Page 135 - stephen covey The seven habits of highly effective people

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

You're not sure when you engage in synergistic communication how things will work out or what the
end will look like, but you do have an inward sense of excitement and security and adventure, believing
that it will be significantly better than it was before. And that is the end that you have in mind.
You begin with the belief that parties involved will gain more insight, and that the excitement of that
mutual learning and insight will create a momentum toward more and more insights, learning, and
growth.
Many people have not really experienced even a moderate degree of synergy in their family life or in
other interactions. They've been trained and scripted into defensive and protective communications or
into believing that life or other people can't be trusted. As a result, they are never really open to Habit
6 and to these principles.
This represents one of the great tragedies and wastes in life, because so much potential remains
untapped -- completely undeveloped and unused. Ineffective people live day after day with unused
potential. They experience synergy only in small, peripheral ways in their lives.
They may have memories of some unusual creative experiences, perhaps in athletics, where they
were involved in a real team spirit for a period of time. Or perhaps they were in an emergency
situation where people cooperated to an unusually high degree and submerged ego and pride in an
effort to save someone's life or to produce a solution to a crisis.
To many, such events may seem unusual, almost out of character with life, even miraculous. But
this is not so. These things can be produced regularly, consistently, almost daily in people's lives.
But it requires enormous personal security and openness and a spirit of adventure.
Almost all creative endeavors are somewhat unpredictable. They often seem ambiguous,
hit-or-miss, trial and error. And unless people have a high tolerance for ambiguity and get their
security from integrity to principles and inner values they find it unnerving and unpleasant to be
involved in highly creative enterprises. Their need for structure, certainty, and predictability is too
high.

Synergy in the Classroom

As a teacher, I have come to believe that many truly great classes teeter on the very edge of chaos.
Synergy tests whether teachers and students are really open to the principle of the whole being greater
than the sum of its parts.
There are times when neither the teacher nor the student know for sure what's going to happen. In
the beginning, there's a safe environment that enables people to be really open and to learn and to listen
to each other's ideas. Then comes brainstorming where the spirit of evaluation is subordinated to the
spirit of creativity, imagining, and intellectual networking. Then an absolutely unusual phenomenon
begins to take place. The entire class is transformed with the excitement of a new thrust, a new idea, a
new direction that's hard to define, yet it's almost palpable to the people involved.
Synergy is almost as if a group collectively agrees to subordinate old scripts and to write a new one.
I'll never forget a university class I taught in leadership philosophy and style. We were about three
weeks into a semester when, in the middle of a presentation, one person started to relate some very
powerful personal experiences which were both emotional and insightful. A spirit of humility and
reverence fell upon the class -- reverence toward this individual and appreciation for his courage.
This spirit became fertile soil for a synergistic and creative endeavor. Others began to pick up on it,
sharing some of their experiences and insights and even some of their self-doubts. The spirit of trust
and safety prompted many to become extremely open. Rather than present what they prepared, they
fed on each other's insights and ideas and started to create a whole new scenario as to what that class
could mean.