The Theory Of Person Centered Counselling Essay - 1502 Words

In this essay, I will show how I have developed as a person, with the aid of regular counselling, process group, regular journalling and triad work within the Person Centered Counselling 1 (PCC1) paper. Using these tools, it has been a very intense, rewarding, painful journey from self-discovery to self-acceptance to self-love and I will share some of that journey. I am going to show how using the core conditions of empathy, unconditional positive regard and congruence regarding myself has enabled me to become more secure. I will also discuss this concept within a Christian spirituality context as well as discussion of cultural issues relating specifically to the Tiriti O Waitangi. The theory of Person Centered Counselling is very simple, the core conditions of empathy, unconditional positive regard and congruence are displayed by the counsellor in the sessions. This has the effect of creating a safe supportive place for the client to explore and heal. Mearnes Thorne (1988) devote chapters to the core conditions, thus underlining their importance. I have found that the actual practice of these core conditions is very hard. As an adult child of alcoholics, I became a master of disguise, consequently being able to find and love myself has been difficult, liberating and life changing. I have taken the Addiction Model of Reparenting from my work with Karen at Familial Trust, using it in a person-centred way and now recognise that I have many ‘wounded children’ withinShow MoreRelatedPerson Centered Counselling Theories2483 Words   |  10 PagesCASE STUDY â€Å"Joel is a 36 year old man who has come to counselling because he feels unhappy and unsatisfied in his life. Joel’s mother died when he was 12 and Joel grew up with his Father, who he describes as a good man, who worked hard to support his son, but struggled with anger and alcohol issues and was never able to fully recover from the death of Joel’s mother. Joel felt that his father was distant and so caught up in his own grief that he was never able to love Joel. Joel describes himselfRead MoreThe Profession Of Counselling Psychology1582 Words   |  7 PagesIntroduction The profession of counselling psychology has developed hugely during the past decade, this paper aims to provide a concise and general exploration of the nature of counselling psychology, it’s development history, where it stands among other traditional approaches, and how disciplines of psychology is linked with a range of models of psychotherapy. In 1982 counselling psychology started developing as a section within the British Psychological Society, and in 1994 it was then recognizedRead MoreTheory Of Counseling And The Therapy Process997 Words   |  4 Pages Theories of counseling are basic tools used in the therapy process. An interesting component of these tools is the person-centered therapy. The person-centered theory was founded by Carl Rogers on the belief there is good in all human beings. Rogers s person-centered therapy is among the most influential and widely employed techniques in modern U.S. clinical psychology (Grant, 2015). Rogers believed with caring nurturing care the client could work out their issues. Additionally person-centeredRead MoreUnderstand Different Approaches to the Use of Counselling Skills1546 Words   |  7 PagesUnderstand Different Approaches to the use of Counselling Skills Introduction I am writing about the different approaches used in counselling skills such as Humanistic Approach and Cognitive Behavioural Therapy Approach. I will be discussing the key concepts in each approach and contrast both approaches. While Maslow was more of a theorist, Carl Rogers was more of a therapist. His professional goal was more on helping people change and improve their lives. He was a true follower ofRead MorePerson Centered Therapy1685 Words   |  7 Pagesassignment is on Person centered therapy. Write in 3 equal parts the following: Briefly describe the key concepts. Explain the strengths and weaknesses of this therapy. How do you feel about the approach of this therapy? Answer: Psychotherapy Networker conducted a survey in 2006 (as cited in Corey, 2009) identifying Carl Rogers as the single most influential psychotherapist of the past quarter century. Using humanistic psychological concepts, Rogers formulated a person-centered approach to therapyRead Moremodels and approaches relate to client need, therapeutic context and aims and objectives of the therapy.1106 Words   |  5 Pagesï » ¿Through analysis and evaluation of models and approaches within counselling and psychotherapy therapeutic delivery, explain how models and approaches relate to client need, therapeutic context and aims and objectives of the therapy. Psychotherapists will be educated in various different models and whether they are approaching a client through the concept of observing external behaviours, the Behaviourist approach for example in which a therapist will look to condition new behaviours, or throughRead MoreMy Journey as a Psychotherapist4426 Words   |  18 Pagesbring to the counselling process† 4500 words ‘Personal growth and creativity are synonymous in the life of a therapist. The very process of therapy involves the elucidation and creation of different patterns of meaning’ (Hobson 1985) Examining my personal journey towards becoming a counsellor is part of understanding my personal contribution to the therapeutic process. Through understanding my own journey I have selected theories that inform my own personal approach to counselling. In my experienceRead MoreEgan stage 11020 Words   |  5 Pagesthe individual is afraid†. Congruence This is when the counsellor is being genuine and open with the client and able to disclose what he/she is really thinking and feeling in an honest way. This allows the client to see the counsellor as a real person and can enable the client to feel safe enabling them to be more honest with the counsellor, and more likely to grow in a positive way. Egan 1986 (resource material COSCA 2011) â€Å"genuine people being at home with themselves in all their interactionsRead MorePerson Centred Counselling3049 Words   |  13 PagesThe Use of Person Centred Counselling in Guidance and Counselling Practice in Schools I think that it is accurate to say that the first wave of guidance counsellors who received their counselling training in Ireland did so based largely on the theory and philosophy of counselling formulated by Carl Ransom Rogers (1902 - 1987), considered, by many, to be the most influential psychologist in American history. A leader in the humanistic psychology movement of the 1960s through the 1980s: moreRead MoreThree Theoretical Approaches to Conselling2755 Words   |  11 Pages This essay will compare and contrast three theoretical approaches to counselling – psychoanalysis, person-centered therapy and cognitive-behavioural therapy (CBT). Underlying assumptions Psychoanalysis assumes behaviours we display when we are adults are rooted in our childhood experiences and CBT assumes behaviour as a learned response. Psychoanalysis links childhood event and associated feelings to current problems which is similar to CBT where many of client’s schemas were created when he was

The Dark is Rising Series - 1373 Words

In every epic journey there are a series of events which the hero must go through if he is to become the ultimate hero. One of the most important parts in the epic journey is the descent into darkness or hell. Hell is a place where the hero travels to a dark place to learn about himself or to find very key information about his quest. However there is one common theme. The theme is the hero learns some valuable lessons. He or she learns how the underworld helps him to achieve the symbolic death and rebirth. The epic hero must go through his journey alone to hell because he/she must learn to suffer. The hero emerges from this experience and becomes the ultimate hero. In this discussion the reader will learn about how does the hero suffer, how he becomes a good hero through symbolic death and rebirth and why must the hero travel to the underworld alone. There are epic heroes who experience a descent into darkness in all of our books; Watership Down, The Dark is Rising Series, Epic of Gilgamesh and the Odyssey. However there will be a few characters being discussed. They are Gilgamesh (Epic of Gilgamesh), Odysseus (The Odyssey) and Bigwig (Watership Down). The first item to be discussed â€Å"How does the epic hero suffer or experience some form suffering. The experience in the underworld helps the hero because it makes him vulnerable. It makes him vulnerable because the underworld is dark, horrifying place, which makes the hero weak and able to suffer. In the Epic ofShow MoreRelatedWhile reading The Best American Comics: 2013 I came across Terry Moore’s written and illustrated1100 Words   |  5 PagesWhile reading The Best American Comics: 2013 I came across Terry Moore’s written and illustrated â€Å"Rachel Rising† which is an invigorating horror comic excerpt where a beautiful woman named Rachel Beck awakes from a shallow grave crawling her way free, mostly dead with no clue how she ended up there or who strangled her to death. The ex cerpt is a short representation of the full comic series and a must say this is an exhilarating piece of artwork that leaves you off on a cliff hanger, which had meRead MoreHarry Potter And The Order Of The Phoenix1050 Words   |  5 PagesThe Harry Potter series is currently one of the highest-grossing movie franchises of all time. This phenomenon has sparked midnight movie release parities, apparel for every installment of the franchise, and a following of avid Harry Potter fanatics. Harry Potter and the Order of the Phoenix is the fifth movie installment in this world renowned phenomenon written by J.K. Rowling. This film was directed by David Yates, produced by Warner Brothers Entertainment Inc., and released in the late summerRead MoreSociety Today Is Obsessed With The Ultimate Question, When1508 Words   |  7 PagesSociety today is obsessed with the ultimate question, when is this all going to come crashing down? à ¢ The end is near,à ¢ is the reoccurring theme in many hit movies, and television series. Consumers are eating this type of entertainment up. In part, because people are naturally drawn to the unknown. The end of the world is romanticized in today s culture. From Y2K to an ancient Mayan prophecy, the interest from the population is astounding. In Efrim Menuckà ¢ s poem à ¢ Dead Flag Blues,à ¢ he paintsRead MoreThe Sculpture Plunge Created By Artist Robert Smithson961 Words   |  4 Pagessculpture Plunge created in 1966, by artist Robert Smithson, currently located at the Denver Art Museum in Denver, Colorado. It is a symmetrical, non-objective piece made from a black or dark gray colored steel. Of which cubes are stacked in a stepping motion of four steps, in a repetition of ten, aligned side by side in a series giving the illusion of depth or distance. They give a nesting and receding illusion so they appear to slowly increase and decrease in size, appearing balanced on all sides dependingRead MoreAnalysis Of Hugh Ferriss s T he Four Stages 850 Words   |  4 Pagesand exhibited multiple times and have helped inspire future architects to view the zoning laws as a principle for the modern skyscraper instead of a restriction (Skyscraper). â€Å"The first image in the series shows the building mass following the exact letter of the law with a vertical street wall rising to a point and then sloping off at a specific angle. The second stage shows notching of the building mass so as to admit natural light into the building. The third stage reduces the angles to terracedRead MoreAnalysis Of The Movie Dark Souls Ost 1417 Words   |  6 Pages Dark Souls OST There was somewhat of a surprise for VGM listeners upon the release of the first trailer for Dark Souls, FromSoftware’s spiritual successor to Demon’s souls. Even before any initial announcement was made, it was easy to recognize the work of veteran freelance composer Motoi Sakuraba, his trademark compositional style being so integral. Known primarily for his virtuosic progressive rock compositions, Dark Souls was to be his first fully orchestral work since the Baroque influencedRead MoreThe Seven Deadly Sins and the Four Last Things by Hieronymus Bosch1641 Words   |  7 Pagesworld also tainted his style with sinister, cruel depictions of life; Even dark humor was often used to humiliate humans in his work. He humiliated humans to illustrate how wrong they are, and to make them realize how foolish they can be, based on their actions. He depicts sinners fools and imbeciles, because that is his view on them; Only a fool would commit a sin and defy God. Although some m ay say Bosch’s style is too dark, he accurately conveys the theories of the Church and society in all of hisRead MoreHarry Potter And The Prisoner Of Azkaban1515 Words   |  7 Pagesaccept the fear produced in themselves when being anywhere near a Dementor, and deal with the suffering that they emanate. â€Å"Fear is the path to the Dark Side. Fear leads to anger, anger leads to hate, hate leads to suffering† (SW); this quotation is a parallel to the evil entities in another famous fictional series, which referred to phantoms from the Dark Side of that world. The idea of a creature so terrible and evil is a major element in any story about heroes and good vs. evil. Without a deadlyRead MoreOn The Waterfront, by Elia Kazan Essay777 Words   |  4 Pageseffects. This movie focused on its characters, by portraying their reactions to the cumbersome niche they play on the dockyard. It was driven by a series of intertwined conflicts, and a strong mix of character develop ment and storytelling, and made for a phenomenal piece of art. Conflict is what viewers watch movies for, and a well-developed series of conflicts all wrapped up into a single film is a recipe for success. Kazan’s portrayal of Terry Malone, the former boxer who lost his fame due toRead MoreThe Brilliant Film, Shawshank Redemption Essay1576 Words   |  7 Pagesthe film’s cinematographer, and director Frank Darabont worked together to create this wonderful and classical film heavily utilizing long shots, close ups, and slow zooms. Throughout the film â€Å"Shawshank Redemption†, a series of shots take place where the camera is set inside a dark space looking out at the characters. For example, the camera is set inside the entrance of a tunnel built and used by Andy to escape, which views the Warden and his guards finally discovering how he escaped after taking

When Can You Trust Your Gut free essay sample

Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives. For two scholars representing opposing schools of thought, Daniel Kahneman and Gary Klein find a surprising amount of common ground. Kahneman, a psychologist, won the Nobel Prize in economics in 2002 for prospect theory, which helps explain the sometimes counterintuitive choices people make under uncertainty. Klein, a senior scientist at MacroCognition, has focused on the power of intuition to support good decision making in high-pressure environments, such as firefighting and intensive-care units. In a September 2009 American Psychology article titled â€Å"Conditions for intuitive expertise: A failure to disagree,† Kahneman and Klein debated the circumstances in which intuition would yield good decision making. In this interview with Olivier Sibony, a director in McKinsey’s Brussels office, and Dan Lovallo, a professor at the University of Sydney and an adviser to McKinsey, Kahneman and Klein explore the power and perils of intuition for senior executives. 3 March 2010 â€Å" My general view would be that you should not take your intuitions at face value; overconfidence is a powerful source of illusions Daniel Kahneman is a Nobel laureate and a professor emeritus of psychology and public affairs at Princeton University’s Woodrow Wilson School. He is also a fellow at the Hebrew University of Jerusalem and a Gallup senior scientist. † The Quarterly: In your recent American Psychology article, you asked a question that should be interesting to just about all executives: â€Å"Under what conditions are the intuitions of professionals worthy of trust? † What’s your answer? When can executives trust their guts? Gary Klein: It depends on what you mean by â€Å"trust. † If you mean, â€Å"My gut feeling is telling me this; therefore I can act on it and I don’t have to worry,† we say you should never trust your gut. You need to take your gut feeling as an important data point, but then you have to consciously and deliberately evaluate it, to see if it makes sense in this context. You need strategies that help rule things out. That’s the opposite of saying, â€Å"This is what my gut is telling me; let me gather information to confirm it. † Daniel Kahneman: There are some conditions where you have to trust your intuition. When you are under time pressure for a decision, you need to follow intuition. My general view, though, would be that you should not take your intuitions at face value. Overconfidence is a powerful source of illusions, primarily determined by the quality Strategic decisions: When can you trust your gut? 4 and coherence of the story that you can construct, not by its validity. If people can construct a simple and coherent story, they will feel confident regardless of how well grounded it is in reality. The Quarterly: Is intuition more reliable under certain conditions? Gary Klein: We identified two. First, there needs to be a certain structure to a situation, a certain predictability that allows you to have a basis for the intuition. If a situation is very, very turbulent, we say it has low validity, and there’s no basis for intuition. For example, you shouldn’t trust the judgments of stock brokers picking individual stocks. The second factor is whether decision makers have a chance to get feedback on their judgments, so that they can strengthen them and gain expertise. If those criteria aren’t met, then intuitions aren’t going to be trustworthy. Most corporate decisions aren’t going to meet the test of high validity. But they’re going to be way above the low-validity situations that we worry about. Many business intuitions and expertise are going to be valuable; they are telling you something useful, and you want to take advantage of them. Daniel Kahneman: This is an area of difference between Gary and me. I would be wary of experts’ intuition, except when they deal with something that they have dealt with a lot in the past. Surgeons, for example, do many operations of a given kind, and they learn what â€Å" Many business intuitions and expertise are going to be valuable; they are telling you something useful, and you want to take advantage of them † Gary Klein is a cognitive psychologist and senior scientist at MacroCognition. He is the author of Sources of Power: How People Make Decisions, The Power of Intuition, and Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making. 5 March 2010 problems they’re going to encounter. But when problems are unique, or fairly unique, then I would be less trusting of intuition than Gary is. One of the problems with expertise is that people have it in some domains and not in others. So experts don’t know exactly where the boundaries of their expertise are. The Quarterly: Many executives would argue that major strategic decisions, such as market entry, MA, or RD investments, take place in environments where their experience counts—what you might call high-validity environments. Are they right? Gary Klein: None of those really involve high-validity environments, but there’s enough structure for xecutives to listen to their intuitions. I’d like to see a mental simulation that involves looking at ways each of the options could play out or imagining ways that they could go sour, as well as discovering why people are excited about them. Daniel Kahneman: In strategic decisions, I’d be really concerned about overconfidence. There are often e ntire aspects of the problem that you can’t see—for example, am I ignoring what competitors might do? An executive might have a very strong intuition that a given product has promise, without considering the probability that a rival is already ahead in developing the same product. I’d add that the amount of success it takes for leaders to become overconfident isn’t terribly large. Some achieve a reputation for great successes when in fact all they have done is take chances that reasonable people wouldn’t take. Gary Klein: Danny and I are in agreement that by the time executives get to high levels, they are good at making others feel confident in their judgment, even if there’s no strong basis for the judgment. The Quarterly: So you would argue that selection processes for leaders tend to favor lucky risk takers rather than the wise? Daniel Kahneman: No question—if there’s a bias, it’s in that direction. Beyond that, lucky risk takers use hindsight to reinforce their feeling that their gut is very wise. Hindsight also reinforces others’ trust in that individual’s gut. That’s one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence. We associate leadership with decisiveness. That perception of leadership pushes people to make decisions fairly quickly, lest they be seen as dithering and indecisive. Gary Klein: I agree. Society’s epitome of credibility is John Wayne, who sizes up a situation and says, â€Å"Here’s what I’m going to do†Ã¢â‚¬â€ and you follow him. We both worry about leaders in complex situations Strategic decisions: When can you trust your gut? 6 Overconfidence in action? Does management admit mistakes and kill unsuccessful initiatives in a timely manner? C-level execs Yes Non-C-level1 80% No Yes 49% No 20% 52% 1Figures do not sum to 100%, because of rounding. Source: December 2009 survey of 463 executive readers of the McKinsey Quarterly Executives responded to the survey after reading â€Å"Competing through organizational agility,† by London Business School professor Don Sull, on mckinseyquarterly. com. ho don’t have enough experience, who are just going with their intuition and not monitoring it, not thinking about it. Daniel Kahneman: There’s a cost to not being John Wayne, since there really is a strong expectation that leaders will be decisive and act quickly. We deeply want to be led by people who know what they’re doing and who don’t have to think about it too much. The Quarterly: W ho would be your poster child for the â€Å"non–John Wayne† type of leader? Gary Klein: I met a lieutenant general in Iraq who told me a marvelous story about his first year there. He kept learning things he didn’t know. He did that by continuously challenging his assumptions when he realized he was wrong. At the end of the year, he had a completely different view of how to do things, and he didn’t lose credibility. Another example I would offer is Lou Gerstner when he went to IBM. He entered an industry that he didn’t understand. He didn’t pretend to understand the nuances, but he was seen as intelligent and open minded, and he gained trust very quickly. 7 March 2010 The Quarterly: A moment ago, Gary, you talked about imagining ways a decision could go sour. That sounds reminiscent of your â€Å"premortem† technique. Could you please say a little more about that? Gary Klein: The premortem technique is a sneaky way to get people to do contrarian, devil’s advocate thinking without encountering resistance. If a project goes poorly, there will be a lessons-learned session that looks at what went wrong and why the project failed—like a medical postmortem. Why don’t we do that up front? Before a project starts, we should say, â€Å"We’re looking in a crystal ball, and this project has failed; it’s a fiasco. Now, everybody, take two minutes and write down all the reasons why you think the project failed. The logic is that instead of showing people that you are smart because you can come up with a good plan, you show you’re smart by thinking of insightful reasons why this project might go south. If you make it part of your corporate culture, then you create an interesting competition: â€Å"I want to come up with some possible problem that other people havenâ⠂¬â„¢t even thought of. † The whole dynamic changes from trying to avoid anything that might disrupt harmony to trying to surface potential problems. Daniel Kahneman: The premortem is a great idea. I mentioned it at Davos—giving full credit to Gary—and the chairman of a large corporation said it was worth coming to Davos for. The beauty of the premortem is that it is very easy to do. My guess is that, in general, doing a premortem on a plan that is about to be adopted won’t cause it to be abandoned. But it will probably be tweaked in ways that everybody will recognize as beneficial. So the premortem is a low-cost, high-payoff kind of thing. The Quarterly: It sounds like you agree on the benefits of the premortem and in your thinking about leadership. Where don’t you see eye to eye? Daniel Kahneman: I like checklists as a solution; Gary doesn’t. Gary Klein: I’m not an opponent of checklists for high-validity environments with repetitive tasks. I don’t want my pilot forgetting to fill out the pretakeoff checklist! But I’m less enthusiastic about checklists when you move into environments that are more complex and ambiguous, because that’s where you need expertise. Checklists are about if/then statements. The checklist tells you the â€Å"then† but you need expertise to determine the â€Å"if†Ã¢â‚¬â€has the condition been satisfied? In a dynamic, ambiguous environment, this requires judgment, and it’s hard to put that into checklists. Strategic decisions: When can you trust your gut? 8 Daniel Kahneman: I disagree. In situations where you don’t have high validity, that’s where you need checklists the most. The checklist doesn’t guarantee that you won’t make errors when the situation is uncertain. But it may prevent you from being overconfident. I view that as a good thing. The problem is that people don’t really like checklists; there’s resistance to them. So you have to turn them into a standard operating procedure—for example, at the stage of due diligence, when board members go through a checklist before they approve a decision. A checklist like that would be about process, not content. I don’t think you can have checklists and quality control all over the place, but in a few strategic environments, I think they are worth trying. The Quarterly: What should be on a checklist when an executive is making an important strategic decision? Daniel Kahneman: I would ask about the quality and independence of information. Is it coming from multiple sources or just one source that’s being regurgitated in different ways? Is there a possibility of groupthink? Does the leader have an opinion that seems to be influencing others? I would ask where every number comes from and would try to postpone the achievement of group consensus. Fragmenting problems and keeping judgments independent helps decorrelate errors of judgment. The Quarterly: Could you explain what you mean by â€Å"correlated errors†? Daniel Kahneman: Sure. There’s a classic experiment where you ask people to estimate how many coins there are in a transparent jar. When people do that independently, the accuracy of the judgment rises with the number of estimates, when they are averaged. But if people hear each other make estimates, the first one influences the second, which influences the third, and so on. That’s what I call a correlated error. Frankly, I’m surprised that when you have a reasonably well-informed group—say, they have read all the background materials—that it isn’t more common to begin by having everyone write their conclusions on a slip of paper. If you don’t do that, the discussion will create an enormous amount of conformity that reduces the quality of the judgment. The Quarterly: Beyond checklists, do you disagree in other important ways? 9 March 2010 Gary Klein: Danny and I aren’t lined up on whether there’s more to be gained by listening to intuitions or by stifling them until you have a chance to get all the information. Performance depends on having important insights as well as avoiding errors. But sometimes, I believe, the techniques you use to reduce the chance of error can get in the way of gaining insights. Daniel Kahneman: My advice would be to try to postpone intuition as much as possible. Take the example of an acquisition. Ultimately, you are going to end up with a number—what the target company will cost you. If you get to specific numbers too early, you will anchor on those numbers, and they’ll get much more weight than they actually deserve. You do as much homework as possible beforehand so that the intuition is as informed as it can be. The Quarterly: What is the best point in the decision process for an intervention that aims to eliminate bias? Daniel Kahneman: It’s when you decide what information needs to be collected. That’s an absolutely critical step. If you’re starting with a hypothesis and planning to collect information, make sure that the process is systematic and the information high quality. This should take place fairly early. Gary Klein: I don’t think executives are saying, â€Å"I have my hypothesis and I’m looking only for data that will support it. † I think the process is rather that people make quick judgments about what’s happening, which allows them to determine what information is relevant. Otherwise, they get into an information overload mode. Rather than seeking confirmation, they’re using the frames that come from their experience to guide their search. Of course, it’s easy for people to lose track of how much they’ve explained away. So one possibility is to try to surface this for them—to show them the list of things that they’ve explained away. Daniel Kahneman: I’d add that hypothesis testing can be completely contaminated if the organization knows the answer that the leader wants to get. You want to create the possibility that people can discover that an idea is a lousy one early in the game, before the whole machinery is committed to it. The Quarterly: How optimistic are you that individuals can debias themselves? Daniel Kahneman: I’m really not optimistic. Most decision makers will trust their own intuitions because they think they see the situation clearly. It’s a special exercise to question your own intuitions. Strategic decisions: When can you trust your gut? 10 I think that almost the only way to learn how to debias yourself is to learn to critique other people. I call that â€Å"educating gossip. † If we could elevate the gossip about decision making by introducing terms such as â€Å"anchoring,† from the study of errors, into the language of organizations, people could talk about other people’s mistakes in a more refined way. The Quarterly: Do you think corporate leaders want to generate that type of gossip? How do they typically react to your ideas? Daniel Kahneman: The reaction is always the same—they are very interested, but unless they invited you specifically because they wanted to do something, they don’t want to apply anything. Except for the premortem. People just love the premortem. The Quarterly: Why do you think leaders are hesitant to act on your ideas? Daniel Kahneman: That’s easy. Leaders know that any procedure they put in place is going to cause their judgment to be questioned. And whether they’re fully aware of it or not, they’re really not in the market to have their decisions and choices questioned. The Quarterly: Yet senior executives want to make good decisions. Do you have any final words of wisdom for them in that quest? Daniel Kahneman: My single piece of advice would be to improve the quality of meetings—that seems pretty strategic to improving the quality of decision making. People spend a lot of time in meetings. You want meetings to be short. People should have a lot of information, and you want to decorrelate errors. Gary Klein: What concerns me is the tendency to marginalize people who disagree with you at meetings. There’s too much intolerance for challenge. As a leader, you can say the right things—for instance, everybody should share their opinions. But people are too smart to do that, because it’s risky. So when people raise an idea that doesn’t make sense to you as a leader, rather than ask what’s wrong with them, you should be curious about why they’re taking the position. Curiosity is a counterforce for contempt when people are making unpopular statements. Copyright  © 2010 McKinsey Company. All rights reserved. We welcome your comments on this article. Please send them to [emailprotected] com.

The Cold War Essays (1531 words) - , Term Papers

The Cold War The irrational fear of Soviet invasion gripped our country for over 35 years. That fear led to the upper echelons of authority making decisions, which would create a feeling of near hysteria throughout the public. Americans feared that the Soviets were planning some nuclear attacks on the States, and were frightened by the thought that the Soviets might have a lead in the arms race. The words ?race? and ?gap? came to be used everyday when referring to anything the Soviets created, and Americans felt that the ?gap? which kept America on top of the arms ?race? needed to remain a ?gap?. With our submarines constantly finding new ways to tap into Soviet intelligence, it seemed that America did, in fact, have the upper hand. This could have cause some to feel confidence instead of fear; however, this did not come to be so. The whole nation, from the very head of government to the bottom rungs of society, feared the Soviets. Was this fear justified? What caused such intense fear? This is w hat this paper will explore. We will use the movie Dr. Strangelove and the book Blind Man's Bluff to look at why it could have been justified and also at the reasons for why such fear came into being. We begin by analyzing why the irrational fear was justified. The movie Dr. Strangelove shows almost every aspect of Cold War mentality in the United States during that period. What amazes me is that the film was shown at all during that time, what with all the blacklisting and censoring that was happening. Newspapers, film, and books were being censored left and right; however, Dr. Strangelove tapped into society's fear of our printed material being used against us. The Russian ambassador in the film claims that they learned of America's development of a doomsday machine in the New York Times. Although this would seem highly unlikely, in Blind Man's Bluff, there are references to stories, which were in fact leaked out to the Times. The first reference is on page 194: ?On October 9, 1969, the New York Times ran a front-page story headlined ?New Soviet Subs Noisier Than Expected.'? The second reference is on page 273, when the NYT ran a five-column, three line headline: ?CIA Salvage Sh ip Brought up Part of Soviet Sub Lost in 1968, Failed to Raise Atom Missiles.? These newspaper headlines were what Americans were reading everyday, leading to the fear that Soviets might have the one-up on warfare vehicles, or that they would salvage those missiles and use them against America. Also, if Americans could read so freely about what was happening with the military, the Russians could very easily be reading the same thing. Once again, the fear that Russians would use this knowledge against us was widespread. There were reports that the Soviet Union was racing to build its own atomic bombs, and there seemed no doubt that the Soviets were ?out to make a grab for world dominance.? (Sontag, 5) ?This was the atmosphere of mistrust that gave birth to the Central Intelligence Agency and plunged its agents into an immediate duel with Soviet spies. This was the era of fear that inspired the West to once again join forces, now as the North Atlantic Treaty Organization. And all of this was the inspiration for the blind man's challenge, the call for submariners in windowless cylinders to dive deep into a new role that would help the nation fend off this menace.? (Sontag, 6) So we see that the fear was not only ever present, but justified. Sherry Sontag's book is a goldmine when it comes to understanding why the U.S. felt so afraid of the Soviets. ?The Soviets had been developing missiles at a phenomenal rate ever since they were forced to back down during the Cuban Missile Crisis.? (Sontag, 93) This was common knowledge throughout the world. However, the U.S. was coming up with questions in their minds about what the possibilities were if the Soviets were in fact advancing in their technology. ?Was it possible that, just six years after the Cuban Missile Crisis, the Soviets were positioned to launch a first strike with little or no

Intensive Care by Echo Heron essays

Intensive Care by Echo Heron essays In this book Echo Heron offers an authentic and humorous look into the inner workings of a hospital and its staff. Some of the unbelievable stories she describes give her readers a sense of how exciting, strange and varied the field of medicine can be. Herons real life account of her experiences as a nurse helped me to understand how vital nurses are to our healthcare system. It showed me that nurses are the ones that spend the most one-on-one contact with patients that can be frustrated and rebellious but also grateful and kind. Nurses have to deal with angry and sometimes inconsolable families, and stubborn power-hungry physicians and hospital administration. Heron gave me a heartfelt truthful insight on the field of nursing and healthcare. The descriptions of her co-workers, physicians and other hospital staff gave me a view into the future when I become a doctor in that position. Although I do not plan on becoming a nurse, Herons book has opened my eyes to the ever-changing world that nurses work in. Personally, this book helped me to understand that nurses are very hard working and dedicated people. As a future doctor I hope that this book gives me a realistic way to base reactions and feelings towards nurses accurately. This book unveils many of the preconceptions that the general public has about nurses and their validity as medical professionals. Although I did not share many of those preconceptions I still learned a great deal of the pressure, stress, hard work, and dedication that these nurses have. I have a new found respect for nurses and the heart they put into their work. ...

How to Choose a Title for Your Essay by BestEssay.Education

How to Choose a Title for Your Essay Making The Right Choice Have you ever walked past a book in the bookstore, then immediately back-tracked to check it out because the title caught your eye? Maybe you’ve made a last minute decision to buy a magazine based one of the titles splashed across the cover. Writers and editors of a variety of publications use clever and compelling titles to hook the reader who will then, ideally, make a purchase. Obviously you are not selling your essay, but the title is still a part of a piece of writing that is going to be graded. Why not put a bit of an effort into the title as well? Are you wondering how to choose a title for your essay? Well, we have a few tricks up our sleeves that we’re going to share to help everybody learn how to title an essay. If you are writing an essay on a serious subject or a light-hearted topic, we have some great ideas for you. Leave the Title for Last Don’t try to write your title first. You will spend the rest of your time attempting to tailor your writing to the title. This will only result in frustration. Your best course of action is to write the essay first, and then to allow the essay to influence the title. However, this does not mean that you should not consider the title at all while you are working. If you get ideas, by all means jot them down. The more potential titles you have on your list once you are done writing, the better off you will be. Finding Good Titles for Essays There are many options for selecting a title for an essay. One thing you can do is examine the writing you have done to determine if there is a particular phrase that appears in your essay. This might be a possible candidate for inclusion in a title. You can also look for an opportunity to use a play on words to create a title that is catchy, and that makes the reader stop and think for a moment. Some writers select titles that are send-ups of other well-known titles. These are great options for coming up with a creative title for an essay that is on a lighter subject. Selecting a Title for a Serious Essay When you choose a title for an essay that is written about a solemn topic, you do want your title to be compelling. What you want to avoid is being unintentionally cutesy or irreverent. One option that works quite well is to take a compelling fact and incorporate this into the title of your essay. Here is an example. â€Å"200 Deaths a Year: Violence in the Inner City†. Another option is to put an action item in your title. It could look something like this. â€Å"Solving the Problem of Inner City Violence†. A third option is to utilize an emotional appeal like this: â€Å"The Heartbreaking Reality of Inner City Violence†.

Ice Fili Analysis Essay Example | Topics and Well Written Essays - 1000 words

Ice Fili Analysis - Essay Example The international players such as Nestlà © and the others mostly sold the product through franchised restaurants and cafà © networks. The Russian ice cream industry weathered rough storms with the events like the collapse of the former Soviet Union, the 1998 financial crisis, adoption and implementation of an open market policy and the resultant influx of a large number of foreign investors making the competitive scenario extremely difficult to survive for the local ice cream manufacturers such as Ice Fili. Offered 170 different varieties of ice cream products as opposed to the limited number of products offered by the regional manufacturers which predominantly sold ice creams in vanilla and chocolate flavors. Added almost 20 new products to its value chain every year. Had the required management expertise, technological know-how, financial resources as well as a good understanding of the Russian markets that helped it in surviving the two most challenging phases in Russian history – the introduction and implementation of the Open Market Policy and the financial crisis of 1998. Devaluation of the economy during the 1998 financial crisis leading to increased reliance on local suppliers instead of imported goods, which lead to major cost savings. Also, the financial crisis lead to a forced exit of several major competitors such as Baskin Robbins, Ben and Jerry’s, Unilever etc Development of new local supplier base engaged in manufacturing ice cream production equipment, thereby leading to major cost savings that would otherwise have been spent on importing expensive pieces of equipment from international markets Sale of ice creams in restaurants contributed to 3% of sales was a relatively less explored market and could be exploited to gain the first mover advantage.