Tag Archives: Human Behavior

Lifespan Development: Cultural norms or personal needs?

Lifespan Development: Cultural norms or personal needs?

Which one would you choose to visualize your life? They may seem quite similar and yet be very different. Both go along nine stages of a lifespan but in different directions and different coloring.

  1. Birth
  2. Kindergarten, school
  3. Work-life
  4. Marriage
  5. Having children
  6. Building/buying a house
  7. Career/Personal development
  8. Retirement
  9. Death

Do you experience different timing, sequences, or different qualities of life stages? Or do you even have different ones than what is socially customary? Maybe there’s indeed a need to rethink the concept of conventional lifespan development. There will still be falling in love, having children, and many other aspects (not to forget spiritual ones). But because today many young people worry about their life ahead, adults struggle with seeing meaning in it, elderly living in apathy long after they’ve stopped to lead a functional one, and then regret or denial on the death bed. Shouldn’t life be more joyful? Without giving prescriptive answers, the following considerations from lifespan psychology may provide some additional perspectives.

When and how one progresses with what personal development step varies a lot between cultures. Even within a particular culture, if not suppressed completely, different life paths can be observed as well. However, the vast majority within a culture chooses to conform with an established “norm.” But do these norms meet the personal desires of a human being, and do they take individual developmental needs into account?

Developmental neurobiological processes are more influential in early life stages (i.e., childhood), but cultural and social learning effects increase at later life stages. 

Individuals in Eastern cultures relate in a more interdependent way than a more individualistic Western understanding of the self. At the same time, though, it was found that even in the East, the desire for some autonomous identity is a universally inherent human feature. Similarly, Parental over-control frustrates children both in the US and China. 

19th and 20th century Western and Eastern artists were analyzed, and it was found that Eastern artists tend to arrive at their artistic peak achievement later in life, reflecting the Eastern tradition to emphasize the process to excellence rather than the more Western focus on originality and delivery.

Low self-esteem is linked to depression and reduced subjective well-being. Still, on the other side, heightened self-esteem risks degenerating to narcissism and the need to be better than others, which results in separateness. Instead of such a discriminatory pathway to self-worth, Eastern philosophies, such as Buddhism’s mindfulness practices that promote self-compassion instead, are hopefully more and more (re-)discovered. 

Mainly, lifespan development focuses on behavioral and material aspects, while it still discards concepts of expanded consciousness such as the already decades-old self-actualization theory. Also, statistical analysis prevails, and more qualitative research might help understand individuals’ life journeys better and add to a more person-centric and contextual perspective in studying lifespan development.

Economically developed regions, sometimes referred to as Western countries, make up only 20 percent of the world population, while developing economies’ population is even disproportionately continuing to grow. At the same time, economic development in the Non-Western, often collectivist societies is likely to dramatically influence the outcome of related cultures. Therefore, psychology needs to focus more on where the big changes and populations are to understand human development.

To further integrate all relevant aspects of human development, a closer collaboration between life-course sociology and life span psychology seems to be a further promising aspiration. Like the emergence of culture and art marked a new era of Homo sapiens some ten thousand years ago, maybe breakthroughs in understanding human lifespan development related to culture may define the next evolutionary steps of humanity.

I am convinced that more answers lie in how people manage to develop independently of the good opinion of others. In the past, critical thinkers were persecuted and hanged; today, these are considered heroic philosophers. Is it still worthwhile to stand up for something against the resistance of the mainstream? Surely. I believe that this is precisely one of life’s goals: to express one’s ideas, create, and put service to something bigger above one’s own desires.

#art #artist #kunst #künstler #painting #Gemälde #acrylicpainting #modernart #modernekunst #abstract #abstrakt #contemporaryart #zeitgenössischekunst #psychology #philosophy #Psychologie #Philosophie #society #culture #lifetime #lifespan #vorstellungskraft #Bewusstseinsintelligenz #awarenessintelligence

A MIND not too narrowly set: A global mindset

Painting GLOBAL MINDSET (M. Sager, 2021. Acrylic on canvas, 50 x 70 cm)

“Most conflicts are based on black and white thinking, the fear of devaluation, and the threat to one’s own (cultural) identity. There is one level, though, the global mindset, on which black is also white.”

This text was published in the ‘Skilled Helper Collaborative’ (Thanks @Patty): https://pattywolters.com/blog/2021/05/28/mindset-skilled-helpers-collaborative/

I often hear that mindset is everything. This common knowledge is used in various contexts and as a ‘tool’ to reach different goals. “If you just put your mind on it, you can get it” became a standard approach in the personal development business. While it’s a good thing to have that knowledge and skill in one’s individual toolbox, I’m also interested in how humanity can achieve a mindset that brings the whole species forward as a whole. From an Awareness Intelligence perspective, my area of research and practice as a psychologist, it is about how to learn to set our minds for increased (if not maximum) true diversity and inclusiveness; something I consider to be crucial if we want to address a more peaceful world. I have written a lot (also in this collaborative) about Awareness intelligence. In terms of the topic of mindset, the concept of ‘global mindset’ possibly comes closest to what I mean.

Mindset: Where’s your attention?

At its heart, mindset is an attention-based approach to performance and for describing a global mindset, therefore, ‘international attention’ – attention to global strategic issues, attention to international beliefs and issues, can be used. How does international attention occur? In accordance with research, for example, traveling to foreign locations or discussing international issues fosters cosmopolitan thinking and behavior. I’ve experienced that during my international work and life as an expatriate in Japan. At the same time, my work as a psychologist and artist involves a high degree of a growth mindset, which might be positively influencing the development of a global mindset. For example, by expanding my horizon, I could fill in some of the blind spots of a fixed psychological map that all too often results in automatic judgment based on cultural understanding. Having a cultural identity makes people’s life easier; many do rely on cultural notions of categories of people to predict others, rather than considering people as individuals, and they favor people they consider to be members of their group. That provides for the human basic need for stability, respectively a sense of safety. in contrast, some people can overcome fear and enjoy more risky, complex, and elaborate thinking, and who are more willing to reexamine initial notions in light of new information. These are the ones who often are attracted to art, theoretical disciplines, and philosophy. But it can take them a long time to decide. Sometimes too long. Or never!

The development of intercultural sensitivity

Intercultural sensitivity is a helpful model for developing a global mindset. Intercultural sensitivity is high when one can adapt to add new behaviors to be more effective in moving in between cultures. In this model from Milton Bennet (1993), the experience of (cultural) difference is moving from more ethnocentric to more ethnorelative stages as follows:

  1. Denial: “I don’t think there’s any other way.”
  2. Defense: “My way is the best.”
  3. Minimization: “What we have in common is more important.”
  4. Adaptation: “I’m adding new behaviors to be more effective in a cross-cultural environment.”
  5. Integration: “I can move in between cultures.”

Personal development towards a global mindset is a hard process because discrepancies between global and situational meaning cause distress. In fact, most conflict is based on the fear of invalidation, the threat of one’s (cultural) identity. A high degree of self-reflection, fearless self-questioning, and openness to commit to giving up privileges and support unity in diversity is required. In short, tremendous effort is required to reduce the distressful discrepancy between situational and global meanings.

Instructions for global information processing

Views that are limited to narrow social boundaries are inhibiting the development of social networks. Such symptoms and communicative isolation in their most extreme forms are characteristics of autism, a distinctly defined illness since the 1940s. The good news is: People lacking more global information processing can be instructed to improve. Humanity is not ill, but it definitively requires instructions on how to develop higher levels of awareness to connect sincerely with others. Interestingly, the availability of more and more global information (i.e., the Internet) did not increase the state of humanity’s global mindset. Instead of teaching how to justify current political structures, which are always local, we should educate on how to become global citizens who care for all.

A shift from cultural competence to Awareness Intelligence

Global citizenship is not a travel lifestyle, it should rather be an attitude of compassion. Multi-relational ability in the sense of Awareness Intelligence is a precondition for cross-cultural competence but goes beyond as it is culture-neutral. Any travel starts within! Cultural competence can be developed by putting one’s feet in another’s shoes. Awareness Intelligence (see also related articles on www.mathias-sager.com), however, is putting one’s consciousness in another’s soul. This will not only enable us to experience some different walks of life but to learn to qualify all of life’s souls. Real and lasting change comes from the level of mental models that enable awareness. Only if the deep-rooted individual mindsets shift towards forming a regenerated collective of deculturized societal structures, human behavioral patterns will start to change accordingly as well. That’s the utopian world of my dreams, the passion in my teachings, the goal of my art, and my deepest belief that it’s still possible; for the benefit of the individual and the common good alike.

Skilled Helpers Collaborative (SHC) 03/2021: AWARENESS

Did you know, we are the only species who know that they know? Thanks to the development of our conscious we were able to discover this. Hence the choice of this month’s topic. Discover what the Skilled Helpers of this wonderful collaborative project have to say about Awareness…

Resilience, change and even love are topics we as human beings are aware of. In addition, we can be aware of an act, such as being aware of the effort you take each month to read our collaborative articles.The Skilled Helpers Collaborative

The Skilled Helpers Collaborative is an initiative aiming to bring meaningful content to you. Various skilled helpers from different backgrounds sharing their perspectives regarding a specific topic.

Grateful for their willingness to participate in this collaborative project, this month’s contributors are:

  • Mathias Sager -Psychologist
  • Rika Cossey-Transformational Coach
  • KallyTay -Freelance Expert
  • Sujit Gogoi–Career Clarity Coach
  • Claire Rajan-Life Coach & Enneagram Coach

Does our conscious make us aware? Does awareness equal consciousness? Or does being aware have everything to do with mindfulness and / or intelligence? Maybe awareness is a behaviour, an activity or a choice?

Discover what the skilled helpers of our wonderful collaborative project have to say about Awareness. Read the articles below and if it resonates, let us know by leaving a comment.

Don’t hesitate to Connect with one of the Skilled Helpers, in case you could use guidance.

Enjoy this month’s copy! Warm regards,

Patty Wolters

Skilled Helper

www.pattywolters.com

Leadership & (Em-)Power(-ment)

From our ‘80% Percent is Psychology’ session, Wednesday, January 16th, 2019. Thanks all for the great discussions!

  • Force causes counter-force; and transactional leadership likely results in compliance only; It is transformational leadership based on inspiration and collaboration that increases most follower’s involvement and true commitment.
  • It is not the acquisition of power (whether it be positional or personal), but the mindset through which it is employed which determines the nature and effectiveness of leadership.
  • Agile leaders are able to cope with uncertainty and complex issues. Based on self-awareness, they are willing to ask for help and transfer experiences and values to different areas of the business, which is inspiring and developing others too.
  • Representativeness posits that leaders need to demonstrate how they are similar to their followers and then succeed by representing the values of the group. Leaders themselves may be required to adapt to followers to ensure continued representation.
  • Leadership and follower diversity is an important contributor to organization’s success (DuBrin, 2016). Unfortunately, gender stereotypes still cause a preference for men in ‘power’ roles. •Acceptance of inequality doesn’t stem from a passive stance, but rather an active endorsement that allows to justify and perpetuate the status quo.
  • System Justification Theory (SJT) states that an underlying ideology is motivating the justification of social order in a way that contributes to the often-unconscious belief of inferiority most strongly among individuals of underprivileged groups. Although it is a myth that Western Societies are characterized by equality of opportunity, studies found that a majority’s belief in equality helps to justify a meritocratic ideology, i.e., that it is, given we all start with the same possibilities, fair that individual differences are rewarded. The motive to legitimize economic inequality is further blocking critical thinking capacities with severe consequences for the economic and psychological well-being of marginalized persons (Godfrey & Wolf, 2015).
  • It’s a good description for Authentic Leadership too: “Your true character is most accurately measured by how you treat those who can do ‘nothing’ for you.” – Mother Teresa
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Leadership, (Cultural) Threats, and Change

Strong culture – weak culture

A strong organizational culture helps leadership and motivation, but it risks to become too rigid and inflexible. A leader needs to balance the inflexibility of a strong organizational culture with resistance to change from a too weak organizational culture.

Creating the need for change

A leader is analyzing and realizing that there is an unsatisfactory situation, then creates and communicates the required sense of urgency.

Behavior change

Behavior change can be “coerced” but it may be ineffective for positive changes of attitudes, such as solidarity and accountability.

Unfreeze, change, refreeze

People generally don’t like to unfreeze their accustomed situation. To unfreeze and change, change agents should reassure, involve, empower, support, and celebrate change.

“Men have made millions of laws to punish crimes, and they have not established even one to reward virtue”  Dragonetti (1766)

Solidarity and accountability

Payments are not resolving the solidarity problem in a competitive and career dominated environment. Leadership based on self-awareness (e.g., servant leadership) creates a sense of increased meaning, belonging, and promotes accountability and self-leadership.

Resistance vs. apathy

Resistance might be preferable to apathy, as resistance can highlight genuine problems in proposals, and there is an energy that serves as a source of commitment from converted followers.

Cultural context

(Transformational) leadership needs to be fine-tuned according to cultural contexts, such as collectivism/individualism and power distance. For example, on an individual level: low power distance fosters higher emotional commitment to transformational leadership.

Material from the session on January 9th, 2019, 19:30 – 21:00 in Tokyo (at J-Global, Yaesu)

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Inspirational Leadership: Allowing the Soul to be Free

1.Inspirational leadership is a less studied, but holistic concept that centers within the presence of a whole mind that is aware of the being and doing of the self and others.

2.As an inspirational leader who gives ideas to others, investing time and effort into self-development is vital. One can only give what’s inside of him/her.

3.The human side of leadership is fundamental for an inspirational interaction between leaders and followers.

4.The most appreciated leadership aspect is the ability to inspire. The capacity to inspire does result in high employee commitment.

5.Inspirational leaders positively influence employee characteristics, such as independent thinking and pro-activeness. These qualities not only foster innovativeness and drive business performance, but also have a positive effect on followers’ happiness at work.

6.The quest for the ‘Why,’ critical thinking, purpose, passion, and caring emotional intelligence all come from within oneself. Self-awareness and autonomy is the foundation for accessing the source of inspiration. Allow your soul to be free.

7.Authenticity is the core of inspirational leadership. Authentic behavior arises when the ‘who you are’ and the ‘what you do’ are aligned. A genuine and ethical leader differentiates between the true needs of his/her inner being as compared to the many and often conflicting demands and conditions of society.

Slides from our 80% is Psychology event, December 12th, 2018 in Tokyo.

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Personality and Leadership Styles

 

Slides from our event, December 5th, 2018:

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The leader-follower relationship: Theories and related strategies

1.It is crucial to what role models children are exposed. Babies intuitively follow the eye gaze of their mothers. Little geese adopt the first seen subject after hatching as their caregiver (so-called IMPRINTING). And imprisoned children regard the prison guards as their parents to follow.

2.Followers emulate primarily other followers, not necessarily the leader. A movement is made by courageous followers who show others how to follow too. Therefore it is essential to nurture followers.

3.To form a positive social identity (as everybody seeks to), people use self-categorization. According to SOCIAL IDENTITY THEORY, this risks leading to biased social comparison in which people tend to over-favorize one’s own group’s individuals’ positive characteristics while they stereotype and discriminate out-group members having mainly negative traits.

4.PROTOTYPICAL PERCEPTIONS cause people to think that the followers of the group they identify with can be persuaded by information, while out-group followers are mis-perceived as needing to be coerced by force.

5.Individuals who follow a leader against their own moral beliefs or good judgment may do so because they socially identify with the leader and consciously choose to follow his/her MORAL COMPASS.

6.Leaders in a mutually beneficial leader-follower relationship provide public goods to their followership. In return, followers voluntarily pay their costs to the leader in the form of prestige. When leaders gain more relative power, and their high status becomes less dependent on their willingness to pay the costs of benefitting followers, the SERVICE-FOR-PRESTIGE THEORY predicts that leader-follower relations will become more based on leaders’ ability to dominate and exploit.

7.In the phenomena of RECIPROCITY, we should differentiate whether it is about our genuine desire to return favors unconditionally based on feelings of thankfulness, or whether we get trapped into “marketing tricks” that let us act upon feelings of obligation and guilt.

8.A secure ATTACHMENT STYLE helps people trusting in lasting relationships, self-confidentially seeking out and providing social support that empowers themselves and colleagues alike. Insecurely attached people may cause stronger exclusion and exploitation of others.

9.Effective followers as fostered by TRANSFORMATIONAL LEADERSHIP are those who are not only actively involved, but those who are also critically thinking to influence decision-making and change. Conformist followers who are not challenging the status quo contribute less to innovation and business performance improvement.

10.DIVERSITY AND INCLUSIVENESS are vital also from a business perspective because better-connected networks enable more knowledge sharing that is favorable for innovation and improves business performance, which ultimately results in increased profitability.

11.REVERSE MENTORING allows any employees to assume, (informal) leadership roles. Reverse mentoring not only promotes bi-directional knowledge exchange, but it can help isolated older leaders to enter into more egalitarian relationships as well.

12.Utilizing CONSTRUCTIVE HUMOR may be an effective leadership strategy to win trust and commitment from followers as it bridges authority gaps and encourages the both-sided expression of positive emotions even when addressing difficult matters.

 

Slides:

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Leaders are not born, they are made

1.Whether in a formal position, at work or in private, our influence on others is more significant than we think. It may be your today’s courageous example that inspires somebody else even years later to do the right thing as well.

2.To be a leader means to be a continuous learner, and learners are readers.

3.While leadership theories as a relatively young science are becoming ‘smarter,’ there is also ancient and timeless leadership wisdom based on ‘kindness.’

4.Against persistent myths: Leaders are not born, they are made.

5.Do not let you blend by the ‘halo effect’ to conclude that people being good or powerful in one area might be consequently amazing in other areas too.

6.Adapt your leadership style according to the situation and development phase of the people needing direction, coaching, support, or delegation.

7.While transactional leaders make today better by rewarding good performance, transformational leaders are focused on making tomorrow better too.

8.For personal charisma, develop your emotional and social intelligence. As a visionary leader, learn how to visualize an attractive and ideal future that inspires others to follow their heart.

9.A majority of employees is disengaged. Increased participation is required to move beyond consumer behavior. Only with emotional and economic co-ownership will people assume more responsibility/accountability.

10.The administration of existing businesses often leaves little room for leadership that involves the creation of new meaning and change. Differentiate a position-based management career requiring short-term profitability goals versus a self-guided leadership desire to make a difference beyond market considerations in the long-term. You always can be a leader!

11.Always re-evaluate your beliefs in symbols and rules, don’t assume, don’t judge, and listen to people for who they truly are. That’s how you can empower yourself and others to become more free, understanding, and creative.

Slides:

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To be free requires freedom to learn

Thankful for another night being free to learn.

mathias-sager-freedom to learn

 

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The curious paradox is that when I accept myself just as I am, then I can change. – Carl Rogers

10 takeaways from the 80% is Psychology session ‘Learning and motivation’. Tokyo, November 7, 2018.  

Presentation and discussions:

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Beyond the brain (Takeaways from 80% is Psychology)

Takeaways from our event on October 24th, 2018. Thanks for the discussions. Please see also https://www.facebook.com/colorfulgrowth/

Course 1 Session 4 Brain and Memory in Learning_v04_TAKEAWAYS

1.Know that the brain has different chemical processes for addictive pleasure experiences (neurotransmitter is dopamine) versus more long-term, empathic, and self-sufficient happiness-related behavior (neurotransmitter is serotonin).

2.Reduce distractions, especially to avoid over-dependence (addiction) to technology and social networks that interrupt your attention and learning.

3.Increase for how long you are able to stay offline and/or exclusively focused for better learning results.

4.Train your brain through exercising, diet, sleep, and alternative learning strategies.

5.Recognize how your consciousness requires the joint operation of brain, body, and the world. Brain activities may be necessary, but not sufficient preconditions for human behavior.

6.Experiment with stretching your sense of time and thinking of cyclical time. The soul/spirit wants to expand. As the earth is not a plate where you can fall off the edges, time may not be a simple line with birth and life ‘abysses.’

7.Do not fear the future. The brain takes even distantly thought threats for real and causes already now suffering, anxiety, and depression.

8.Do not fear loss. If we are only our physical brain, we don’t need to fear any regrets or pain after death. If there is something more permanent than our brain, death isn’t an existential threat to fear either.

9.Use intuition, imagination, and intention to ‘real-life check’ what really counts in everything you learn: Is it meaningful, unlimited, and purposeful? If not, it’s not worth it.

10.Read to activate your brain, increase the working memory’s capacity, and expand attention span.

 

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Social Learning & Developing a Growth Mindset (7 Takeaways from 80% is Psychology)

Takeaways from our event on October 24th, 2018. Thanks for the discussions. Please see also https://www.facebook.com/colorfulgrowth/

mathias sager psychology social learning growth mindset

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Philosophy of Learning TAKEAWAYS 2018/10/17 (80% is Psychology Series)

Takeaways from our event on October 17th, 2018. Thanks for the discussions. For photos, etc., please see https://www.facebook.com/colorfulgrowth/

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Philosophy of Learning (80% is Psychology Series)

Takeaways from our event on October 10th, 2018. Thanks for the discussions.

10 Takeaways Session 01 1.png

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Nothing Has Changed (Or the Courage to Cease to Insist)

Nothing has changed

Some time ago we did insist on getting privileges
based on the race inherited from our parents

Nothing has changed

Nowadays still we insist on getting privileges
based on the wealth inherited from our parents

Nothing has changed

If in the future we will insist on getting privileges
due to the thinking inherited from our parents

Nothing has changed

Only if today we ceased to insist on getting privileges
through the courage independent of our parents

Something has changed

 


The world produces enough food to feed the planet’s 7 billion-plus people, so why are so many going hungry?* It’s mainly because most hungry people don’t have the resources to grow or buy food.

*1 in 3 people suffer from some form of malnutrition, which means they lack sufficient vitamins and minerals in their diet, which can lead to health issues such as stunted growth in children. Each year, poor nutrition kills 3.1 million children under the age of 5. (http://www.latimes.com/world/la-fg-global-world-hunger-day-20170528-story.html)

The Tripod Mindset (TM)

mathias-sager-tripod-mindset

Summary

There are individual, organizational, and societal human and technological approaches available today. However, there is little integration of these dimensions into a coherent mindset, educational concept, or cooperative platforms. Therefore, I’ve dedicated the last couple of years to the study of leadership, learning & development, psychology consequently from cross-culturally, multi-disciplinary, and inter-generationally cooperative perspectives. And I’ve performed intensive testing of a, as I think, new discovery of a pattern of the human mind, which I’m calling the ‘Tripod Mindset (TM).’ I have found that three logic matrix-derived socio-temporal conditions put together to a “tripod” mindset would eliminate random, imbalanced, and unconnected ways of traditional and contemporary human thinking in favor of more healthy attitudes and drive for positive human evolution.

Tripod Mindset (TM) Highlights

My background in education sciences, leadership, art, technology, and psychology have equipped me with different perspectives on individual, organizational, and socio-cultural functioning. My navigation between the philosophy of time represented by the past, present, and the future, and the intra-, inter-, and extra-personal dimensions of information and communication (technology) have led me to discover a, as far as I’m aware of, novel and lawful socio-temporal matrix in which our temporal thinking about ourselves, our relationships, and humanity consolidates.

The mapping of thousands of (scientific) resources to the matrix of aforementioned socio-temporal dimensions revealed the striking finding of three coordinates that jointly form a set of mental states that governs human psyche and thriving, which I’m going to call the “Tripod Mindset (TM).” The further study of TM as an interdisciplinary concept shall explicitly consider aspects such as the Internet as a tool for democracy and global citizenship. The time seems to be ripe for leading the way to more distributed and participative approaches including a broader range of stakeholders globally. For example, the TM can be translated into design principles, which would be informing the development of next-generation and more cooperative online platforms that integrate the intra-past, inter-present, and extra-future thought patterns necessary for progressing agile approaches and human flourishing in the virtual and physical world.

Also, the TM could be used to get a balanced view on how sustainable (from an individual and collective point of view) any kind of services and products are. Are they based on a mindset that is backward oriented, protective of the status quo, or facilitating innovation?  What does each of these temporal aspects mean for the individual, the team, and the broader communities’ respectively the human context? The consistent integration of such a coherent “tripod”-stabilized mindset view will guarantee not losing sight of all that is important for true next-generation solutions.

Impact

There are many apt formulations, and rich collections of human qualities proposed to be packaged into so-called mindsets that are deemed to be favorable for individual well-being, organizational performance, or societal functioning. However, looking at worldwide suffering, competitive challenges, and societal issues, there is, apparently, still a lot missing regarding a more holistic, systematically consistent, and continuous awareness that leads to positive human behavior. Technology progress, for example, may enable positive change, but it will not be without a change in human mindset that an improved development and use of technology will occur. The Tripod Mindset (TM) has the potential to inform a new type of guiding principles in sociology/psychology, education, communication, and technology with a disruptive impact on how humanity’s collective mindset, and participative and cooperative policies and economies further develop.

‘Developing Leadership Skills’ online course: Drop me a message for free access.

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Hello All,

As you know from past years, I have been researching, advising, and working with many successful global leaders. I have also read several hundred research papers and books on leadership from a managerial and psychological perspective.

I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional 3 days to my social media connected friends. Those who are interested, please drop me a message and I am happy to share 150 USD course for free. Hope you like this little gift!

My course ‘Developing Leadership Skills: Personality, Motivation, and Creativity’

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My course ‘Developing Leadership Skills: Personality, Motivation, and Creativity’

Hello Everyone!

As you know from my blogging activities, I’m doing a lot of research, writing and projects related to leadership and personal development.

For the last few weeks, I’ve been working on my first online course and today it’s officially live on Udemy, the platform for high-quality on-demand online courses!

You can find a description of my course ‘Developing Leadership Skills: Leadership Personality, Motivation, and Creativity’ below as well as in this introductory/promotional video: https://youtu.be/TQQWZCn3R_A 

I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional 3 days to my social media connected friends. Those who are interested, please drop me a message and I am happy to share 150 USD course for free. Hope you like this little gift!

If you know of anyone else that’d be interested to learn developing leadership skills, I’d appreciate if you’d share this information with them too.

Thanks so much, and all the best!

Mathias


Course description

The course ‘Developing Leadership Skills’ is a compelling summary of latest research and good practices that may well become your passport to explore new ways of effective leadership styles, increased levels of motivation, and untapped creativity.

Whether you are an HR practitioner, an aspiring or current leader, an executive coach, or a student, this logically structured course will help you in becoming personally and professionally more effective and efficient. You are offered practical tools for insight and understanding of your possible

  • roles in team situations,
  • conflict management style,
  • successful negotiation strategies,
  • stress management,
  • motivation,
  • better decision-making, as well as
  • unlocking of your innovation capacity.

The goal of this course is to make sure you will find answers to the questions that are relevant for personal growth and a thriving career. Compact, straightforward, and with numerous references to further information, the interdisciplinary, innovative, and cross-cultural knowledge and perspectives presented in the twelve short lectures will benefit your well-being and success as a dynamic leader and the common good alike.

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Hope, Living with Uncertainties, and Tolerance for Ambiguity

Summary. In the light of uncertain future threatening outcomes, present ambiguous information often is interpreted more negatively than it would be the case in a safe context. Black-and-white thinking is hindering positive deciphering of ambiguous information. People educated in open-mindedness and who have learned to tolerate ambiguity can better persevere in their tolerance even in situations of danger. Individuals’ dependencies on hierarchical power can cause closed mental systems that are increasingly unable to tolerate differences, ambiguities, and uncertainties. The promotion of hope might be a useful approach to reduce uncertainty intolerance that leaves more room for thoughtful and empathic decisions. It will be crucial how we instill hope and support our children to live constructively with uncertainties while retaining a high tolerance for ambiguity and open-mindedness as required to find the solutions sought for the benefit of all. What are your learnings from uncertain/ambiguous situations and how did you learn to develop a tolerance for it?

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The difference between ‘uncertainty’ and ‘ambiguity’

Intolerance of Uncertainty and Intolerance of Ambiguity often have been confused. Although IU and IA are overlapping concepts, they can be differentiated as follows: Intolerance of uncertainty refers future negative events that cause worries, and intolerance for ambiguity refers to adverse stimuli in the present [3]. Also, intolerance of uncertainty is built on the fact that information on outcomes of a situation is missing while intolerance for ambiguity is characterized by ambivalent or conflicting information available on the situation [5].

The effect of intolerance for uncertainty on tolerance for ambiguity

As per the discussion around the article https://mathias-sager.com/2018/06/12/tolerance-for-ambiguity-as-a-gateway-to-leadership-opportunity/ it became clear to me that tolerance for ambiguity respectively Intolerance for Ambiguity might be dependent a lot on context too. Thanks to all the involved for triggering that further research. While having assumed general business situations in times of relative peace in democratic countries in the last article, individual’s behavior in highly stressful (e.g., military) conditions in threatening environments needs to be looked at specifically, including both the concepts of uncertainty and ambiguity. I hope this article can contribute to that discussion.

Tolerance for ambiguity of an individual can be reduced in the context of threat through uncertainty, and especially when there is increased intolerance of uncertainty. In other words, in the light of uncertain future threatening outcomes, present ambiguous information is interpreted more negatively than it would be the case in a safe context [4]. Besides, not only the threat itself but the possibly stronger propagation of stereotyping (e.g., of enemies) might promote black-and-white thinking that is hindering an open mindset as required to positively decipher ambiguous information. People educated in open-mindedness and who have learned to tolerate ambiguity can better persevere in their tolerance even in situations of danger [7].

We generally have a choice between concern and cruelty. But as the example above showed, sometimes not-so-obvious factors influence our predispositions for one of the options because intolerance for an ambiguous situation, induced by threats of uncertainty, may trigger reactions of self-defense based on uncontrolled prejudices. Interviewing perpetrators in the Rwanda genocide revealed that individuals’ dependencies on hierarchical power caused closed mental systems unable to tolerate differences, ambiguities, and uncertainties [10].

Hope and resilience to endure uncertainty

In our times of continued pervasiveness of populations living in environments of war and disasters, resilience is a further important concept. Hope as related to resilience is enabling individuals to imagine a better future and to endure the present despite the uncertainty for such an achievement [9]. That way, the promotion of hope might be a useful approach to reduce uncertainty intolerance and consequently to increase the tolerance for ambiguity for a more open mindedness that leaves room for thoughtful and empathic decisions.

Growth versus safety orientation

Maslow (1968) made the point that we are oriented toward either growth or safety in our everyday lives and that a growth orientation is more favorable for psychological health and well-being [1]. When self-protection (needs) get reduced, self-awareness can arise and facilitate the appreciation of multiple possibilities in situations, which might be the stage of personal development where tolerance for ambiguity as the capacity to accept paradoxes starts to become feasible [2]. Systems of mass conformity, authoritarianism, and nationalism/racism are offered as a means for safety, unfortunately at the cost of growth possibilities through autonomy, creativity, and the use of reason though. After World War II this became evident and powerful movements toward an open mind of tolerance of ambiguity emerged that could cater to both safety and growth needs [8]. It is a function of societies to prepare the next generation for life, and it will be crucial how we instill hope and support our children to live constructively with uncertainties while retaining a high tolerance for ambiguity and open-mindedness as required to find the solutions sought for the benefit of all [6].

What are your learnings from uncertain/ambiguous situations and how did you learn to develop a tolerance for it?

 

References

[1] Maslow, A. H. (1968). Toward a Psychology of Being. New York: Van Nostrand Reinhold.

[2] Hartman, D., & Zimberoff, D. (2008). Higher Stages of Human Development. Journal Of Heart-Centered Therapies, 11(2), 3-95.

[3] Grenier, S., Barrette, A. M., & Ladouceur, R. (2005). Intolerance of Uncertainty and Intolerance of Ambiguity: Similarities and differences. PERSONALITY AND INDIVIDUAL DIFFERENCES, (3). 593.

[4] Neta, M., Cantelon, J., Haga, Z., Mahoney, C. R., Taylor, H. A., & Davis, F. C. (2017). The impact of uncertain threat on affective bias: Individual differences in response to ambiguity. Emotion, 17(8), 1137-1143. doi:10.1037/emo0000349

[5] Kirschner, H., Hilbert, K., Hoyer, J., Lueken, U., & Beesdo-Baum, K. (2016). Psychophsyiological reactivity during uncertainty and ambiguity processing in high and low worriers. Journal Of Behavior Therapy And Experimental Psychiatry, 5097-105. doi:10.1016/j.jbtep.2015.06.001

[6] Einwanger, J. (2014). Wie riskant ist Sicherheit? (German). Pädiatrie & Pädologie, 49(4), 33. doi:10.1007/s00608-014-0152-4

[7] Bright, L. K., & Mahdi, G. S. (2012). U.S./Arab Reflections on Our Tolerance for Ambiguity. Adult Learning, 23(2), 86-89.

[8] Rohde, J. (2015). Review of The open mind: Cold War politics and the sciences of human nature. Journal Of The History Of The Behavioral Sciences, 51(3), 343-345. doi:10.1002/jhbs.21739

[9] Wilson, M. J., & Arvanitakis, J. (2013). The Resilience Complex. M/C Journal, 16(5), 17.

[10] Böhm, T. (2006). Psychoanalytic aspects on perpetrators in genocide: Experiences from Rwanda. Scandinavian Psychoanalytic Review, 29(1), 22-32. doi:10.1080/01062301.2006.10592776