Terms and Concepts
Language and Specific Jargon can help define new concepts.
Important Ideas on reviewing personal and organizational effectiveness.
- Juice - A euphemism referring to the intensity of an emotional charge held by an individual, toward a situation, notion, or another person. When we say that some thing or event hold high juice for us, it implies that we are very attached, committed, affected, or protective of it. Low juice is on the other hand, that which we have little investment in and/or is therefore less meaningful to us.
- Meta(ness) - A state of emotional expandedness and intellectual clarity that one learns to invoke where one can detach from the shocks cause by strong emotion directed your way. This state is not achieved through numbness, nor pretending. Rather, it is an outgrowth of knowing that no words ultimately define us and hence allow us to listen to others beyond the levels of the verbiage.
- Get(ting) Gotten - An experience of an internal shift of attention where ones reactions, and often understanding, change instantaneously. A "hick-up" that causes an immediate relocation to another emotion, thought image, or sensation of a previous time or place. In such a state, it is common for a person to experience a sudden rendezvous with a moment of being truly heard and understood by another. These sudden changes can be very profound. To the well defended belief or strategy, these can seem like being "outed" or "humiliated" into public scrutiny. One of the main tools of the No Fault Communication.
- GROK - A term coined by author Robert Heinlein to refer to an experience of being understood or comprehended so deeply that the resulting state was a life changing realization. Called the "ah-ha" experience colloquially, or "the peak experience," by Abraham Maslow, these events occur when a core context has got gotten (see above). It is common for a person to experience a sudden rendezvous with this moment when they experience a systemic relief of being truly heard and understood. These changes are often sudden and can be very profound.
- Principles - Those ideas and concepts that are genuinely valued and accurately reflect the real objectives and motives of those who assert them. Contrary to popular belief, principles and behavior are generally reflective of each other and congruent. Which means, it does not take a huge leap of logic or explanation to see how ones actions are described by ones principles. Distortions between principles and behavior create disharmony and disintegrity.
- Safety - A condition of non-threat or reprisal. Unlike the concept of security where one is defended against attack, safety opens us to the willingness to state our truth even when we ourselves deem it distasteful.
- Paradigms and Contexts - These two ideas I use interchangeably to
represent a set of beliefs conditions which have to them thoughts, emotions, situational cues, and strategies to cope with these elements that are often invisible to us. Yet, it is our personal contexts that often actually run the background assumptions for which we form our world view. In No Fault Communication™, we are actively rooting out these unconscious and seldom tended to paradigms that can actually control the tenor of our interactions. - Mirroring© - A technique for precision listening and deciphering the various aspects of a communication. This skill is central to the No Fault Communication™ approach to commuincation.
- Agreements & Commitments - Agreements are you setting yourself
- Character & Self Esteem - Character or Temperment is at the center of the Nurture vs. Nature debate. Some feel that character is somethng that is built or formed from one's life experiences. Others believe that our temperment is a function of some preset genetic traits that cause us to express ourselves in some predictable pattern of response. It is my belief that while we begin with Nature's blue print, cognition and self awareness enhance our ability to exert influence over our circumstances which empowers us to mold ourselves inspite of instinctual dictates. Such focus and determination represent a kind of personal power that is at the heart of what most people refer to a self-esteem. Thus, the greater awareness we have and exercise that with deliberate intention, we change at our volition, not merely that of Nature. This is self esteem.
- Leadership: Attributes and Examples - There are many styles of leadership defined in business literature. For this definition, the key aspect of leadership has less to do with position authority and more to to do with the ability to demonstrate competance, generate respect from others, and create motivation within themselves and others that contribute to the well being of the organization or family. Such a leader was Abraham Lincoln.
- Excellence - Continued striving toward the best output one can create beginning with themselves. Change and modification is the key to excellence and the humility to realize the signs when your adaptation is necessary. While commitment is an essential aspect toward the achievement of ever improving output, perfectionism is its nemesis. Perfection is the purview of God, excellence is the striving of Humans.
- Discernment vs. Judgment vs. Differentiation -
- Behavioral Preference Mapping
(BPM) -
Using the FIRO measuring tools of Dr. Wil Schutz, these four attributes of peoples relating to each other in teams can reflect underlying preferences that make for either smooth or strained interactions. However, using these tools we can show that many of the meanings (or motives) that people
project about each other's
behavior has no deeper motive than an individuals temperment expressed in these elements of behavior.
- Inclusion - What is your comfort level for being with people? Who and what do you include, how much and how often? How much do you want others to include you? Related to issues of Significance and Self-Esteem as expressed in boundaries and personal space.
- Control -
- Openness -
- Adaptability -
- Significant vs being Special vs. being Better Than
- Responsibility & Accountability
- Creativity/Innovation/Discovery
- Collaboration, Teams, Partnerships
- Compatibility and Synergy
- Diversity and Shared Values
- Communication Styles and Understanding - In my approach, I use four styles of communication
as a broad base to describe groupings of behavioral and emotional strategies
that some employ in their interactions with others.
- Dynamo - Director - Tends to be naturally forceful. Speaks.
- Relator - Supporter - Tends to be more placating. Listens.
- Reserved - Aloof - Listens and categorizes but might not respond.
- Inquirer - Interrogator - Speaks but listens to those things that then to validate their point of view.
- Competition & Cooperation
- Motivation, Productivity and Having Fun -
- Power vs Force
- Empowerment
- Physics of Emotion© - There is a unique alchemical concoction that leads a person to unique outcomes. Often a inner conflict arises when one becomes aware that one has several emotions, attitudes, beliefs and strategies about a thought or the situation that generates it. All at the same time! This traffic jam of colliding experiences can best be cleared by verbally naming the parts of what is happening. Thus it can help deconstruct the situation and allow for different conclusions and therefore different behavioral options and choices.
- Risk Taking & Initiative -
- Assertiveness & Passivity -
- Mistakes: Events or Prosecutions - Failures to Successes
- Knowledge vs. Information
- Prototyping and Ongoing innovation
- Learning Stages
- Creating Learning Environments
- Planning, Visions, & Adding Value
- New Organizational Structures
- Work Environment and Culture
- Systems Approach to Power - A system is set of interdependant processes of that interaction within an environment. Environments can be biological like the atmosphere and the interaction with geography and weather; or they can be of more human origin like the conditions created within a company, family, group or team. Each has a climate which hangs in the background and makes interactions either conducive or prohibitive to certain outcomes. Power in a system is interactive and shared. ach factor influences the other. In human collectives, power is often mistaken as authority or dominance. Yet, power in my view of situations is located in any person or aspect or situation that can influence the rest. So, the real trick in making a system create results in the way that you predict or desire is to make sure that everyone has the necessary power flow required as input to produce their output.
- Control and Bureaucracy
- Change, Modification, Adaptation and Evolution
Privacy Policy | Terms of Use ©2007 Cocconi Enterprises. LLC