Page 143 - stephen covey The seven habits of highly effective people

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

conditioning.
All I may see is the old woman. But I realize that you see something else. And I value you. I
value your perception. I want to understand.
So when I become aware of the difference in our perceptions, I say, "Good! You see it differently!
Help me see what you see."
If two people have the same opinion, one is unnecessary. It's not going to do me any good at all to
communicate with someone else who sees only the old woman also. I don't want to talk, to
communicate, with someone who agrees with me; I want to communicate with you because you see it
differently. I value that difference.
By doing that, I not only increase my own awareness; I also affirm you. I give you psychological
air. I take my foot off the brake and release the negative energy you may have invested in defending a
particular position. I create an environment for synergy.
The importance of valuing the difference is captured in an often-quoted fable called "The Animal
School," written by educator Dr. R. H. Reeves.
Once upon a time, the animals decided they must do something heroic to meet the problems of a
"New World," so they organized a school. They adopted an activity curriculum consisting of running,
climbing, swimming, and flying. To make it easier to administer, all animals took all the subjects.
The duck was excellent in swimming, better in fact than his instructor, and made excellent grades in
flying, but he was very poor in running. Since he was low in running he had to stay after school and
also drop swimming to practice running. This was kept up until his web feet were badly worn and he
was only average in swimming. But average was acceptable in school, so nobody worried about that
except the duck.
The rabbit started at the top of the class in running, but had a nervous breakdown because of so
much makeup in swimming.
The squirrel was excellent in climbing until he developed frustrations in the flying class where his
teacher made him start from the ground up instead of from the tree-top down. He also developed
charley horses from over-exertion and he got a C in climbing and a D in running.
The eagle was a problem child and had to be disciplined severely. In climbing class he beat all the
others to the top of the tree, but insisted on using his own way of getting there.
At the end of the year, an abnormal eel that could swim exceedingly well and also could run, climb
and fly a little had the highest average and was valedictorian.
The prairie dogs stayed out of school and fought the tax levy because the administration would not
add digging and burrowing to the curriculum. They apprenticed their children to the badger and later
joined the groundhogs and gophers to start a successful private school.

Force Field Analysis

In an interdependent situation, synergy is particularly powerful in dealing with negative forces that
work against growth and change.
Sociologist Kurt Lewin developed a "Force Field Analysis" model in which he described any current
level of performance or being as a state of equilibrium between the driving forces that encourage
upward movement and the restraining forces that discourage it.
Driving forces generally are positive, reasonable, logical, conscious, and economic. In juxtaposition,
restraining forces are often negative, emotional, illogical, unconscious, and social/psychological. Both
sets of forces are very real and must be taken into account in dealing with change.
In a family, for example, you have a certain "climate" in the home -- a certain level of positive or
negative interaction, of feeling safe or unsafe in expressing feelings or talking about concerns, of respect
or disrespect in communication among family members.