Stereotypes Threat definition is being in situation in negative stereotypes based on group identities
Judging and treating could be upsetting, distracting, disturbing, iritating.
Teach people about it, make them aware.
Source:
http://www.theroot.com/multimedia/root-interview-claude-steele-how-racial-stereotypes-harm-performance
Selasa, 11 September 2012
Kathy Castania, "The Evolving Language of Diversity"
"Language are not only expresses ideas and concepts but actually shapes thoughts," Robert B. Moore in Racism in the English Language
We all know that there are still people who intentionally express bias and prejudice when speaking about members of groups; however, we can assume that most people wat to utse the most respectful terms.
The biggest challange is how to bring members of dominant groups into the conversation and the solution.
All language envolves. One must also be mindful that people of any group do not think or feel the same way about identity words.
We should always remember that we never only one thing, but instead members of many groups.
We all know that there are still people who intentionally express bias and prejudice when speaking about members of groups; however, we can assume that most people wat to utse the most respectful terms.
The biggest challange is how to bring members of dominant groups into the conversation and the solution.
All language envolves. One must also be mindful that people of any group do not think or feel the same way about identity words.
We should always remember that we never only one thing, but instead members of many groups.
B.D. Tatum, "Who am I? The Complexities of Identity"
Erik Erikson, Psychoanalytic theorist writes,
"We deal with a process "located" in the core of the individual and yet also in the core of his communal culture..."
This "gifted" dimension of my identity was regularly commented upon by teachers and classmates alike and quickly became part of my self-definition.
People are commonly defined as other on the basis of race or ethnicity, gender, religion, sexual orientation, socioeconomic status, age, and physical or mentaly ability.
Dominant groups, by definition, set the parameters within which the subordinate operate. The dominant group holds the power and authority in society relative to the subordinates and determines how the power and authority may be acceptably used.
When a subordinate demonstrates positive qualities believed to be more characteristic of dominants, the individual is defined by dominants as anomaly.
Question:
1. Why is people definition must included sexual orientation? In some culture its taboo and even in many religion its already define that sexual orientation is heterosexual.
"We deal with a process "located" in the core of the individual and yet also in the core of his communal culture..."
This "gifted" dimension of my identity was regularly commented upon by teachers and classmates alike and quickly became part of my self-definition.
People are commonly defined as other on the basis of race or ethnicity, gender, religion, sexual orientation, socioeconomic status, age, and physical or mentaly ability.
Dominant groups, by definition, set the parameters within which the subordinate operate. The dominant group holds the power and authority in society relative to the subordinates and determines how the power and authority may be acceptably used.
When a subordinate demonstrates positive qualities believed to be more characteristic of dominants, the individual is defined by dominants as anomaly.
Question:
1. Why is people definition must included sexual orientation? In some culture its taboo and even in many religion its already define that sexual orientation is heterosexual.
Kamis, 06 September 2012
Desmond Tutu on leadership
http://www.youtube.com/watch?v=IrCeVwwu0Xc
A Leader is who are acting as servant too.
Willing to suffer for his/her people.
Must be Inspiring
A Leader is who are acting as servant too.
Willing to suffer for his/her people.
Must be Inspiring
Deidre Combs, Way of Conflict - Part 1: pp. xv-44
Conflict As Contest
"Be kind, everyone you meet is fighting a hard battle" - John Watson
I avoided conflict. But that didn't seem to work. I had tried ignoring painful exchanges, placating or intimidating others into silence to make conflict go away. Not one of these approaches was successful.
Conflict is not just angry people yelling at or hurting one another
Win-win solutions can never be envisioned alone at the outset. A true win-win solution is developed when we search for an answer that gathers and incorporates everyone's needs and beliefs.
"The most intense conflict if overcome, leave behind a sense of security and calm that is not easily disturbed. It is just these intense conflicts and their conflagration which are needed to produce valuable and lasting results" - C.G. Jung
Discovering your elemental Nature
Elemental Conflict Styles
Water
Water is realm of emotions.
Water people dive into its depths. Empathic & gentle. Water has the gift of changing form when pressed by fire (become steam), air (it evaporates or become ice) or earth (it easily shifts and flows around the obstacle)
"Be kind, everyone you meet is fighting a hard battle" - John Watson
I avoided conflict. But that didn't seem to work. I had tried ignoring painful exchanges, placating or intimidating others into silence to make conflict go away. Not one of these approaches was successful.
Conflict is not just angry people yelling at or hurting one another
Win-win solutions can never be envisioned alone at the outset. A true win-win solution is developed when we search for an answer that gathers and incorporates everyone's needs and beliefs.
"The most intense conflict if overcome, leave behind a sense of security and calm that is not easily disturbed. It is just these intense conflicts and their conflagration which are needed to produce valuable and lasting results" - C.G. Jung
Discovering your elemental Nature
Elemental Conflict Styles
Water
Water is realm of emotions.
Water people dive into its depths. Empathic & gentle. Water has the gift of changing form when pressed by fire (become steam), air (it evaporates or become ice) or earth (it easily shifts and flows around the obstacle)
Selasa, 04 September 2012
The Hidden Traps in Decision Making - John S. Hammond, Ralph L. Keeney, & Howard Raiffa
Making decisions is the most important job of any executive. It's also the toughest and the Riskiest. Bad decisions can damage a business and a career, sometimes irreparably.
Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one's preferences, and to throw good money after bad because it's hard to admit making a mistake.
Well-documented psychological traps that are particularly likely to undermine business decisions:
1. The Anchoring Trap
When considering a decision, the mind gives disproportionate weight to the first information it receives. Initial impressions, estimates, or data subsequent thoughts and judgements.
2. The Status-Quo Trap
Decision makers display a strong bias toward alternatives that perpetuate the status quo.
Other experiments have shown that the more choices you are given, the more pull the status quo has. More people will, for instance choose the status quo when there are two alternatives to it rather than one: A and B instead of just A. Why? Choosing between A and B requires additional effort; selecting the status quo avoids that effort.
3. The Sunk-Cost Trap.
Another of our deep-seated biases is to make choies in a way that justifies past choices even when the past chices no longer seem valid
4. The Confirming-Evidence Trap
There are two fundamental psycological forces at work here. The first is our tendency to subconsciously decide what we want to do before we figure out why we want to do it. The second is our inclination to be more engaged by things we like than by thngs we dislike-a tendency well documented even in babies. Naturally, then, we are drawn to information that supports our subconscious leanings.
We tend to subsconsciously decide what to do before figuring out why we want to do it
5. The Framing Trap
a. Frames as gains versus losses.
b. Framing with different reference points.
6. The Estimating & Forcasting Traps.
7. The Overconfidence Trap
8. The Prudence Trap
"JUST BE SAFE" adjustments
9. The Recallability Trap
A dramatic or traumatic event in your own life can also distort your thinking
Forewarned Is Forearmed
The higher the stakes, the higher the risk of being caught in a psychological trap.
The psychological miscues cascade, making it harder and harder to choose wisely
Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one's preferences, and to throw good money after bad because it's hard to admit making a mistake.
Well-documented psychological traps that are particularly likely to undermine business decisions:
1. The Anchoring Trap
When considering a decision, the mind gives disproportionate weight to the first information it receives. Initial impressions, estimates, or data subsequent thoughts and judgements.
2. The Status-Quo Trap
Decision makers display a strong bias toward alternatives that perpetuate the status quo.
Other experiments have shown that the more choices you are given, the more pull the status quo has. More people will, for instance choose the status quo when there are two alternatives to it rather than one: A and B instead of just A. Why? Choosing between A and B requires additional effort; selecting the status quo avoids that effort.
3. The Sunk-Cost Trap.
Another of our deep-seated biases is to make choies in a way that justifies past choices even when the past chices no longer seem valid
4. The Confirming-Evidence Trap
There are two fundamental psycological forces at work here. The first is our tendency to subconsciously decide what we want to do before we figure out why we want to do it. The second is our inclination to be more engaged by things we like than by thngs we dislike-a tendency well documented even in babies. Naturally, then, we are drawn to information that supports our subconscious leanings.
We tend to subsconsciously decide what to do before figuring out why we want to do it
5. The Framing Trap
a. Frames as gains versus losses.
b. Framing with different reference points.
6. The Estimating & Forcasting Traps.
7. The Overconfidence Trap
8. The Prudence Trap
"JUST BE SAFE" adjustments
9. The Recallability Trap
A dramatic or traumatic event in your own life can also distort your thinking
Forewarned Is Forearmed
The higher the stakes, the higher the risk of being caught in a psychological trap.
The psychological miscues cascade, making it harder and harder to choose wisely
Senin, 03 September 2012
MBTI
Humanmetrics Jung Typology Test™
Your Type
ENFJ
Extravert(100%) iNtuitive(38%) iNtuitive Feeling(50%) Judging(56%)
- You have strong preference of Extraversion over Introversion (100%)
- You have moderate preference of Intuition over Sensing (38%)
- You have moderate preference of Feeling over Thinking (50%)
- You have moderate preference of Judging over Perceiving (56%)
Source:
http://www.humanmetrics.com/cgi-win/JTypes1.htm
Extraverted iNtuitive Feeling Judging
by Joe Butt
Revision: 3.0
Date of Revision: 23 Feb 2005
ENFJs are the benevolent 'pedagogues' of humanity. They have tremendous charisma by which many are drawn into their nurturant tutelage and/or grand schemes. Many ENFJs have tremendous power to manipulate others with their phenomenal interpersonal skills and unique salesmanship. But it's usually not meant as manipulation -- ENFJs generally believe in their dreams, and see themselves as helpers and enablers, which they usually are.
ENFJs are global learners. They see the big picture. The ENFJs focus is expansive. Some can juggle an amazing number of responsibilities or projects simultaneously. Many ENFJs have tremendous entrepreneurial ability.
ENFJs are, by definition, Js, with whom we associate organization and decisiveness. But they don't resemble the SJs or even the NTJs in organization of the environment nor occasional recalcitrance. ENFJs are organized in the arena of interpersonal affairs. Their offices may or may not be cluttered, but their conclusions (reached through feelings) about people and motives are drawn much more quickly and are more resilient than those of their NFP counterparts.
ENFJs know and appreciate people. Like most NFs, (and Feelers in general), they are apt to neglect themselves and their own needs for the needs of others. They have thinner psychological boundaries than most, and are at risk for being hurt or even abused by less sensitive people. ENFJs often take on more of the burdens of others than they can bear.
TRADEMARK: "The first shall be last"
This refers to the open-door policy of ENFJs. One ENFJ colleague always welcomes me into his office regardless of his own circumstances. If another person comes to the door, he allows them to interrupt our conversation with their need. While discussing that need, the phone rings and he stops to answer it. Others drop in with a 'quick question.' I finally get up, go to my office and use the call waiting feature on the telephone. When he hangs up, I have his undivided attention! Functional Analysis:Extraverted Feeling
Extraverted Feeling rules the ENFJ's psyche. In the sway of this rational function, these folks are predisposed to closure in matters pertaining to people, and especially on behalf of their beloved. As extraverts, their contacts are wide ranging. Face-to-face relationships are intense, personable and warm, though they may be so infrequently achieved that intimate friendships are rare.Introverted iNtuition
Like their INFJ cousins, ENFJs are blessed through introverted intuition with clarity of perception in the inner, unconscious world. Dominant Feeling prefers to find the silver lining in even the most beggarly perceptions of those in their expanding circle of friends and, of course, in themselves. In less balanced individuals, such mitigation of the unseemly eventually undermines the ENFJ's integrity and frequently their good name. In healthier individuals, deft use of this awareness of the inner needs and desires of others enables this astute type to win friends, influence people, and avoid compromising entanglements. The dynamic nature of their intuition moves ENFJs from one project to another with the assurance that the next one will be perfect, or much more nearly so than the last. ENFJs are continually looking for newer and better solutions to benefit their extensive family, staff, or organization.Extraverted Sensing
Sensing is extraverted. ENFJs can manage details, particularly those necessary to implement the prevailing vision. These data have, however, a magical flexible quality. Something to be bought can be had for a song; the same something is invaluable when it's time to sell. (We are not certain, but we suspect that such is the influence of the primary function.) This wavering of sensory perception is made possible by the weaker and less mature status with which the tertiary is endowed.Introverted Thinking
Introverted Thinking is least apparent and most enigmatic in this type. In fact, it often appears only when summoned by Feeling. At times only in jest, but in earnest if need be, Thinking entertains as logical only those conclusions which support Feeling's values. Other scenarios can be shown invalid or at best significantly inferior. Such "Thinking in the service of Feeling" has the appearance of logic, but somehow it never quite adds up. Introverted Thinking is frequently the focus of the spiritual quest of ENFJs. David's lengthiest psalm, 119, pays it homage. "Law," "precept," "commandment," "statute:" these essences of inner thinking are the mysteries of Deity for which this great Feeler's soul searched.Famous ENFJs:
David, King of IsraelU.S. Presidents:
Abraham Lincoln
Ronald Reagan
Barack Obama
William Cullen Bryant, poet
Abraham Maslow, psychologist and proponent of self-actualization
Ross Perot
Sean Connery
Elizabeth Dole
Francois Mitterand
Dick Van Dyke
Andy Griffith
James Garner
William Aramony, former president of United Way
Gene Hackman (Superman, Antz)
Dennis Hopper (Speed)
Brenda Vaccaro
Craig T. Nelson (Coach)
Diane Sawyer (Good Morning America)
Randy Quaid (Bye Bye, Love; Independence Day)
Tommy Lee Jones (The Fugitive)
Kirstie Alley ("Cheers," Look Who's Talking movies)
Michael Jordan, NBA basketball player
Johnny Depp (Pirates of the Caribbean)
Oprah Winfrey
Bob Saget America's Funniest Home Videos, Full House
Julia Louis-Dreyfus ("Seinfeld")
Ben Stiller (The Royal Tenenbaums)
Peyton Manning, Indianapolis Colts quarterback
Matthew McConaughey (The Wedding Planner)
Pete Sampras, Tennis Champion
Lauren Graham ("Gilmore Girls")
Ben Affleck (The Sum Of All Fears)
John Cusack (High Fidelity)
Fictional ENFJs:
Joe Hackett, Wings
Copyright © 2012 by Joe Butt
Chat with fellow ENFJs at the ENFJ forum by PersonalityCafe.
Career Development for ENFJs
Jung Typology for the Workplace (Pre-employment testing and team building resources for your organization)
Type Relationships for ENFJs:
More information about Type Relationships
Source:
http://typelogic.com/enfj.html
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