John E. Jones

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interpersonal demands of an individual are all important in determining the human behavior that results from these interdependent, personal human needs. REFERENCES Schutz, W.C. (1967). Interpersonal underworld. [Original title: FIRO: A three-dimensional theory of interpersonal behavior.] Palo Alto, CA: Science & Behavior Books. Schutz, W.C. (1972). Here comes everybody: Bodymind and encounter culture. New York: Harper & Row. 42 ❘❚ The Pfeiffer Library Volume 3, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer
❚❘ OPEN SYSTEMS David J. Marion Many people are beginning to think about and live their lives in new ways. Old traditions and habits seem inadequate to new possibilities, fresh needs, greater pressures, enlarged perspectives. Behind many of the newer ways of thinking about people and groups and organizations lie the concepts of general-system theory and models of open systems in particular. Nature of Open-Systems Theory Most basically, open-systems thinking considers process, or change, as the primary fact of existence. For example, the movement of my hand is a short, quick wave of action set against the longer, slower flow of my body. Both of these processes occur against the backgrounds of increasingly longer, slower, greater waves of city, country, continent, planet, and universe—measured in social, historical, geological, galactic, and cosmic spans of time. From this perspective, action (or change) in time is as real and as much an actuality as something extended in space. Such a view breaks down many of the walls within which people have felt themselves enclosed. Material things no longer are the only “objective reality.” Needs, feelings, relationships, and ways are as objective a part of existence as are automobiles and real estate and buildings and mountains. In systems thinking, the substance of a thing is not its material nature but its thrust, its direction—its coming to be, realization, and ceasing to be. Causality If we consider the substance of a thing not some kind of stuff but some way of change, we come to think about cause less as a single event or force and more as a whole, extended situation. Again, this way of thinking allows for and does justice to a wider realm of human motivations, desires, and ways. The causes of human behavior are not a one-way street. Cause does not move solely out from inside of me, impelling me to act. Nor do causes come solely from outside of me, compelling me to act. The causes of human action can come from both directions at one and the same time. For example, perception is determined both by my tuning my own energies at the proper frequency to receive, and by the qualities of that which I Originally published in The 1975 Annual Handbook for Group Facilitators by J. William Pfeiffer & <strong>John</strong> E. <strong>Jones</strong> (Eds.), San Diego, CA: Pfeiffer & Company. The Pfeiffer Library Volume 3, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 43
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 and 14: is helping us to develop as a perso
Page 15 and 16: Recreation: Reading Sports Televisi
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: The holistic approach is illustrate
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
Page 71 and 72: authoritarian managers, and the thr
Page 73 and 74: ❚❘ THE ORGANIZATIONAL GESTALT P
Page 75 and 76: feelings? What happens to the dissi
Page 77 and 78: Gestaltist: Suppose, Terry, that yo
Page 79 and 80: preferences, feelings, needs, and s
Page 81 and 82: needs, but are defined more broadly
Page 83 and 84: 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
Page 91 and 92: 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,
Page 97 and 98:
❚❘ AN ADLERIAN PRIMER Daniel G.
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inadequacies, etc. By seeking to di
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Psychological Investigation After e
Page 103 and 104:
FAULTY COGNITIONS Utilizing the “
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Catching Oneself As individuals bec
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■ Setting tasks and getting commi
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■ Change, as the purpose of invol
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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
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❚❘ AN INTRODUCTION TO LIFESTYLE
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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
Page 222 and 223:
❚❘ 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
Page 234 and 235:
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
Page 244 and 245:
❚❘ HOW TO MAINTAIN PERSONAL ENE
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We can think optimistically instead
Page 248 and 249:
❚❘ DIMENSIONS OF ROLE EFFICACY
Page 250 and 251:
7. Superordination When a person pe
Page 252 and 253:
❚❘ JEALOUSY: A PROACTIVE APPROA
Page 254 and 255:
their feelings immediately by attac
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constructive choice is not always f
Page 258 and 259:
Breaking the Cycle 258 ❘❚ Figur
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weekend?” when one actually means
Page 262 and 263:
262 ❘❚ Reflective Cognitive II
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not all group members feel negative
Page 266 and 267:
❚❘ DEVELOPING AND INCREASING RO
Page 268 and 269:
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)
Page 276 and 277:
The narrowest scope of influence is
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Helping A helping relationship goes
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❚❘ TRAINERS AND THE DISCIPLINE
Page 282 and 283:
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
Page 288 and 289:
INDIVIDUAL NEEDS This activity is d
Page 290 and 291:
290 ❘❚ Self-Actualization Needs
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Theory In numerous organizations, f
Page 294 and 295:
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
Page 302 and 303:
PRACTICAL REFLECTIONS ON DESIGN AND
Page 304 and 305:
Subgroup Membership Assuming respon
Page 306 and 307:
❚❘ JOB-RELATED ADAPTIVE SKILLS:
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will be able to tell at a particula
Page 310 and 311:
moments of feeling “down.” In t
Page 312 and 313:
❚❘ 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
Page 332 and 333:
differences in appearance and style
Page 334 and 335:
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
Page 350 and 351:
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
Page 358 and 359:
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
Page 410 and 411:
part of one’s spirit, cry out to
Page 412 and 413:
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
Page 458 and 459:
Stress Response Your body reacts to
Page 460 and 461:
STEP 3: TRANSLATE YOUR VISION TO AC
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