Centuries ago Socrates, a great thinker and teacher, said that
the key to living is knowledge. The key to living well is to know
thyself. From the beginning of thought, man has been deeply concerned
about the explanation of those fundamental activities which are
the mainspring of human conduct. (What makes people tick?)
People have been seeking practical knowledge which they can apply
to the personal problems and decisions in their everyday lives.
These question arise:
- Can you possibly observe yourself objectively?
- Can you observe the way you behave?
- What are the circumstances which evidently caused you to
behave in that way?
- Do the same circumstances always cause you to act in the
same way?
- Do you always act thus and so when confronted with such
and such influences?
- Is it really possible to know thyself
William M. Marston, a psychologist at Columbia University in
the 1920's, described human behavior in terms of consistent patterns
of reactions to environments He states that an environment or
a single situation in which one finds himself/herself could be
seen as one of two major types:
ANTAGONISTIC
(unfavorable)
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ALLIED
(favorable)
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An antagonistic environment or situation can be defined as one
in which the individual PERCEIVES (sees, feels, or senses) obstacles
and difficulties confronting him. Uncertainty, risk calculation,
problem solving, overcoming objections, are typical and normal
living conditions.
Whereas, in the favorable environment or situation, the perception
is normally one of friendliness, opportunity, security, or predictability,
and these predominant conditions are accompanied by little or
no necessity for overcoming obstacles at the expense of disturbing
the status quo or feeling of alliance.
Marston and other psychologists established two principles of
behavior to explain why we behave the way we do;
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Behavior is the result of a reaction to a stimulus. Once
the stimulus is perceived, some of the reactions that follow
are instinctive ... some are learned.
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Behavior is seen in our response which follows the reaction.
This behavioral response to challenges and opportunities becomes
a habit and predictable.
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As we grow and develop, we gradually discover our own characteristic
mode of behavior (behavior pattern) and develop and maintain a
picture of how we see ourselves. We will seek out roles, situations,
and jobs that are in keeping with this picture of ourselves. Our
desire to preserve a picture of ourselves accounts for the consistency
in our individual behavior and enables us to predict other people's
actions and reactions in given situations. When we build on strengths
and yield to our motivations we can build and strengthen our picture
of ourselves.
Adaptation or flexibility implies:
- Adjusting to or conforming to one's environment.
- Changing one's environment.
Your environment could consist of: the physical environment,
other people, a job environment, or a combination of all three.
Whether you tend to conform or actively promote change depends
on your personal behavioral style. You can create time between
your reaction and your response when you can consciously control
your responses in order to adapt and be flexible.
The Concept of Predictability or Consistency Does Not Mean that
People Never change or are Incapable of Adapting to New situations.
Dr. Marston sought to describe the behavior response in terms
of the amount and type of activity people exert in normal situations.
He viewed behavior as essentially being active or passive in response
to an environment that could be seen as either favorable or antagonistic
Dr. Marston identified four types or changes:
- The stimulus caused reaction may be either
Allied (favorable) Antagonistic
(unfavorable)
- The self activities in response may
Increase (be active)
Decrease (be inactive)
He then identified four major parts or dimensions in our behavior
patters that are present in all people, but in different degrees:
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DOMINANCE |
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energy directed to accomplish in spite of opposition or
antagonistic circumstances. |
Objective |
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to overcome or to resist. |
Drive |
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to be in control and to achieve results. |
Intent |
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to overcome, to alleviate antagonism. |
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INFLUENCE |
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energy directed toward persuading people to
act positively. |
Objective |
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persuade and motivate |
Drive |
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to influence, express, be heard |
Intent |
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to persuade, create and shape alliances, enhance
a favorable environment |
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STEADINESS |
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energy directed toward performing work, to produce consistently
in a positive and predictable manner. |
Objective |
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support, maintain stability status quo |
Drive |
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stable and consistent, paced |
Intent |
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to support alliance and stay favorable (team, company, family)
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COMPLIANCE |
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energy directed to comply with highest standards (the best
job possible) to avoid error, trouble, danger (unfavorable
circumstances). |
Objective |
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avoid risk with rightness, correctness |
Drive |
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to be right, sure, safe |
Intent |
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avoid trouble, to alleviate antagonism |
Thechallenge for organizations is linking and aligning these
individual energies.
There is considerable research basis for measuring behavior along
the two axis (four dimensions) described by Marston. The C.H.l.P.S
/ D.l.S.C. by PsychoGraphics Corporation is a tool that measures
whether an individual sees himself as characteristically seeking
out and/or reacting to situations that are challenging or friendly,
and whether the response pattern is one of activity or passivity.
The C.H.I.P.S. questionnaire is designed to produce profiles
(patterns) of one's behavioral style and to assist in planning
changes toward increased effectiveness. With the results of the
questionnaire, three pictures or patterns are drawn, each focusing
on behavior:
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(A) |
Expected by others ... projected by you how you adapt. |
(P) |
Response under pressure ... whether it is positive
or negative. |
(S) |
Self-perception: how you see yourself most of the
time... a composite |
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When you examine your three pictures or patterns, you can see
how they vary. Do they change? Are they the same? The C.H.I.P.S.
system is designed to:
- Identify one's style of behavior when getting things done.
- Identify one's strengths
- Explore how to create a motivational environment conducive
to success.
- To increase acceptance of others' behaviors
- To identify and minimize possible conflicts
a. with others
b. with the jobs we do... to increase productiveness
The C.H.I.P.S. system focuses on behavior which is observable,
rather than attitudes, feelings, or values which drive or guide
behavior and are not observable.
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