Even a brief history of NLP must begin with Dr.
How executives end up using that power depends in part on their mental health. Sound, stable bosses generally build companies where the rules make sense to the employees, freeing them to focus on performing their jobs well.
But if the boss psychological makeup is warped, business plans, ideas, interactions, and even the systems, and structures of the organization itself will reflect his or her pathologies. In this article I describe four pathologies—and what to do about them.
Kets de Vries Harvard Business Review,92 4pp. SOBs can be found wherever power, status, or money is at stake.
Outwardly normal, apparently successful and charming, their inner lack of empathy, shame, guilt, or remorse, has serious interpersonal repercussions, and can destroy organizations.
Their great adaptive qualities mean they often reach top executive positions, especially in organizations that appreciate impression management, corporate gamesmanship, risk taking, coolness under pressure, domination, competitiveness, and assertiveness. The ease with which SOBs rise to the top raises the question whether the design of some organizations makes them a natural home for psychopathic individuals.
This article describes SOBs, and explores ways of identifying such people, both from an organizational and individual perspective. I have called these types of organizations, authentizotic. This term is derived from two Greek words: As a workplace label, authenticity implies that the organization has a compelling connective quality for its employees in its vision, mission, culture, and structure.
The zoteekos element of this type of organization allows for self-assertion in the workplace and produces a sense of effectiveness and competency, of autonomy, initiative, creativity, entrepreneurship, and industry.
Paradoxes wrapped up in Enigmas By Manfred F. It is their paradoxical behavior, however, what makes them so successful, in this article some of the qualities that turn them into top performers are examined. Many stars, although walking contradictions, know how to reconcile opposites.
They are talented in managing conflicting but necessary ideas or goals.
In other words, they have the creative ability to manage short-term and long-term orientation, action and reflection, extroversion and introversion, optimism and realism, control and freedom, holistic and atomistic thinking, hard and soft skills.
In addition, they are great at visioning, possess a solid dose of emotional intelligence, take calculated risks, are accountable for their actions, have great tenacity, possess a high energy level, and make a heroic although often unsuccessful effort to attain some form of work-life balance.
They are also curious, imaginative, insightful, have a wide span of interests, and are open to new experiences. They like to play with new ideas; they find familiarity and routine boring; and they have a great tolerance of ambiguity.
In addition, stars can make decisions quickly, but can also be extremely cautious. They are rebellious and conservative, playful and responsible, reflective and proactive. They like to be sociable but also need to be alone; they are highly imaginative but maintain a solid sense of reality.
They are both divergent and convergent thinkers. To better understand stars, the subject of narcissism, a concept that lies at the heart of leadership, is also addressed. It is suggested that a substantial number of stars are constructive narcissists or reactive narcissists who have learned to modify their behavior.
It is their moderate narcissistic orientation that fuels the motivational engine of these top performers. Excessive narcissism, however, may lead to pseudo-stars? Thus human behavior can be compared to a see-saw: When leadership is tipped to the negative side and becomes toxic, the dark side of narcissism comes to the fore, and some stars can, and do, damage the organizations they work in.
In this article the question of how to develop stars is also addressed. Experience has shown that the most effective strategy is to engage in self-assessment, action learning, and shadowing.
In addition, group interventions, supported by one-to-one coaching, can facilitate the exploration of potential stars?
What do Executives Want out of Life? Eight major categories of success emerged: The qualities of focus, persistence, and self-mastery, among others, featured in the scripts of many successful people. The darker side of success was partly accounted for by what can be described as the "Faust Syndrome", the melancholia that follows the sense of everything being completed.
What the narratives for most of these executives illustrate, is that success is a journey, not a destination. In this insightful article, he describes a number of dysfunctional leadership prototypes found in organisations, offered as a useful form of shorthand for identification purposes — a sort of Rough Guide to organisational dysfunction — that helps us understand how we can deal with this dysfunction in ourselves or our leaders.
It is designed to provide means for developing an executive team in which multiple leadership archetypes are represented.Combining Cognitive Behavioral Therapy and Motivational Interviewing Jim Carter, Ph.D. Specialty Behavioral Health UCSD SOM La Jolla, CA Presented At. Mitral Valve Disease and the Cavalier King Charles Spaniel Page 3 -- Veterinary Resources.
Mitral Valve Disease Main Page; Research News -- Page 2. Learning Objectives. This is an intermediate-level course. After taking this course mental health professionals will be able to: Identify three components of a competency-based approach to supervision.
Return to Contents. The T.O.T.E. model. In NLP, the process of recursion and assembly of complex behaviors and actions (and even simpler actions) is described in terms of the TOTE model.
According to this model, there are constant interactions between positive and negative sides and internal and external factors.
Positive mental health does not only depend on positive internal and external factors; it can also benefit from overcoming character defects and external obstacles.
This is a comparison of the philosophical, theoretical, and clinical features of Rogers's person-centered therapy and Kohut's psychoanalytic self psychology, including recent modifications of self psychology theory proposed by Robert Stolorow, his co-authors, and other self psychology theorists.