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Regan wall

Regan wall

This speech by President Ronald Reagan to the people of West Berlin contains one of the most memorable lines spoken during his presidency. The Berlin Wall, referred to by the President, was built by Communists in August 1961 to keep Germans from escaping Communist-dominated East Berlin into Democratic West Berlin. The twelve-foot concrete wall extended for a hundred miles, surrounding West Berlin, and included electrified fences and guard posts. The wall stood as a stark symbol of the decades-old Cold War between the United States and Soviet Union in which the two politically opposed superpowers continually wrestled for dominance, stopping just short of actual warfare.

Chancellor Kohl, Governing Mayor Diepgen, ladies and gentlemen: Twenty-four years ago, President John F. Kennedy visited Berlin, speaking to the people of this city and the world at the City Hall. Well, since then two other presidents have come, each in his turn, to Berlin. And today I, myself, make my second visit to your city.

We come to Berlin, we American presidents, because it’s our duty to speak, in this place, of freedom. But I must confess, we’re drawn here by other things as well: by the feeling of history in this city, more than 500 years older than our own nation; by the beauty of the Grunewald and the Tiergarten; most of all, by your courage and determination. Perhaps the composer Paul Lincke understood something about American presidents. You see, like so many presidents before me, I come here today because wherever I go, whatever I do: Ich hab noch einen Koffer in Berlin. [I still have a suitcase in Berlin.]

Our gathering today is being broadcast throughout Western Europe and North America. I understand that it is being seen and heard as well in the East. To those listening throughout Eastern Europe, a special word: Although I cannot be with you, I address my remarks to you just as surely as to those standing here before me. For I join you, as I join your fellow countrymen in the West, in this firm, this unalterable belief: Es gibt nur ein Berlin. [There is only one Berlin.]

Behind me stands a wall that encircles the free sectors of this city, part of a vast system of barriers that divides the entire continent of Europe. From the Baltic, south, those barriers cut across Germany in a gash of barbed wire, concrete, dog runs, and guard towers. Farther south, there may be no visible, no obvious wall. But there remain armed guards and checkpoints all the same–still a restriction on the right to travel, still an instrument to impose upon ordinary men and women the will of a totalitarian state. Yet it is here in Berlin where the wall emerges most clearly; here, cutting across your city, where the news photo and the television screen have imprinted this brutal division of a continent upon the mind of the world. Standing before the Brandenburg Gate, every man is a German, separated from his fellow men. Every man is a Berliner, forced to look upon a scar.

President von Weizsacker has said, “The German question is open as long as the Brandenburg Gate is closed.” Today I say: As long as the gate is closed, as long as this scar of a wall is permitted to stand, it is not the German question alone that remains open, but the question of freedom for all mankind. Yet I do not come here to lament. For I find in Berlin a message of hope, even in the shadow of this wall, a message of triumph.

In this season of spring in 1945, the people of Berlin emerged from their air-raid shelters to find devastation. Thousands of miles away, the people of the United States reached out to help. And in 1947 Secretary of State–as you’ve been told–George Marshall announced the creation of what would become known as the Marshall Plan. Speaking precisely 40 years ago this month, he said: “Our policy is directed not against any country or doctrine, but against hunger, poverty, desperation, and chaos.”

In the Reichstag a few moments ago, I saw a display commemorating this 40th anniversary of the Marshall Plan. I was struck by the sign on a burnt-out, gutted structure that was being rebuilt. I understand that Berliners of my own generation can remember seeing signs like it dotted throughout the western sectors of the city. The sign read simply: “The Marshall Plan is helping here to strengthen the free world.” A strong, free world in the West, that dream became real. Japan rose from ruin to become an economic giant. Italy, France, Belgium–virtually every nation in Western Europe saw political and economic rebirth; the European Community was founded.

In West Germany and here in Berlin, there took place an economic miracle, the Wirtschaftswunder. Adenauer, Erhard, Reuter, and other leaders understood the practical importance of liberty–that just as truth can flourish only when the journalist is given freedom of speech, so prosperity can come about only when the farmer and businessman enjoy economic freedom. The German leaders reduced tariffs, expanded free trade, lowered taxes. From 1950 to 1960 alone, the standard of living in West Germany and Berlin doubled.

Where four decades ago there was rubble, today in West Berlin there is the greatest industrial output of any city in Germany–busy office blocks, fine homes and apartments, proud avenues, and the spreading lawns of parkland. Where a city’s culture seemed to have been destroyed, today there are two great universities, orchestras and an opera, countless theaters, and museums. Where there was want, today there’s abundance–food, clothing, automobiles–the wonderful goods of the Ku’damm. From devastation, from utter ruin, you Berliners have, in freedom, rebuilt a city that once again ranks as one of the greatest on earth. The Soviets may have had other plans. But my friends, there were a few things the Soviets didn’t count on–Berliner Herz, Berliner Humor, ja, und Berliner Schnauze. [Berliner heart, Berliner humor, yes, and a Berliner Schnauze.]

In the 1950s, Khrushchev predicted: “We will bury you.” But in the West today, we see a free world that has achieved a level of prosperity and well-being unprecedented in all human history. In the Communist world, we see failure, technological backwardness, declining standards of health, even want of the most basic kind–too little food. Even today, the Soviet Union still cannot feed itself. After these four decades, then, there stands before the entire world one great and inescapable conclusion: Freedom leads to prosperity. Freedom replaces the ancient hatreds among the nations with comity and peace. Freedom is the victor.

And now the Soviets themselves may, in a limited way, be coming to understand the importance of freedom. We hear much from Moscow about a new policy of reform and openness. Some political prisoners have been released. Certain foreign news broadcasts are no longer being jammed. Some economic enterprises have been permitted to operate with greater freedom from state control.

Are these the beginnings of profound changes in the Soviet state? Or are they token gestures, intended to raise false hopes in the West, or to strengthen the Soviet system without changing it? We welcome change and openness; for we believe that freedom and security go together, that the advance of human liberty can only strengthen the cause of world peace. There is one sign the Soviets can make that would be unmistakable, that would advance dramatically the cause of freedom and peace.

General Secretary Gorbachev, if you seek peace, if you seek prosperity for the Soviet Union and Eastern Europe, if you seek liberalization: Come here to this gate! Mr. Gorbachev, open this gate! Mr. Gorbachev, tear down this wall!

I understand the fear of war and the pain of division that afflict this continent– and I pledge to you my country’s efforts to help overcome these burdens. To be sure, we in the West must resist Soviet expansion. So we must maintain defenses of unassailable strength. Yet we seek peace; so we must strive to reduce arms on both sides.

Beginning 10 years ago, the Soviets challenged the Western alliance with a grave new threat, hundreds of new and more deadly SS-20 nuclear missiles, capable of striking every capital in Europe. The Western alliance responded by committing itself to a counter-deployment unless the Soviets agreed to negotiate a better solution; namely, the elimination of such weapons on both sides. For many months, the Soviets refused to bargain in earnestness. As the alliance, in turn, prepared to go forward with its counter-deployment, there were difficult days–days of protests like those during my 1982 visit to this city–and the Soviets later walked away from the table.

But through it all, the alliance held firm. And I invite those who protested then– I invite those who protest today–to mark this fact: Because we remained strong, the Soviets came back to the table. And because we remained strong, today we have within reach the possibility, not merely of limiting the growth of arms, but of eliminating, for the first time, an entire class of nuclear weapons from the face of the earth.

As I speak, NATO ministers are meeting in Iceland to review the progress of our proposals for eliminating these weapons. At the talks in Geneva, we have also proposed deep cuts in strategic offensive weapons. And the Western allies have likewise made far-reaching proposals to reduce the danger of conventional war and to place a total ban on chemical weapons.

While we pursue these arms reductions, I pledge to you that we will maintain the capacity to deter Soviet aggression at any level at which it might occur. And in cooperation with many of our allies, the United States is pursuing the Strategic Defense Initiative–research to base deterrence not on the threat of offensive retaliation, but on defenses that truly defend; on systems, in short, that will not target populations, but shield them. By these means we seek to increase the safety of Europe and all the world. But we must remember a crucial fact: East and West do not mistrust each other because we are armed; we are armed because we mistrust each other. And our differences are not about weapons but about liberty. When President Kennedy spoke at the City Hall those 24 years ago, freedom was encircled, Berlin was under siege. And today, despite all the pressures upon this city, Berlin stands secure in its liberty. And freedom itself is transforming the globe.

In the Philippines, in South and Central America, democracy has been given a rebirth. Throughout the Pacific, free markets are working miracle after miracle of economic growth. In the industrialized nations, a technological revolution is taking place–a revolution marked by rapid, dramatic advances in computers and telecommunications.

In Europe, only one nation and those it controls refuse to join the community of freedom. Yet in this age of redoubled economic growth, of information and innovation, the Soviet Union faces a choice: It must make fundamental changes, or it will become obsolete.

Today thus represents a moment of hope. We in the West stand ready to cooperate with the East to promote true openness, to break down barriers that separate people, to create a safe, freer world. And surely there is no better place than Berlin, the meeting place of East and West, to make a start. Free people of Berlin: Today, as in the past, the United States stands for the strict observance and full implementation of all parts of the Four Power Agreement of 1971. Let us use this occasion, the 750th anniversary of this city, to usher in a new era, to seek a still fuller, richer life for the Berlin of the future. Together, let us maintain and develop the ties between the Federal Republic and the Western sectors of Berlin, which is permitted by the 1971 agreement.

And I invite Mr. Gorbachev: Let us work to bring the Eastern and Western parts of the city closer together, so that all the inhabitants of all Berlin can enjoy the benefits that come with life in one of the great cities of the world.

To open Berlin still further to all Europe, East and West, let us expand the vital air access to this city, finding ways of making commercial air service to Berlin more convenient, more comfortable, and more economical. We look to the day when West Berlin can become one of the chief aviation hubs in all central Europe.

With our French and British partners, the United States is prepared to help bring international meetings to Berlin. It would be only fitting for Berlin to serve as the site of United Nations meetings, or world conferences on human rights and arms control or other issues that call for international cooperation.

There is no better way to establish hope for the future than to enlighten young minds, and we would be honored to sponsor summer youth exchanges, cultural events, and other programs for young Berliners from the East. Our French and British friends, I’m certain, will do the same. And it’s my hope that an authority can be found in East Berlin to sponsor visits from young people of the Western sectors.

One final proposal, one close to my heart: Sport represents a source of enjoyment and ennoblement, and you may have noted that the Republic of Korea–South Korea–has offered to permit certain events of the 1988 Olympics to take place in the North. International sports competitions of all kinds could take place in both parts of this city. And what better way to demonstrate to the world the openness of this city than to offer in some future year to hold the Olympic games here in Berlin, East and West? In these four decades, as I have said, you Berliners have built a great city. You’ve done so in spite of threats–the Soviet attempts to impose the East-mark, the blockade. Today the city thrives in spite of the challenges implicit in the very presence of this wall. What keeps you here? Certainly there’s a great deal to be said for your fortitude, for your defiant courage. But I believe there’s something deeper, something that involves Berlin’s whole look and feel and way of life–not mere sentiment. No one could live long in Berlin without being completely disabused of illusions. Something instead, that has seen the difficulties of life in Berlin but chose to accept them, that continues to build this good and proud city in contrast to a surrounding totalitarian presence that refuses to release human energies or aspirations. Something that speaks with a powerful voice of affirmation, that says yes to this city, yes to the future, yes to freedom. In a word, I would submit that what keeps you in Berlin is love–love both profound and abiding.

Perhaps this gets to the root of the matter, to the most fundamental distinction of all between East and West. The totalitarian world produces backwardness because it does such violence to the spirit, thwarting the human impulse to create, to enjoy, to worship. The totalitarian world finds even symbols of love and of worship an affront. Years ago, before the East Germans began rebuilding their churches, they erected a secular structure: the television tower at Alexander Platz. Virtually ever since, the authorities have been working to correct what they view as the tower’s one major flaw, treating the glass sphere at the top with paints and chemicals of every kind. Yet even today when the sun strikes that sphere–that sphere that towers over all Berlin–the light makes the sign of the cross. There in Berlin, like the city itself, symbols of love, symbols of worship, cannot be suppressed.

As I looked out a moment ago from the Reichstag, that embodiment of German unity, I noticed words crudely spray-painted upon the wall, perhaps by a young Berliner: “This wall will fall. Beliefs become reality.” Yes, across Europe, this wall will fall. For it cannot withstand faith; it cannot withstand truth. The wall cannot withstand freedom.

And I would like, before I close, to say one word. I have read, and I have been questioned since I’ve been here about certain demonstrations against my coming. And I would like to say just one thing, and to those who demonstrate so. I wonder if they have ever asked themselves that if they should have the kind of government they apparently seek, no one would ever be able to do what they’re doing again.

Thank you and God bless you all.

Ronald Reagan – June 12, 1987

The most incomprehensible thing about this world is that it is comprehensible” – ALBERT EINSTEIN

In the temple of science…

In the temple of science are many mansions… and various indeed are they that dwell therein and the motives that have led them there.

Many take to science out of a joyful sense of superior intellectual power; science is their own special sport to which they look for vivid experience and the satisfaction of ambition; many others are to be found in the temple who have offered the products of their brains on this altar for purely utilitarian purposes. Were an angel of the Lord to come and drive all the people belonging to these two categories out of the temple, it would be noticeably emptier but there would still be men of both present and past times left inside…

If the types we have just expelled were the only types there were, the temple would never have existed any more than one can have a wood consisting of nothing but creepers… those who have found favour with the angel… are somewhat odd, uncommunicative, solitary fellows, really less like each other than the hosts of the the rejected.

What has brought them to the temple … no single answer will cover … escape from everyday life, with its painful crudity and hopeless dreariness, from the fetters of one’s own shifting desires. A finely tempered nature longs to escape from his noisy cramped surroundings into the silence of the high mountains where the eye ranges freely through the still pure air and fondly traces out the restful countours apparently built for eternity.

-The page is from a 1918 speech by a young German scientist named Albert Einstein.

I’ve found these qoutes from the net and they are worth publishing.

  • The best kind of friend is the kind you can sit on a porch and swing with, never say a word, and then walk away feeling like it was the best conversation you’ve ever had.

  • Giving someone all your love is never an assurance that they’ll love you back! Don’t expect love in return; just wait for it to grow in their heart but if it doesn’t, be content it grew in yours. It takes only a minute to get a crush on someone, an hour to like someone, and a day to love someone, but it takes a lifetime to forget someone.

  • Don’t go for looks; they can deceive. Don’t go for wealth; even that fades away. Go for someone who makes you smile because it takes only a smile to make a dark day seem bright.

  • Love begins with a smile, grows with a kiss and ends with a tear.

  • When the door of happiness closes, another opens, but often times we look so long at the closed door that we don’t see the one that has been opened for us.

  • It’s true that we don’t know what we’ve got until we lose it, but it’s also true that we don’t know what we’ve been missing until it arrives.

  • Find the one that makes your heart smile. There are moments in life when you miss someone so much that you just want to pick them from your dreams and hug them for real!

  • Dream what you want to dream; go where you want to go; be what you want to be,because you have only one life and one chance to do all the things you want to do.

  • May you have enough happiness to make you sweet, enough trials to make you strong, enough sorrow to keep you human, enough hope to make you happy.

  • Always put yourself in others’ shoes. If you feel that it hurts you, it probably hurts the other person, too.

  • The happiest of people don’t necessarily have the best of everything; they just make the most of everything that comes along their way. Happiness lies for those who cry, those who hurt, those who have searched, and those who have tried, for only they can appreciate the importance of people who have touched their lives.

  • The brightest future will always be based on a forgotten past, you can’t go on well in life until you let go of your past failures and heartaches.

  • When you were born, you were crying and everyone around you was smiling. Live your life so that when you die, you’re the one who is smiling and everyone around you is crying.

  • You know you are in love when every time you close your eyes, you see that special someone.

  • You have not lived . Until you’ve found someone . Worth dying for!!!!!

Here the issue that generates conflicts is emotion, and frustrated comments, is conflict within the organization. We generally do not look at conflict as opportunity — we tend to think about conflict as
unpleasant, counter-productive and time-consuming.

Conflict that occurs in organizations need not be destructive, provided the energy associated with conflict is harnessed and directed towards problem-solving and organizational improvement. However, managing conflict effectively requires that all parties understand the nature of conflict in the workplace.

Two Views: The Good, The Bad

There are two ways of looking at organizational conflict. Each of these ways is linked to a different set of assumptions about the purpose and function of organizations.

The Bad

The dysfunctional view of organizational conflict is embedded in the notion that organizations are created to achieve goals by creating structures that perfectly define job responsibilities, authorities, and other job functions. Like a clockwork watch, each “cog” knows where it fits, knows what it must do and knows how it
relates to other parts. This traditional view of organizations values orderliness, stability and the repression of any conflict that occurs. Using the timepiece analogy we can see the sense in this. What would happen to time-telling if the gears in our traditional watches decided to become less traditional, and re-define their roles in the system?

To the “traditional” organizational thinker, conflict implies that the organization is not designed or structured correctly or adequately. Common remedies would be to further elaborate job descriptions, authorities and responsibilities, increase the use of central power (discipline), separate conflicting members, etc. This view of organizations and conflict causes problems. Unfortunately, most of us, consciously or unconsciously, value some of the characteristics of this “orderly” environment. Problems arise when we do not realize that this way of looking at organizations and conflict only fits organizations that work in routine ways where innovation and change are virtually eliminated. Virtually all government organizations work within a very disorderly context — one characterized by constant change and a need for constant adaptation. Trying to “structure away” conflict and disagreement in a dynamic environment requires tremendous amounts of energy, and will also suppress any positive outcomes that may come from disagreement, such as improved decision-making and innovation.

The Good

The functional view of organizational conflict sees conflict as a productive force, one that can stimulate members of the organization to increase their knowledge and skills, and their contribution to organizational innovation and productivity. Unlike the position mentioned above, this more modern approach considers that the keys to organization success lie not in structure, clarity and orderliness, but in creativity, responsiveness and adaptability. The successful organization, then, NEEDS conflict so that diverging views can be put on the table, and new ways of doing things can be created. The functional view of conflict also suggests that conflict provides people with feedback about how things are going. Even “personality conflicts” carry information to the manager about what is not working in an organization, affording the
opportunity to improve. If you subscribe to a flexible vision of effective organizations, and recognize that
each conflict situation provides opportunity to improve, you then shift your view of conflict. Rather than trying to eliminate conflict, or suppress its symptoms, your task becomes managing conflict so that it enhances people and organizations, rather than destroying people and organizations. So, the task is to manage conflict, and avoid what we call “the ugly”….where conflict is allowed to eat away at team cohesiveness and productivity.

The Ugly

We have the good (conflict is positive), the bad (conflict is to be avoided), and now we need to address the ugly. Ugly occurs where the manager (and perhaps employees) attempt to eliminate or suppress conflict in situations where it is impossible to do so. You know you have ugly in your organization when: • many conflicts run for years • people have given up on resolving and addressing conflict problems • there is a good deal of private bitching and complaining but little attempt to fix the problem • staff show little interest in working to common goals, but spend more time and energy on protecting themselves When we get “ugly” occurring in organizations, there is a tendency to look to the manager or formal leader as being responsible for the mess. In fact, that is how most employees would look at the situation. It is true that managers and supervisors play critical roles in determining how conflict is handled in the organization, but it is also true that the avoidance of ugliness must be a shared responsibility. Management and employees must work together in a cooperative way to reduce the ugliness, and increase the likelihood that conflict can be channeled into an effective force for change.

Result of conflicts

Result of conflicts

Ugly Strategies

Most of the ugly strategies used by managers, employees, and organizations as a whole are based on the repression of conflict in one way or another. We need to point that, in general, you want to avoid these approaches like the plague.

Ugly #1: Nonaction

The most common repressive management strategy is nonaction — doing nothing. Now, sometimes, doing nothing is a smart thing to do, provided the decision to do nothing is well thought out and based on an analysis of the situation. Most of the time, people “do nothing” about conflict situations for other reasons, such as fear of bringing conflict into view, or discomfort with anger. Unfortunately, doing nothing generally results in conflict escalating, and sets a tone for the organization…”we don’t have conflict here”. Everyone knows you have conflict, and if you seem oblivious, you also seem dense and out of touch.

Ugly #2: Administrative Orbiting

Administrative orbiting means keeping appeals for change or redress always “under consideration”. While nonaction suggests obliviousness since it doesn’t even acknowledge the problem, orbiting acknowledges the problem, but avoids dealing with it. The manager who uses orbiting will say things like “We are dealing with the problem”, but the problem never gets addressed. Common stalls include: collecting more data, documenting performance, cancelling meetings, etc.

Ugly #3: Secrecy

A common means of avoiding conflict (or repressing it) is to be secretive. This can be done by employees and managers. The notion is that if nobody knows what you are doing, there can be little conflict. If you think about this for a moment, you will realize its absurdity. By being secretive you may delay conflict and confrontation, but when it does surface it will have far more negative emotions attached to it than would have been the case if things were more open.

Ugly #4: Law and Order

The final “ugly strategy”. Normally this strategy is used by managers who mistakenly think that they can order people to not be in conflict. Using regulations, and power, the person using the approach “leans on” people to repress the outward manifestations of conflict. Of course, this doesn’t make conflict go away, it just sends it scuttling to the underground, where it will grow and increase its destructive power.


The notion that conflict should be avoided is one of the major contributors to the growth of destructive conflict in the workplace. The “bad” view of conflict is associated with a vision of organizational effectiveness that is no longer valid (and perhaps never was). Conflict can be directed and managed so that it causes both people and organizations to grow, innovate and improve. However, this requires that conflict not be repressed, since attempts to repress are more likely to generate very ugly situations. Common repression strategies to be avoided are: nonaction, administrative orbiting, secrecy and law and order.

Source: Bacal, R, 2004, “Organisational conflict – The Good, the Bad and the Ugly”,

Personal and professional effectiveness requires more than simply rolling out of bed every morning. It involves making a conscious effort and sound choices that will have a positive impact on your accomplishments and interactions with others. Personal effectiveness means caring about the difference you
make as an individual. It is more than going through the motions, but rather, having a profound commitment to understanding who you are and how you can make a difference.

While personal and professional effectiveness training is rarely taught in school, more and more entrepreneurs, top executives and human resource professionals recognize the value of helping individuals to maximize their potential. These business leaders know if they’re successful in that endeavor, they are
more likely to achieve their management objectives, resolve issues and align corporate cultures to the company’s defined vision, mission and values. A Model for Increasing Effectiveness Fortunately, there are well-established tools and programs to help individuals become stronger contributors to their organizations, establish better relationships and tap into their human potential.

The following model outlines a six-stepprocess to achieve those goals.

1. 1. Awareness.

Look inside and think about your habits, behaviors and the values that you hold dear. Explore how your core goals either help or hinder your progress. Self-awareness is the most critical step in the model because without it, you won’t recognize the need for change.

2. 2. Desire.

Many individuals are aware that their behavior is ineffective, but they don’t care. Self-awareness without a desire to change won’t result in change. The goal of improving conditions or your situation at work or at home can be a strong motivation for change.

3. 3. Knowledge.

You have access to vast amounts of information on how to change a behavior or habit. Gaining knowledge is an easy step if you know where to look. Explore the Internet, visit your local bookstore, take a college course or attend a seminar.

4. 4. Practice.

This is the hard part. Only when you practice (day-in, day-out) does a new behavior replace an old one. Effective practice begins with setting a deadline for beginning a change that will increase effectiveness.

5. 5. Success.

Develop an image or vision of what the change you are seeking looks like. Success often comes in small packages. Don’t overlook quick compliments from co-workers when they begin to notice your changes in behavior.

6. 6. Habit Integration.

It takes time and effort to integrate changes in behavior into your daily routine. Habits are born over time, and when practiced consistently, you’ll begin to experience your behavioral change in a natural way.


Being effective begins with a keen sense of knowing who you are and understanding why you make the choices you make. Your core value system is something you don’t often consciously consider. Exercises and training can help develop this self-awareness, which in turn can speak volumes about the other choices you make in your personal and professional life. Your success ultimately reflects the core of who you are. How do you see yourself? How do others see you? Your success ultimately reflects the core of who you are.

Desire, Knowledge and Practice

Personal values can be powerful motivators to influence your choices, your habits and your lifestyle. Desire is the second step in choosing new behaviors to create the self-image that you want. You gain knowledge about new behaviors by reading, observing people and interacting with role models or mentors that you admire or appreciate. Practice is the difficult part. New behaviors must be integrated into your day-to-day “package” of words and actions. Behaviors are what others see and hear you do (or don’t do).

They include:
• • How you act
• • Your body language
• • How you speak
• • What you say

Your behavior directly affects how others see you. Inventory your current behaviors. Make a list of new behaviors to help create the self-image you seek. Wait and watch for others to see and appreciate these changes. There are several assessment tools to help you identify your personality style. Many of them also provide insight on how to change your behavior and/or improve your interactions with individuals whose styles and personalities are different from your own.


The growth in your self-confidence will become apparent as you successfully integrate new behaviors into your daily work and personal life. You’ll also command more respect from others, as they see you actively choosing to change your behaviors. Just as general behaviors should be elevated to a conscious level, likewise with your goals. Identify goals, and apply the attributes that make them “smart”:

Specific: How will you describe the “what” and the “when” of the desired end result?
Measurable: How will the desired result be measured?
(For example quality, quantity, deadline or cost)
Achievable: Is the goal possible to attain?
Realistic: Is the goal practical and relevant?
Timely: Is the goal appropriate in terms of current needs and a timeline?

These same questions can be asked and answered if you think the goals or expectations others have of you are inappropriate or unachievable. Better to be politely outspoken in advance, than to accept certain failure through silence or indifference. Habit Integration To achieve the maximum likelihood of achieving your goals, a tool called visualization helps. Visualization is simply imaging a picture of your self, living out your goals and dreams. Some examples of visual pictures include the following:

• Seeing the values you live by in action during the day.
• Taking the first step toward accomplishing an important goal.
• Visualizing your self, successfully giving a speech or presentation.
• Maintaining a calm composure during an important meeting.

But visualization has a short lifespan. Repeat the visualization process every day to keep a fresh image in your mind. Also, consider keeping a log of how well you are succeeding in making new habits a part of your daily life. Habit integration will follow.

The Circle of Life In the national bestseller, The Oz Principle, the authors define accountability as asking, “what else can I do to rise above my circumstances and achieve the results I desire?” Accountability is the process of, “seeing it, owning it, solving it, and doing it.” Effectiveness is achieved when you:

• • Become self-aware of your behavior and strengths.
• • Apply your core values to the choices you’re making.
• • Practice new behaviors to create the self-image you desire.
• • Make responsible choices for growth.
• • Become accountable for your words, actions, choices and behaviors.

Once you understand and apply this model for personal and professional growth and effectiveness, remember to keep your thoughts positive. Positive thoughts become your words, and positive thoughts lead to positive actions. Keep your actions positive because actions become your habits. And keep your habits positive, because habits become your destiny. Most importantly, understand that YOU are the most powerful
person in your life. When you’re making the appropriate choices to receive the results you’re looking for, you’ll then become effective. The Greek historian Herodotus perhaps said it first more than 2,000 years ago: “Character is destiny.”

American psychologist Bruce W. Tuckman developed an influential model of team development, first enunciated in a 1965 article “Developmental sequence in small groups,” published in Psychological Bulletin. Tuckman’s model traced the evolution of a team through four stages: forming, storming, norming and performing. Tuckman argued that these stages were necessary to build an effective team.
Tuckman’s model has remained on target. The four states of team development that he identified are still regarded as the main stages. His emphasis on the dynamics of team progress remains valuable.

The limitation of the model is that it suggests that once the four stages are completed in the initial formation of the team, then a steady-state emerges in which the team simply performs well week after week, month after month, year after year. But many cases show that teams require continual monitoring and intervention by team leaders to keep a performance edge.

Without continual attention from team leaders, teams tend to degenerate into contending cliques in which personal animosities destroy team effectiveness.

In other words, Tuckman’s model describes the early stages of team development – the stages from which a team is launched successfully into its business mission. But there are later stages which are crucial to continuing team effectiveness which Tuckman ignores, and thereby suggests do not exist. But they do exist and they are very important to the continuing success of a team.

The challenge of building and continuing effective teams goes well beyond the development stage.

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October 2008

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