EDC667: Book Notes

Author[ Schwartz, Peter
Title[ The Art of the Long View ]Additional Authors
Author2[
Author3[
Author4[

Book Information
Publisher[ Currency/Doubleday
Location[ New York
Year[ 1996
Edition[
Pages[ 272

Content Description
Keywords[ ]

Abstract[
The Pathfinder’s Tale
The Smith & Hawken Story: The Process of Scenario-Building
The Scenario-Building Animal
Uncovering the Decision
Information-Hunting and -Gathering
Creating Scenario Building Blocks
Anatomy of a New Driving Force: The Global Teenager
Composing a Plot
The World in 2005: Three Scenarios
Rehearsing the Future
Epilogue: To My Newborn Son
Afterword: The Value of a Strategic Conversation
User’s Guide: How to Hold a Strategic Conversation
Appendix: Steps to Developing Scenarios

]

Author[ Zander, Rosamund Stone
Title[ The Art of Possibility: Transforming Professional and Personal Life ]Additional Authors
Author2[ Zander, Benjamin
Author3[
Author4[

Book Information
Publisher[ Harvard Business School Press
Location[ Boston, MA
Year[ 2000
Edition[
Pages[ 206

Content Description
Keywords[ ]

Abstract[
Launching the Journey
THE PRACTICES
1 It’s All Invented
2 Stepping into a Universie of Possibility
3 Giving An A
4 Being a Contribution
5 Leading from Any Chair
6 Rule Number 6
7 The Way Things Are
8 Giving Way to Passion
9 Lighting a Spark
10 Being the Board
11 Creating Frameworks for Possibility
12 Telling the WE Story

Coda

Author[ Covey, Stephen R.
Title[ The 7 Habits of Highly Effective People ]Additional Authors
Author2[
Author3[
Author4[

Book Information
Publisher[ A Fireside Book
Location[ New York
Year[ 1989
Edition[
Pages[ 360

Content Description
Keywords[ ]

Abstract[
PART 1: Paradigms and Principles
PART 2: Private Victory
Habit 1 – Be Proactive
Habit 2 – Begin with the End in Mind
Habit 3 – Put First things First
PART 3: Public Victory
Habit 4 – Think Win/Win
Habit 5 – Seek First to Understand, Then to Be Understand
Habit 6 – Synergize
PART 4: Renewal
Habit 7 – Sharpen the Saw ]

Author[ Covey, Stephen
Title[ Part One: Paradigms and Principles ]

NOTES
Abstract[
INSIDE-OUT

Sad tales of frustrated efforts, personal problem with son’s performance in school

THE PERSONALITY AND CHARACTER ETHICS
200 years of self-help, 150-years of Character generation – core beliefs, versus Personality Ethics (“smile!”)
“Search your own heart with all diligence for out of it flow the issues of life.” Psalms

PRIMARY AND SECONDARY GREATNESS
“What you are shouts so loudly in my ears I cannot hear what you say” Emerson (“Actions speak louder than words,” Anon); All the social/communication skills are worthless without the strength of character behind it.

THE POWER OF A PARADIGM
One view, map of Detroit to traverse Chicago, Old Lady/Young Lady – Two truths and one reality. “The map is not the territory.” p.23

“Each of us tends to think we see things as they are, that we are objective. But this is not the case. We see the world, not as it is, but as we are—or, as we are conditioned to see it. When we open our mouths to describe what we see, we in effect describe ourselves, our perceptions, our paradigms. When other people disagree with us, we immediately think something is wrong with them. But, as the demonstration shows, sincere, clearheaded people see things differently, each looking through the unique lens of experience.” PP. 28-29

THE POWER OF A PARADIGM SHIFT
“Aha” = change – Ptolemy, Copernicus, Newton, Einstein; germ theory, American theory of government = shifts from old to new understanding; mini-p-shift story = unruly kids and a man on a Sunday morning in a NY subway car

“In the words of Thoreau, ‘For every thousand hacking at the leaves of evil, there is one striking at the root.’ We can only achieve quantum improvements in our lives as we quit hacking at the leaves of attitude and behavior and get to the work on the root, the paradigms from which our attitudes and behaviors flow.

SEEING AND BEING
Seeing the change/difference is limited to/springs from the type of person/character that we are/possess. “Paradigms are powerful because they create the lens through which we see the world. The power of a paradigm shift is the essential power of quantum change, whether that shift is an instantaneous or slow and deliberate process.” p.32

THE PRINCIPLE-CENTERED PARADIGM
Natural laws in human dimension that are just as real, just as unchanging and unarguably “there” as laws such as gravity are in the physical dimension. Koch’s Battleship/Lighthouse story, rank hath no persuasion with an immovable object (ha!).

Principles: Fairness, integrity, honesty, human dignity, service, quality/excellence, potential, patience, nurturance, encouragement.

Principles not practices or even values.

PRINCIPLES OF GROWTH AND CHANGE
Get rich quick, one cannot short cut the process of growth, natural or emotional (beginning tennis player cannot present himself as a pro without disappointment and frustration and embarrassment). “On a ten-point scale, if I am at level two in any field, and desire to move to level five, I must first take the step toward level three. ‘A thousand-mile journey begins with the first step’ and can only be taken one step at a time.” p. 37

Immature gentleman and the daughters (unable to listen, emotional development level low); daughter’s birthday lesson – learning to possess in order to be able to give

THE WAY WE SEE THE PROBLEM IS THE PROBLEM
Looking to replicate successful examples, more quick fixes? employee loyalty with a manager who sees them as objects; no time and seeing time and self; bad marriage and view of love, spouse, marriage . . . not techniques but looking at the layers of perception

A NEW LEVEL OF THINKING
“Albert Einstein observed, ‘The significant problems we face cannot be solved at the same level of thinking we were at when we created them.’” p. 42

Private victories precede public victories.

T.S. Elliot: “We must not cease from exploration and the end of all our exploring will be to arrive where we began and to know the place for the first time.” p. 44

THE SEVEN HABITS — AN OVERVIEW

“We are what we repeatedly do.
Excellence, then, is not an act, but a habit” Aristotle.

The gravity pull of habits (big effort at first, eases off over time).

HABITS DEFINED
Intersection of knowledge, skill and desire (Venn Diagram)

THE MATURITY CONTINUUM
Dependence -> Independence -> Interdependence
“The little understood concept of interdependence appears to many to smack of dependence, and therefore, we find people often for selfish reasons, leaving their marriages, abandoning their children, and forsaking all kinds of social responsibility—all in the name of independence.” p.50

“Interdependence is a far more mature, more advanced concept. If I am physically interdependent, I am self-reliant and capable, but I also realize that you and I working together can accomplish far more than, even at my best, I can accomplish alone. If I am emotionally interdependent, I derive a great sense of worth within myself, but I also recognize the need for love, for giving, and for receiving love from others. If I am intellectually interdependent, I realize that I need the best thinking of other people to join with my own.” p.51

“Interdependence is a choice only independent people can make. Dependent people cannot choose to become interdependent. They don’t have the character to do it;they don’t own enough of themselves.” p.51

Habits 1 – 3 deal with self-mastery (Independence) private victories
Habits 4 – 6 deal with more personality-oriented “public victories” of teamwork, cooperation, and communication.
Habit 7 deals with renewal — a regular, balanced renewal of the four basic dimensions of life.

EFFECTIVENESS DEFINED
P/PC balance and the Goose that laid the golden eggs (balance between the production/product and the production capacity)

THREE KINDS OF ASSETS
physical, financial, human –
physical = lawnmower example
financial = capacity to earn
human = marriage relationships or parent-child relationships – PC experience with daughter, night out (investment with child’s interests) – learning about Star Wars instead of snoozing.

ORGANIZATIONAL PC
The long view . . . not producing at such a high capacity that the capacity is ruined, the one quarter miracle followed by the two quarter restoration/replacement project.

“The PC principle is to always treat your employees exactly as you want them to treat your best customers. . . . You can buy a person’s hand, but you can’t buy his heart. His heart is where his enthusiasm, his loyalty is. You can buy his back, but you can’t buy his brain. That’s where his creativity is, his ingenuity, his resourcefulness.” p.58

“The P/PC Balance is the very essence of effectiveness. It’s validated in every area of life. We can work with it or against it, but it’s there. It’s a lighthouse. It’s the definition and paradigm of effectiveness upon which the Seven Habits in this book are based.” p. 59

HOW TO USE THIS BOOK
1. Read as you go, go as you read (the whole view is good but it’s meant to be matched with ones own progress.
2. Read with the purpose of sharing immediately with another . . . it heightens focus and mental/emotional processing of the material.

WHAT YOU CAN EXPECT
“‘Each of us guards a gate of change that can only be opened from the inside. We cannot open he gate of another, either by argument or by emotional appeal.’” p. 60-61

P/PC would transform most individuals and relationship; Habits 1 – 3 Private Victories – more internally motivated . . . . 5 – 6 working with/supporting strengths, not weaknesses . . . no quick fix:
Thomas Payne, “That which we obtain too easily, we esteem too lightly. It is dearness only which gives everything its value. Heaven knows how to put a proper price on its goods.” p. 62

Author[ Covey, Stephen
Title[ Part Two: Private Victory ]

NOTES
Abstract[

HABIT 1: BE PROACTIVE

“We are not our feelings. We are not our moods. We are not even our thoughts. The very fact that we can think about these things separates us from them and from the animal world. Self-awareness enables us to stand apart and examine even the way we “see” ourselves—our self-paradigm, the most fundamental paradigm of effectiveness. It affects not only our attitudes and behaviors, but also how we see other people. It becomes our map of the basic nature of mankind.” p. 66-7

THE SOCIAL MIRROR
Genetic determinism – your grandparents did it to you
Psychic determinism – your parents did it to you
Environmental determinism – others did it to you

BETWEEN STIMULUS AND RESPONSE
Viktor Frankl “the last of the human freedoms”— He could decide within himself how all of this was going to affect him. “In the midst of the most degrading circumstances imaginable, Frankl used the human endowment of self-awareness to discover a fundamental principle about the nature of man: Between stimulus and response, man has the freedom to choose.” p. 69-70

self-awareness (freedom to choose)
imagination
conscience
independent will

“The deterministic paradigm comes primarily from the study of animals—rats, monkeys, pigeons, dogs—and neurotic and psychotic people. While this may meet certain criteria of some researchers because it seems measurable and predictable, the history of mankind and our own self-awareness tells us that this map doesn’t describe the territory at all!” p. 70

“PROACTIVITY” DEFINED
“It means more than merely taking initiative. It means that as human beings, we are responsible for our won lives.” p. 71

reactive people affected by the weather/proactive people carry their own weather with them “It’s not what happens to us, but our response to what happens to us that hurts us.” p. 73

Frankl basic values:
* experiential – what happens to us
* creative – what we bring into existence
* attitudinal – response in difficult circumstance

TAKING THE INITIATIVE
“Our basic nature is to act, and not be acted upon. As well as enabling us to choose our response to particular circumstances, this empowers us to create circumstances.” p. 75

R and I (resourcefulness and initiative)

“Of course, the maturity level of the individual has to be taken into account. We can’t expect high creative cooperation from those who are deep into emotional dependence. But we can, at least, affirm their basic nature and create an atmosphere where people can seize opportunities and solve problems in an increasingly self-reliant way.” p. 76

ACT OR BE ACTED UPON
” . . . that’s the difference between positive thinking and proactivity. We did face reality. We faced the reality of the current circumstance and of future projections. But we also faced the reality that we had the power to choose a positive response to those circumstances and projections. Not facing reality would have been to accept the idea that what’s happening in our environment had to determine us.” p. 77

LISTENING TO OUR LANGUAGE
Response to husband who doesn’t love his wife anymore: “My friend, love is a verb. Love—the feeling—is a fruit of love, the verb. So lover her. Serve her. Sacrifice. Listen to her Empathize. Appreciate. Affirm her. Are you willing to do that?” “. . . Proactive people make love a verb. Love is something you do: the sacrifices you make, the giving of self, like a mother bringing a newborn into the world. If you want to study love, study those who sacrifice for others, even for people who offend or do not love in return. If you are a parent, look at the love you have for the children you sacrificed for. Love is a value that is actualized through loving actions. Proactive people subordinate feelings to values. Love, the feeling, can be recaptured.” p. 80

CIRCLE OF CONCERN/CIRCLE OF INFLUENCE
circle of concern = where we focus our time and energy,
areas we have some control over = circle of influence
proactive people focuses on coi, which expands coi
reactive people focus on coc outside coi which diminishes coi

DIRECT, INDIRECT, AND NO CONTROL
* direct control (inside our coi), solved by working out habits
* indirect control (other people’s behavior) worked on by changing our methods of influence (more than 30 per covey, instead of reasoning, fight, flight)
* no control “Lord, give me the courage to change the things which can and ought to be changed, the serenity to accept the things which cannot be changed, and the wisdom to know the difference.” p. 86

EXPANDING THE CIRCLE OF INFLUENCE
“nothing succeeds like success,” story of the dynamic/dictatorial CEO and one proactive executive who worked with the situation to compensate for blind-spots, and work with the CEO’s strengths, “‘He’s not only given me the information I requested, but he’s provided additional information that’s exactly what we needed. He even gave me his analysis of it in terms of my deepest concerns, and a list of his recommendations.’” Not brown-nosing but anticipating and influencing in the language of the audience. Gandhi example with the people versus the political establishment.

THE “HAVE’S” AND THE “BE’S”
COC = have’s as in “If only I had/have”
COI = Be’s as in “I can be more patient . . . ”
Old Testament story of Joseph – worked with integrity instead of focusing on “fairness” of situation – was put in charge of Potiphar’s house, then the prison system, then all of Egypt.

THE OTHER END OF THE STICK
Consequences = choices we make, consequences come from those choices (train)
Mistakes = choices determined to be “wrong” later . . . Ack. “The proactive approach to a mistake is to acknowledge it instantly, correct and learn from it. . . It is not what others do or even our own mistakes that hurt us the most; it is our response to those things.” p. 91

MAKING AND KEEPING COMMITMENTS
“The power to make and keep commitments to ourselves is the essence of developing the basic habits of effectiveness. Knowledge, skill, and desire are all within our control. We can work on any one to improve the balance of the three. As the area of intersection becomes larger, we more deeply internalize the principles upon which the habits are based and create the strength of character to move us in a balanced way toward increasing effectiveness in our lives.” p. 92

PROACTIVITY: THE THIRTY-DAY TEST
“Knowing that we are responsible—“response-able”—is fundamental to effectiveness and to every other habit of effectiveness we will discuss.” p. 93

APPLICATION SUGGESTIONS
1. listen to your language
2. Look at near future experience that you might have normally behaved in a reactive fashion, examine how you could respond in a proactive fashion.
3. Select work problem, determine direct/indirect/no control, ID first steps in COI to solve problem then do it.
4. 30 test of proactivity, note changes in your COI.

HABIT 2: BEGIN WITH THE END IN MIND

PRINCIPALS OF PERSONAL LEADERSHIP
“What lies behind us and what lies before us are tiny matters compared to what lies within us.” Oliver Wendell Holmes (p. 96)

Wow . . . one time (toward the end of last term) Bill thanked me for my sense of humor over the course of the trimester. That actually meant a lot to me. Three years from now . . . funny thing, I just wrote about someone who left this life too quickly and how much his music means to me and how much I miss him. I would hope that my family/friends would say something about how I was able to see the humor in most things. I hope that they would be able to see that my life was about building into the future, helping my students and associates integrate the complexities of our technological existences with our human endeavors for companionship, meaning and community. I hope that they would revel in my love for writing and for communicating and how fascinating I found each of them and our whole species. I have loved my role as an observer, and as a teacher, and as a brother, and as a lover, and I would hope that they would be able enjoy the simplicity and complexity of those memories.

WHAT IT MEANS TO “BEGIN WITH THE END IN MIND”
“To begin with the end means to start with a clear understanding of your destination. It means to know where you’re going so that you better understand where you are now and so that the steps you take are always in the right direction.” p. 98

“One man asked another on the death of a mutual friend, ‘How much did he leave?’ His friend responded, ‘He left it all.’” p. 99

ALL THINGS ARE CREATED TWICE
Building a house, first with mental plans and blueprints before beginning construction (or taking a trip, or raising kids). “Too the extent to which we understand the principle of two creations and accept the responsibility for both, we act within and enlarge the borders of our Circle of Influence.” p. 100

BY DESIGN OR DEFAULT
“It’s a principle that all things are created twice, but not all first creations are by conscious design. In our personal lives, if we do not develop our own self-awareness and become responsible for first creations, we empower other people and circumstances outside our Circle of Influence to shape much of our lives by default. We reactively live the scripts handed to us by family, associates, other people’s agendas, the pressures of circumstances—-scripts from our earlier years, from our training, our conditioning.” p. 100

“Habit 1 says, ‘You are the creator,’ Habit 2 is the first creation.” p. 100

LEADERSHIP AND MANAGEMENT—THE TWO CREATIONS
“Habit 2 is based on principles of personal leadership, which means that leadership is the first creation. Leadership is not management. Management is the second creation . . . But leadership has to come first . . . ‘Management is doing things right; leadership is doing the right things.’” p. 101

“The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, ‘Wrong jungle!’” p. 101

“We are more in need of a vision or destination and a compass (a set of principles or directions) and less in need of a road map. We often don’t know what the terrain ahead will be like or what we will need to go through it; much will depend on our judgment at the time. But an inner compass will always give us direction. . . . Effectiveness—often even survival—does not depend solely on how much effort we expend, but on whether or not the effort we expend is in the right jungle.” p. 101

“I’m convinced that too often parents are also trapped in the management paradigm, thinking of control, efficiency, and rules instead of direction, purpose, and family feeling. . . And leadership is even more lacking in our personal lives. We’re into managing with efficiency, setting and achieving goals before we have even clarified our values.” p. 103

RESCRIPTING: BECOMING YOUR OWN FIRST CREATOR
Imagination
Conscience
Anwar Sadat, anti-Israeli, but in prison Cell 54, “He learned to withdraw from his own mind and look at it to see if the scripts were appropriate and wise. He learned how to vacate his own mind and, through a deep personal process of meditation, to work with his own scriptures, his own form of prayer, and rescript himself.” (p. 104) This eventually led to a rescripting of himself toward Israel and the Camp David Accord.

Fatherhood example, can win the battles (because he’s bigger and family authority) but will eventually lose the war . . . action/management doesn’t jive with deep value of children = needs to be rescripted. “Because I am self-aware, because I have imagination and conscience, I can examine my deepest values. I can realize that the script I’m living is not in harmony with those values, that my life is not the product of my own proactive design, but the result of the first creation I have deferred to circumstances and other people. And I can change. I can live out of my imagination instead of my memory. I can tie myself to my limitless potential instead of my limiting past. I can become my own first creator.” p. 105

A PERSONAL MISSION STATEMENT
“The most effective way I know to begin with the end in mind is to develop a personal mission statement or philosophy or creed. It focuses on what you want to be (character) and to do (contributions and achievements) and on the values or principles upon which being and doing are based.” p. 106

“Once you have that sense of mission, you have the essence of your own proactivity. You have the vision and the values which direct your life. You have the basic direction from which you set your long- and short-term goals. You have the power of a written constitution based on correct principles, against which every decision concerning the most effective use of your time, your talents, and your energies can be effectively measured.” p. 109

AT THE CENTER
Security
Guidance
Wisdom
Power
Interdependent and on a continuum

ALTERNATIVE CENTERS
Spouse centeredness – perils of emotional dependency
Family Centeredness –
Money Centeredness –
Work Centeredness –
Possession Centeredness –
Friend/Enemy Centeredness –
Church Centeredness –
Self-Centeredness –

IDENTIFYING YOUR CENTER
“By centering our lives on timeless, unchanging principles, we create a fundamental paradigm of effective living. It is the center that puts all other centers in perspective.” p 123

Tickets to the show example (he give the various “other” centered responses but no “principle centered” response example, Ack!).

WRITING AND USING A PERSONAL MISSION STATEMENT
“Frankl says we detect rather than invent our missions i life. I like that choice of words. I think each of us has an internal monitor or sense, a conscience, that gives us an awareness of our own uniqueness and the singular contributions that we can make. In Frankl’s words, ‘Everyone has his own specific vocation or mission in life . . . Therein he cannot be replace, nor can his life be repeated. Thus, everyone’s task is as unique as is his specific opportunity to implement it.’” p. 128

Within our Circle of concern and circle of influence, as it is created others might sense that one is driven by things other than “what happens to us.”

USING YOUR WHOLE BRAIN
“Although people use both sides of the brain, one side or the other generally tends to be dominant in each individual. Of course, the ideal would be to cultivate and develop the ability to have good crossover between both sides of the brain so that a person could first sense what the situation called for and then use the appropriate tool to deal with it. But people tend to stay in the ‘comfort zone’ of their dominant hemisphere and process every situation according to either a right or left brain preference. . . In the word of Abraham Maslow, ‘He that is good with a hammer tends to think that everything is a nail.”‘ p. 130

TWO WAYS TO TAP THE RIGHT BRAIN
Expand Perspective
Using the right brain (creativity) to proactively visualize the outcomes; live for a week as if this were the last week of one’s life —- deciding what’s really important

Visualization and Affirmation
A good affirmation has five basic ingredients: it’s personal, it’s positive, it’s present tense, it’s visual, and it’s emotional. So I might write something like this: ‘It is deep satisfying (emotional) that I (personal) respond (present tense) with wisdom, love, firmness, and self-control (positive) when my children misbehave.’” p. 133

Vivid repeated visualization . “And if I do this, day after day my behavior will change. Instead of living out of the scripts given to me by my own parents or by society or by genetics or my environment, I will be living out of the script I have written form my own self-selected value system.” p. 133

“You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly vividly, relentlessly, over and over again. Create an internal ‘comfort zone.’ Then, when you get into the situation, it isn’t foreign. It doesn’t scare you.” p. 134

IDENTIFYING ROLES AND GOALS
Break the mission statement down to the numerous roles one plays. Goals = where do you want to be?

FAMILY MISSION STATEMENTS
Using MS to manage families . . . duh

ORGANIZATIONAL MISSION STATEMENTS
Everyone should participate in the creation of MS, not just top strategy planners . . .”the involvement process is as important as the the written product and is the key to its use.” p. 139

“One of the fundamental problems in organizations, including families, is that people are not committed to the determinations of other people for their lives. They simply don’t buy into them.” p. 143

No involvement = no commitment

APPLICATION SUGGESTIONS
1. funeral visualization
2. write down your roles
3. daily separate from busy-ness, and write personal mission statement
4. appendix A – what’s your center? are you comfortable with it?
5. quote bank for mission statement
6. mental creation to impending project
7. share habit 2 – create family/work group mission statement.

HABIT 3: PUT FIRST THINGS FIRST

PRINCIPALS OF PERSONAL MANAGEMENT

THE POWER OF INDEPENDENT WILL

FOUR GENERATIONS OF TIME MANAGEMENT

QUADRANT II

WHAT IT TAKES TO SAY “NO”

MOVING INTO QUADRANT II

THE QUADRANT II TOOL

COHERENCE.
BALANCE
QUADRANT II FOCUS
A “PEOPLE” DIMENSION
FLEXIBILITY

BECOMING A QUADRANT II SELF-MANAGER

IDENTIFYING ROLES.
SELECTION GOALS
SCHEDULING
DAILY ADAPTING

LIVING IT

ADVANCES OF THE FOURTH GENERATIONS

DELEGATION: INCREASING P AND PC

GOFER DELEGATION

STEWARDSHIP DELEGATION

QUADRANT II PARADIGM ]