Page 11 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

You might work on your attitude -- you could think more positively. You still wouldn't get to the
right place, but perhaps you wouldn't care. Your attitude would be so positive, you'd be happy
wherever you were.
The point is, you'd still be lost. The fundamental problem has nothing to do with your behavior or
your attitude. It has everything to do with having a wrong map.
If you have the right map of Chicago, then diligence becomes important, and when you encounter
frustrating obstacles along the way, then attitude can make a real difference. But the first and most
important requirement is the accuracy of the map.
Each of us has many, many maps in our head, which can be divided into two main categories: maps
of the way things are, or realities, and maps of the way things should be, or values. We interpret
everything we experience through these mental maps. We seldom question their accuracy; we're
usually even unaware that we have them. We simply assume that the way we see things is the way
they really are or the way they should be.
And our attitudes and behaviors grow out of those assumptions. The way we see things is the
source of the way we think and the way we act.
Before going any further, I invite you to have an intellectual and emotional experience. Take a few
seconds and just look at the picture on the following page
Now look at the picture below and carefully describe what you see
Do you see a woman? How old would you say she is? What does she look like? What is she wearing?
In what kind of roles do you see her?
You probably would describe the woman in the second picture to be about 25 years old -- very
lovely, rather fashionable with a petite nose and demure presence. If you were a single man you
might like to take her out. If you were in retailing, you might hire her as a fashion model.
But what if I were to tell you that you're wrong? What if I said this picture is of a woman in her 60s
or 70s who looks sad, has a huge nose, and certainly is no model. She's someone you probably would
help cross the street.
Who's right? Look at the picture again. Can you see the old woman? If you can't, keep trying.
Can you see her big hook nose? Her shawl?
If you and I were talking face to face, we could discuss the picture. You could describe what you
see to me, and I could talk to you about what I see. We could continue to communicate until you
clearly showed me what you see in the picture and I clearly showed you what I see.
Because we can't do that, turn to page 45 and study the picture there and then look at this picture
again. Can you see the old woman now? It's important that you see her before you continue reading.
I first encountered this exercise many years ago at the Harvard Business School. The instructor was
using it to demonstrate clearly and eloquently that two people can see the same thing, disagree, and yet
both be right. It's not logical; it's psychological.

He brought into the room a stack of large cards, half of which had the image of the young woman
you saw on page 25, and the other half of which had the old woman on page 45.
He passed them out to the class, the picture of the young woman to one side of the room and the
picture of the old woman to the other. He asked us to look at the cards, concentrate on them for about
10 seconds and then pass them back in. He then projected upon the screen the picture you saw on
page 26 combining both images and asked the class to describe what they saw. Almost every person
in that class who had first seen the young woman's image on a card saw the young woman in the
picture. And almost every person in that class who had first seen the old woman's image on a card
saw an old woman in the picture.