitive II
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not all group members feel negative
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❚❘ DEVELOPING AND INCREASING RO
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268 ❘❚ Figure 2. Role as Integr
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From Job to Role The concept of rol
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leaving roles and becoming very eff
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the future (long-term implications)
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The narrowest scope of influence is
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Helping A helping relationship goes
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❚❘ TRAINERS AND THE DISCIPLINE
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282 ❘❚ You could drop a leaflet
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separate the person’s work from t
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with others, resolving conflict, co
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INDIVIDUAL NEEDS This activity is d
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290 ❘❚ Self-Actualization Needs
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Theory In numerous organizations, f
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Likert (1967) and Hall (1968) are t
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❚❘ LIFE/WORK PLANNING Art Kirn
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Theory Y, which supports more parti
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5. What is important? What can you
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PRACTICAL REFLECTIONS ON DESIGN AND
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Subgroup Membership Assuming respon
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❚❘ JOB-RELATED ADAPTIVE SKILLS:
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will be able to tell at a particula
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moments of feeling “down.” In t
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❚❘ POWER TO THE PRACTITIONER H.
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charismatic manager who charges ahe
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esponsibility for your own feelings
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infinite number of things that coul
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The Career Cone Perhaps the earlies
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Second, the Dalton model suggests t
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can grow emotionally and lead a sat
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changes in the environment rather t
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Impact of Career Stage on Job Satis
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Cooke, R.A., & Rousseau, D.M. (1984
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differences in appearance and style
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more important ones that can be ass
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another field; finances are exhaust
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small-scale pilot programs are unde
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Miller, D.B. (1978). Career plannin
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services that provide information (
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Career-Plan Implications Major manu
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346 ❘❚ more attractive for pare
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❚❘ WHY JOB AND ROLE PLANNING IS
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to be done in the information and k
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SUBUNITS ARE BECOMING MORE INTERDEP
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Jay Galbraith (1973) has argued ver
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we saw in the early 1990s, if a rec
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It is this need for dynamic process
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espect and enthusiasm. Day after da
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languages, or change dreams. Clues
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364 ❘❚ ■ How could work be re
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The third criterion is Involvement;
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❚❘ RISK-TAKING AND ERROR-PROTEC
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protectors tend to take on more dif
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❚❘ RISK TAKING J. William Pfeif
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❚❘ PERSONAL AND ORGANIZATIONAL
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they are merely making life more co
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378 ❘❚ Figure 1. The Pendulum-S
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Awareness With both old behavior an
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consciously planned and directed to
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❚❘ THE EMOTIONAL CYCLE OF CHANG
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386 ❘❚ 2. The more one learns a
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it can be dealt with openly. Some e
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❚❘ CREATIVE RISK TAKING Richard
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something considered high risk to a
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Creative risk takers also tend to c
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RISK TAKING IN ORGANIZATIONS Organi
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In the past, no business book with
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Personal Initiatives Personal initi
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March, J.M., & Shapira, Z. (1987).
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RECOGNIZING MIND TRAPS AND DECIDING
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PRACTICING NEW ATTITUDES AND BEHAVI
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408 ❘❚ A 1 Compassionate Self-O
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part of one’s spirit, cry out to
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412 ❘❚ NEW IDENTITY (Self-Accep
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3. Enter into a written contract wi
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❚❘ CONSULTANT BURNOUT Michael D
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present and potential clients, and
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investments; (4) increased personal
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experience. Eventually the word “
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Watson, D.L., & Tharp, R.G. (1977).
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how they assign priority to a group
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motivational system is known as emo
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CURRENT STRESS-MANAGEMENT EFFORTS S
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Second, a cognitive-centered stress
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434 ❘❚ ■ Ask participants to
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her control (Girdano, Everly, & Dus
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Stress Symptoms Symptoms can be cat
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440 ❘❚ ■ The Self-Reliance In
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7. Practice the technique twice dai
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444 ❘❚ Figure 8. A More Useful
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used and researched area in stress
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It is most important that action pl
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Farnham, A. (1991, October 7). Who
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Selye, H. (1984). The stress of lif
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prolong the sympathetic responses.
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STEP 1: GET THE BIG PICTURE This st
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Stress Response Your body reacts to
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STEP 3: TRANSLATE YOUR VISION TO AC
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John E. Jones

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