Covey - The 7 habits of highly effective people

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All Nature is Synergistic Ecology is a word which basically describes the synergism in nature -- everything is related to everything else. It's in the relationship that creative powers are maximized, just as the real power in these Seven Habits is in their relationship to each other, not just in the individual habits themselves. The relationship of the parts is also the power in creating a synergistic culture inside a family or an organization. The more genuine the involvement, the more sincere and sustained the participation in analyzing and solving problems, the greater the release of everyone's creativity, and of their commitment to what they create. This, I'm convinced, is the essence of the power in the Japanese approach to business, which has changed the world marketplace. Synergy works; it's a correct principle. It is the crowning achievement of all the previous habits. It is effectiveness in an interdependent reality -- it is teamwork, team building, the development of unity and creativity with other human beings. Although you cannot control the paradigms of others in an interdependent interaction or the synergistic process itself, a great deal of synergy is within your Circle of Influence. Your own internal synergy is completely within the circle. You can respect both sides of your own nature -- the analytical side and the creative side. You can value the difference between them and use that difference to catalyze creativity. You can be synergistic within yourself even in the midst of a very adversarial environment. You don't have to take insults personally. You can sidestep negative energy; you can look for the good in others and utilize that good, as different as it may be, to improve you point of view and to enlarge your perspective. You can exercise the courage in interdependent situations to be open, to express your ideas, your feelings, and your experiences in a way that will encourage other people to be open also. You can value the difference in other people. When someone disagrees with you, you can say, "Good! You see it differently." You don't have to agree with them; you can simply affirm them. And you can seek to understand. When you see only two alternatives -- yours and the "wrong" one -- you can look for a synergistic Third Alternative. There's almost always a Third Alternative, and if you work with a win-win philosophy and really seek to understand, you usually can find a solution that will be better for everyone concerned. 185
Application Suggestions 1. Think about a person who typically sees things differently than you do. Consider ways in which those differences might be used as stepping-stones to Third Alternative solutions. Perhaps you could seek out his or her views on a current project or problem, valuing the different views you are likely to hear. 2. Make a list of people who irritate you. Do they represent different views that could lead to synergy if you had greater intrinsic security and valued the differences. 3. Identify a situation in which you desire greater teamwork and synergy. What conditions would need to exist to support synergy? What can you do to create those conditions. 4. The next time you have a disagreement or confrontation with someone, attempt to understand the concerns underlying that person's position. Address those concerns in a creative and mutually beneficial way. 186
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THE SEVEN HABITS OF HIGHLY EFFECTIV
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These principles, however, are like
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Stephen Covey adds great value to a
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I have a forceful personality. I kn
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This personality ethic, I began to
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long-term relationship they have, w
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The professor then asked one studen
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ingenuity, and creating a standard
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Shortly after dark, the lookout on
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The more closely our maps or paradi
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So I first tried a simple request.
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There's so much to do. And there's
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But from my own experience -- both
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interdependent, that there is an ec
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Understanding the sequence will hel
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training, the communicating, the re
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trust, and lost the asset of custom
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disappear. Those you teach will see
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"You're never on time." "Why can't
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instincts and conditioning and cond
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such personal freedom and the effec
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you to act. If you wait to be acted
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"Think hard. What do you think woul
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Because of position, wealth, role,
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So these executives focused on find
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We can decide to be dishonest in ou
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Knowing that we are responsible --
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When I look upon the tombs of the g
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Whether we are aware of it or not,
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Because we already live with many s
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Succeed at home first. Seek and mer
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so-called mental and emotional illn
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When we are dependent on the person
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Innocent pleasures in moderation ca
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Because the church is a formal orga
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If you are Money Centered... SECURI
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WISDOM You see the world through a
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We can depend on them Principles do
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POWER Your power is limited only by
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Fourth, you can communicate to your
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many different kinds of thought pro
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We would try to get him in a very r
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I inspire: I teach by example that
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When we plan our family goals and a
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"Everybody," he replied. "Everybody
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Application Suggestions 1. Take the
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Management, remember, is clearly di
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with the bath water," reverting to
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was to enforce the contract -- to c
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There are many people who recognize
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Coherence: Coherence suggests that
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mission statement, you may want to
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all day. Remember, frustration is a
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it! -- Don't take it!" I was afraid
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"You, Dad?" "No, not me. You're the
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I bit my tongue and waited until af
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Application Suggestions: 1. Identif
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"Well, you'd like to take a screwdr
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And this is in the most intimate, t
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Our tendency is to project out of o
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"I thought you meant that the quali
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you are honest and open and kind wi
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When we violate the primary laws of
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deep personal affection which added
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Habit 4: Think Win-Win TM -- Princi
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"My parents don't love me as much a
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I know of a divorce in which the hu
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Page 137 and 138: worked to set up a Win-Win Agreemen
Page 139 and 140: High courage and consideration are
Page 141 and 142: communication process. You listen m
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Page 145 and 146: guidelines, and resources to make s
Page 147 and 148: 40. The spirit of win-win had signi
Page 149 and 150: Roger Fisher and William Ury, two H
Page 151 and 152: Habit 5: Seek First to Understand,
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Page 155 and 156: You're listening to understand. You
Page 157 and 158: Sandra described the symptoms and h
Page 159 and 160: esults in communication. To many, s
Page 161 and 162: "I know you've sacrificed, Dad. But
Page 163 and 164: What a difference real understandin
Page 165 and 166: I remember writing one time in a ro
Page 167 and 168: trust of another person's communica
Page 169 and 170: Habit 5 is something you can practi
Page 171 and 172: Habit 6: Synergize TM Principles of
Page 173 and 174: hit-or-miss, trial and error. And u
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Page 177 and 178: Synergy means that 1 + 1 may equal
Page 179 and 180: arrange for some help at the first
Page 181 and 182: "I know," he replied with a forced
Page 183 and 184: He also developed charley horses fr
Page 185: scheduled payments were met. It was
Page 189 and 190: "Sharpen the Saw" basically means e
Page 191 and 192: If you haven't been exercising, you
Page 193 and 194: This is why I believe a personal mi
Page 195 and 196: centered on the principles of perso
Page 197 and 198: diminishes us. It increases us beca
Page 199 and 200: create negative force field resista
Page 201 and 202: closer we align ourselves with corr
Page 203 and 204: The children looked forward to the
Page 205 and 206: Sandra and I were amazed at what we
Page 207 and 208: Becoming a Transition Person Among
Page 209 and 210: Again, T. S. Eliot expresses so bea
Page 211 and 212: * * If your center is Pleasure... S
Page 213 and 214: This is the way you may tend to per
Page 215 and 216: Many third-generation time managers
Page 217 and 218: Preparing the media budget. Regardi
Page 219: produce interesting and creative wa
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