The Man Who Mistook His Wife For A Hat - by Oliver Sacks

The book is an exploration of the complex human mind, an exploration of individuals under a palette of brain malfunctions. Oliver Sacks reveals some of the spectacular cases he encountered as a neurologist and explains each case’s particularities - the physiological implications, the associated syndromes, the social blockages. He approaches each case, not just from a medical perspective, but with a peculiar sensitivity, with the philosopher's eye. He criticizes the classical approach of neurology and medicine that tends to reduce a human being to a pure mechanized system, rather than see it as a personalized soul with unique character. He gets deeper, exploring the un-investigated and discovering a hidden world of the simple.

The man who mistook his wife for a hat is a musician professor who becomes unable to recognize faces and define objects in accordance with their shape, unless they possess a very distinctive single feature. Images does not integrate in whole, inter-relational, bigger landscapes, but remain isolated objects that often interchange their conventional, logical positions. The whole outside world is sustained by the inner music that fuels the capacity of accomplishing daily tasks. When the inner music stops, so does his coherence with mundane activities. 

The disembodied woman is a young woman whose sudden collapse of feeling her own body, makes impossible the coordination of her body parts and whirls them in a chaotic, out of control play. Her attempts of grabbing or holding things fail, as hands lack motion acuity and seem to have their own will. Her feet feel unsteady on the ground. She ceases to feel her body like her own, she feels disembodied. Struggling to compensate for the loss of her proprioception system, she is able to coordinate her members again only by visual concentration. 

The eyes right woman has lost her “left” consciousness, after the right cerebral hemisphere was severely affected by a stroke. The left visual field is dark, she can not look left, she can not turn left, she regularly forgets to make-up her left-sided face, she can not rotate her plate towards left. All her instinctive impulses, her attention, her natural movements are exclusively to the right. If she wants to finish up her meals, she has to rotate herself towards right until the left side of the plate come into sight. 

An ordinary day in the home ward. A group of aphasia-diagnosed are watching the President’s speech on TV. The speech is accompanied by frequent bursts of laugh. The nature of compensation is showing off. Their idiocy in understanding words has boosted their receptiveness of decrypting the rich spectrum of non-verbal messages: voice tone, intonation, fluctuations and emphasis, all visual cues. The inauthenticity of the speech stimulates their amusement. It’s a show of false gestures and intonations, of ridiculously emphasized tones and grimaces. 
Watching this amused group, one would doubt their capacity of comprehending the speech. One would think the non-verbal language loses its authenticity if not associated with the meaning of words.

But then the speech is also watched by an agnosiac lady, who contrary to the aphasiacs, can not distinguish characteristics of voice (intonation, emotions) behind a spoken message. For her, words and relations between words stand out, unaffected by other   factors. Her analysis of the speech makes one doubt his/her own abilities of getting the right message. To her, the speech in itself was inconsistent and contradictory: “the speaker was either brain-damaged, either had something to conceal...”

Tourette’s syndrome becomes so embedded in one’s life that it becomes part of one’s personality. The uncontrollable seizures, the sometimes violent gestures and words make the Tourette’s patients easily recognizable. A cure for calming their inappropriate reactions would make some fear they would also loose essential personality traits. The improvised and spontaneous gestures can sometimes boost their performance in life. Should a cure threaten one’s consistency with his personality? 

The dog beneath the skin is the story of a young man who experiences extreme enhancement of olfactive senses. This peculiar transition to a primordially olfactive surrounding reality turns his values around. His power of concentration as well as his interests are changing, as he becomes enslaved by the force of smell. The reception of visual information falls on second place, as he now relies on a stronger perceptional input. Places, street corners, objects, humans receive a distinct character through their exclusive smell. The story reveals how the well proportioned human senses play a big role in the normality of life.

For some, the reality is not recognizable in the immediate surrounding experience. The actions which fuel the standard “normal” lives have no meaning and no attraction for them. They are commonly looked at and labeled as retarded, unadapted, antisocial creatures. But for some of them, the reality makes sense differently, taking various shapes: of numbers, of drawings, of music. For the calendar-readers twins, who seem to have mathematical algorithms natively imprinted in their brains, numbers are regarded as friends. Numbers are full of life, have distinct characters, are personified. For the musical encyclopedic retarded, music is the only thing that gives him coherent self-expression. For the autist artist, drawing is an act of communion with the outside world. 

Oliver Sacks takes each case and integrates it into normality. A normality that has no standardized forms, no prejudices, no concrete rules. A normality that expands to boundaries we might have never thought of.

The book is a good read for those who want to step inside the entangled and complex world of the brain, for those who want to step closer to the realization of what makes us humans. It is a book that opens new realities before us and makes us aware of how perfect functionally our brains can be.

  

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Geniuses?

Warning! This text contains historical datas. To be avoided by readers who can develop history -provoked boredom or other adverse reactions:)

   The thought arose from a random street conversation about one of the most influential and popular architects of western world and about his image that sells so well as a touristic attraction today. People are obviously attracted by famous names that managed to get through time, getting more and more credit as time passes by. People are attracted by geniuses. Exceptional people with undebatable inborn talent that realized daring projects that impacted his generation and the generations to come. They are looked at with inestimable admiration as isolated cases that occur once in a while. They take the “shape” of natural miracles, of scientific, political, artistic or historical superheroes. But..

   ...what really make geniuses geniuses? Is it all about the sparkling ingenuity of one in a million that made them outstanding figures among others? Do they possess qualities that surpass that of all other people of their times or of times before them? Would these geniuses have had exceeded in any given field or taking them from one historical context and throwing them in randomly another context? Has their influence been the result of their own power of will and talent or also the outcome of unknown faces that stood behind them?

   I could have taken the example of Gaudi, as he is one of the most proeminent figures of western art and architecture and the number one attraction for the touristic expeditions in Spain’s artistic capital. It is the name that brings inestimable amounts of money in the Spanish government pockets with the minimum effort of ordinary touristic marketing campaigns. An ambitious artist who made a step forward for the progress of modern architecture and who was controversial for his nonconventional projects. 

    I could have taken the example of a number of other names and reflected on their path to geniality in any given field, which of course would have made it more difficult to debate. But, in part inspired by my recent readings and my interest in history, I decided to stick to the image of one of the history’s most spoiled figures that impressed through strategic and conquering skills. Probably the most symbolic figure of the French history and an international icon, the founder of an extensive empire. Napoleon Bonaparte. I choose this character, as his story is a good example of how other factors among natural personal traits are combating the myth of geniuses. This does not mean I am underestimating the distinct attributes of character that must accompany the success of one man, but I believe the contextual factors are at least as significant  as those. 

   So how did Napoleon become a world conquerer? To understand this we should take a brief look at the overall French life pulse of that time. A France rippled by failed political efforts of transformation and by years of revolutionary attempts. A country experiencing new forms of governing, from an absolute monarchy towards a constitutional model, after years of a general financial crisis that was suffocating the country. The failure of the king and his advisors to bring a remedy to the prolonged crisis, provoked mainly by the resistance of the aristocracy to adopt taxation changes that affected them, resulted ultimately in the coordination of revolutionary actions. 

   France was for years in a desperate situation, broken financially. The king of that time was burdened with the seemingly unsolvable situation that determined him adopt a last saving measure: the Estates-General - an old and long no used national assembly. It consisted of representatives of all layers of society: clergy (at the top), nobility (second) and commoners (bourgeoisie along with workers and peasantry - at last). There were complaints and ambitious aspirations of all levels of society and the assembly proved to be more a confrontation of agendas than a solution to the crisis. The confrontation between the ideals of commoners and the interests of the privileged came to no compromise. As a consequence, the commoners estate known as the Third Estate grouped and named themselves as the National Assembly, suggesting the real representation of the French nation. The reaction was the obstruction of their further participation at the general meetings, fact that stired up even more their revolutionary spirit and motivated the creation of a constitution by their own and a storm of revolts both urban and rural. A new idea of equality, liberty and right of participation into politics has aroused. A citizen militia has been created, the National Guard. Aggressive revolts intimidated the King, who ceased and aproved the idea of a new constitutional monarchy. A new constitution is born, marking the triumph of principles of the Revolution.

   The First Revolution had achieved progress especially in creating a new idea of liberty, equality and fraternity as political principles. It also managed to abolish titles of nobility and privileges of aristocracy, to extend civil rights to discriminated population segments as protestants and jews had been, to renew constitutional prerogatives and to abolish slavery in French colonies. 

   Nevertheless, the new power failed to redress the economic situation, with tactics of confiscating Church’s properties and issuing treasury bonds till it led to the depreciation of French currency and a great inflation. New counterrevolutionary groups were formed and common people increased their expression of despair through acts of rebellion. This discontentment among urban workers gave rise to the Second Revolution, the revolution of the “sans culottes” and the promotion of democratic liberties. In parallel, a series of violent and drastic measures were taken in the name of people’s will under the later named Reign of Terror, whose head was Maximilian Robespierre - head of the Great Comity of Public Safety. He appeared as a saviour with a pragmatic plan of economic regulation and massive military mobilization which had success at a certain extent, keeping France safe from external occupation and internal collapse. But his extreme measures, which included the guillotinated executions of all those who were opponents of his ideas, that accompanied his pretense to democracy led to a general repulsion against democracy and the “sans culotte” movement. Finally, the Reign of Terror collapsed with the arresting and guillotination of his leader.

   After the episodes of revolution ended, a more equilibrated form of government was established (under the name of Directory). The revolutionary idealism was replaced by caution and calm. There were no outstanding figures and pretended heroes, and people were eager to encourage stability and peace. France was becoming popular for war participation, but people were weary of dedicating to the war cause after already so many years of crisis. France needed a new inspirational figure who would answer to their needs of stability, justice and peace. It was just a matter of time for a new leader to arise and get control. And this man proved to be Napoleon.

   Who was Napoleon and what was he doing during the occurance of all these events? Four years before seizing power, he was still an unknown, modest young military officer, oftenly mocked for his short stature, foreign accent and uncertain background. But with ambitiousness, he followed the Military Academy of Paris and was given the role of the second lieutenant of artillery. 

   The context of Revolution set the perfect stage for military ambitious candidates to power. As an outcome of the Revolutions, new posts were made available with the abdication of aristocratic generals. Napoleon got involved in the crushing of a civil riot against the newly created government the Directory, in Paris. Then he gained publicity and acclamation during the Egyptian campaign that was designed to empower France by blocking British trade routes and Russia’s interests in the region. This campaign in Egypt and Syria were so highly publicized, giving Napoleon the proportion of a hero at home, even though in reality it was a different story. Then he continued with campaigns in Italy where he extended French rule, victories that prepared his political career.

    His success in foreign war offered credibility among popular opinion. He became the embodiment of revolutionary ideas and energy. This image assured the success of his conspiracy actions of eliminating the Directory and naming himself First Consul. He  understood the primal needs of the nation and took some key actions. Firstly, he promised what the nation most longed for: economic stability and prosperity. He understood the nations sensibility over religious matters and undertook a major pace in satisfying popular opinion and setting the frame for maintaining peace. He reconciliated the relations with christianity, threatened during the Revolution. He restored the Roman Catholic order and recognized catholicism as national religion.

   These key decisions, amplified by all the marketing behind his military campaigns gave Napoleon astronomical proportion in the eyes of the nation. He was clever enough to sense the vulnerability of the nation and to take advantage of it. At his initiative, he proposed to the electorate to further empower him by voting him First consul for life. The answer to this provocation confirmed his great popularity. A great majority voted him, throwing themselves once again into a monarchic type of ruling.

   So, what exactly transformed the existence of an anonymous person into a national savior-icon and military genius? 

• The general anarchy and the repeated failure of the monarchs before him to stabilize the economy. Each attempt of the previous leaders was a failure. The nation longed for, needed a saviour-like figure who would bring redemption from the apparent no ending crisis. First, there were still hopes in the solutions of the revolution, but they vanished too. There had to be a solution, and people were willing to grab and support any promising embodiment of it.

• The military context that gave him free access to unleash his potential: foreign war and the recent abdication of aristocratic military figures. There were not many military opponents, and many already retreated. He did not need to have extraordinary military skills, but he had to seize the opportunity and make himself useful in the foreign campaigns and wars led by France. It is exactly what he had done, getting more projects and credit for them along the way.

• No other powerful competitors or charismatic potential leaders at the time. The need of a nation to look up at a guiding leader. People were terrified by authoritarian recent figures such as Maximilian Robespierre and disappointed by the previous monarchs and aristocracy. When Napoleon arose, the political arena was silent and plain. The governance of the new Directory was calm but offered no evident improvements. Napoleon was not representing the image of aristocracy, but had a distinct image of a military man - seemed to seize power naturally through his military skills and merits, rather than intentionally longing for political status and power.

• The situation on international arena. The foreign wars gave France the chance to unleash their military forces. France proved step by step her supremacy and conferred the French people the illusion of power. Napoleon let himself loose in the supremacy game and led wars of conquer, gaining new territories and more prestige.

• A number of no name, countless persons who stood behind him. His councilors, the well equipped armies and army leaders.

   Napoleon must have been a very ambitious man, whose ambition grew on proportional with his success. But he might have remained just a military unknown man such as others of his time if in a different historical context, in an economically and politically stable France, having to compete with other competent and ambitious leaders, having not faced the need of a nation for a saviour figure. He might haven’t had the resources of fighting in the foreign wars with success if other people before him wouldn’t have built up strong and well equipped armies and other people behind him wouldn’t have sustained his efforts. 

   Geniality is there where talent meets circumstances. For a plastic artist this could mean the matching of his non-conformist (for his time) views with the expectations of an evolving and modernizing society, thirsty for new. For an scientific engineer, an era of transformation and technical progress which also means the allocation of resources for the sake of industrial development. For a medical researcher, the occurrence of catastrophic epidemics and the general efforts of preventing similar events. For historical heros, the temporary national and international political and economic situation. 

Geniality means people behind. It involves people believing in one man’s ideas and standing for them. It means persons with financial power investing in others projects. It means people working hard to apply the daring ideas of someone else.

   Ingeniosity without support rarely becomes genius.

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Antidot pentru rutina

Am hotarat inca o data sa ma scutur de monotonia in care ma simteam prizoniera si sa imi pun din nou in functiune muschii aventurii, care nu doar ca zaceau amortiti, la un pas de atrofiere, dar incepeau parca sa si doara. Limitati la lumea dintre scaunele gri de lucru, centrii nervosi se tolaneau plictisiti, neavand de ce sa tresara mirati sau luati prin surprindere, intr-un cadru deja mult prea familiar. Mutra acrita a colegei care isi extrage seva valorii de sine din bifatul pe checklist-ul de lucru, dosarele roase la margini de supraexploatare, pana si cafeaua de dimineata si palanetul de visine care foloseau initial ca un artificiu de suportat mai usor inceputul unei noi zile ritualice - devin nuante ce se modifica aproape imperceptibil pe acelasi registru repetitiv.

Cu totii avem, constient sau inconstient, metodele noastre de a ne lupta cu plictiseala si rutina. Nu dispretuiesc rutina, o respect, fiindca stiu ca ea ne defineste. Insa rutina are si prostul obicei de a limita, de a ne prezenta acelasi orizont plat zi de zi, de a ne inhiba creativitatea. Desigur, strecuram din cand in cand cate un element care sa dea un aer de noutate, poate o carafa de limonada printre agendele plictisite rasfirate pe biroul de lucru, o noapte motaita sub cerul liber, o dupa amiaza in hamac. Insa uneori avem nevoie sa o luam de guler si sa o scuturam cu putere, sa ne descatusam total de rutina, pentru a ne descoperi pe noi insine, altfel.

Cu rucsaul in spate, alimentat cu echipamentul de ski si cateva itemuri razlete de vara, cu claparii atarnand in balanta de extremitatile rucsacului, am pornit din nou, cu gandul sa ma las surprinsa de cea de-a doua experienta francofona. Am asteptat cu sufletul la gura raspunsul afirmativ al viitoarei mele gazde, despre care avea sa se confirme ulerior, stiam prea putine lucruri. Insa perspectiva unei luni in care urma sa framant sub skiuri zapada scartainda a Pirineilor, intalnirea cu protagonistii unor povesti total straine care pentru un moment in univers se contopesc intr-o poveste comuna, si certitudinea unui acoperis deasupra capului imi erau suficiente. Concepusem un plan destul de sigur incat sa cred ca voi petrece timp de o luna intre masivii Pirineilor, dar destul de deschis ca in doar 10 zile sa imi scald privirea in valurile Mediteranene. Destul de deschis incat sa impart un pat "single" de musama intre peretii agasati de un portocaliu violent si respirand miros de peste prajit a caminului de medicina, din inima Marseille-ului. Suficient de deschis incat sa ma cuibaresc sub privirea lui Bob Marley si sub rasuflarea ritmica a prezentei canine acompaniata de miscarile aerate de felina, care se aliasera sa imi vegheze somnul, la picioare, in spatele unei cortine improvizate. Suficient de deschis incat sa admir decorurile gotice alungatoare de demoni a palatului papal in compania vesela cu accente bosniene, intamplator descoperita pe bancile cu aroma de cartofi prajiti McDonald's, in scurtul interval dintre un autobuz si un avion. Destul de deschis incat sa astept pe margine de drum, cautand din priviri o masina fara marca sau culoare, si un cuplu fara varsta. Intr-atat de deschis incat sa plec spre coasta azurita cu spontaneitatea unui drum Cluj-Arad, deschisa sa pornesc inspre implinirea unui vis copilaresc; sa ma fixez fericita in sa, sa dau pinteni, sa merg in trap, sa galopez uitand sa respir. Recunoscatoare, gata sa primesc darul acelor rare momente in viata, cand visul si spontanul se intalnesc, si ti se ofera involuntar, cu marinimie.

Dintr-o data deciziile de zi cu zi si dilemele de genul: pantofii cu picatele sau cei in dungi verzi, zebra sau varianta scurta, pranz la Phi18 sau la Good Food, tolaneala la un film sau o tura prin oras, trec intr-un plan secundar. Ma surprind intrebandu-ma unde voi dormi peste 3 zile, ce masuri iau pentru a calatori in siguranta, cum reactionez in fata unui comportament rasist sau abuziv, cum imi restrang bagajul la maxim, cum ajung la urmatarea destinatie in timp util fara transport public la dispozitie; si intotdeaua: care este planul B?

Astfel, lumea mica inchisa intre peretii transpirati de lucru si cei protectori de acasa, intre sporovaieliile cu prietenii de miercuri seara si pedalatul de fiecare zi, se deschide abrupt deruland epatant scenarii, cadre si povesti noi. Centrii nervosi sunt ghidilati de noutate, se activeaza cu incordare, gata sa interpreteze si sa descopere.

Dupa atata rasfat, sunt gata sa se intoarca supusi la o noua runda de rutina si sa recurga la noi artificii alternative de ameliorare a ei.

Nu stiu cum se face ca imi place rutina, dar si mai mult imi place sa o iau de guler si sa o scutur bine, pana mi se face iar dor de ea.

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Despre Managementul Prost (Inteles)

Daca ai avut nesansa sa calci intr-una dintre firmele cu un management defectuos, cu siguranta te-ai confruntat cu o serie de probleme pe care poate nu ai stiut cum sa le interpretezi. Nu exista management perfect, pentru ca este uman. Dar daca mediul de lucru sufera din prea multe puncte de vedere, este timpul sa iti pui intrebari cu privire la cauze si sa pui in balanta motivul pentru care inca te aflii acolo.

Cum stii ca esti in locul nepotrivit? Cum recunosti un management defectuos? Cand e timpul sa “intorci spatele” unei firme care nu isi valorizeaza angajatii? 

Mai intai sa clarificam la ce ma refer cand vorbesc despre un management defectuos.

Sa pornim simplu de la definitia managementului si a imaginii a ceea ce ar trebui sa fie cu adevarat un manager. O definitie care poate sumariza acest concept: “actiunea de coordonare a eforturilor personalului de a atinge rezultatele si obiectivele propuse folosind resursele existente in mod eficient”.

Accentul cade in definitie, si ar trebui sa cada si in realitate pe factorul uman. Resursa umana este cea mai importanta, deoarece ea intr-adevar poate face diferenta. Comparand doua entitati care dispun de aproximativ aceeasi capacitate de capital, diferenta va fi simtita la nivelul fortei de munca. De aceea accentul managementului ar trebui sa cada pe motivarea angajatiilor si creerea unui mediu cat mai atractiv in care acestia sa “isi puna la bataie” potentialul lor la maxim. In timp ce capitalul nu este usor  modificabil, este supus deteriorarii in timp, resursa umana poate fi modelata, este flexibila si cel mai important, isi creste constant valoarea in timp, crescand astfel si valoarea organizatiei. Devine evident, pe langa ceea ce manualele de economie ne spun, ca componenta umana este elementul cel mai valoros care influenteaza productia si succesul unei afaceri.

Cum se numeste asadar un management care nu stie sa isi aprecieze si sa isi valorizeze cea mai importanta resursa pe care o are? La ce ma refer cand vorbesc despre un management prost inteles? Voi puncta cateva dintre greselile majore pe care un management ineficient le face, sau altfel spus, voi descrie cateva simptome clare a managementului care in timp isi auto-saboteaza activitatea.

1. Uciderea creativitatii si depersonalizarea

Ma intreb daca v-ati confruntat vreodata cu dorinta managementului de uniformizare a angajatilor, sau a sindromului “trasul la xerox”. Managementul pleaca de la "imaginea angajatului ideal” si ar dori multiplicarea acestuia in locul tuturor celorlalti angajati, deoarece considera ca este modelul cel mai eficient pentru organizatie. Ceea ce nu constientizeaza este ca fiecare angajat are un set de puncte tari care le intrec pe ale celorlalti, si ca aceste puncte tari identificate pot fi intarite si folosite in scopul comun al organizatiei. Ceea ce uita acest management este ca diversitatea este un puncte forte intr-o organizatie. In locul acestei straduinte de a uniformiza si de a repeta un model, ar fi mai util ca efortul sa fie condus inspre identificarea punctelor forte ale fiecarui angajat si fructificarea acestora. Aceasta incercare de uniformizare poate fi perceputa de catre cei asupra carora se rasfrange ca o tentativa de depersonalizare. Munca nu ar trebui sa depersonalizeze o fiinta umana, ci ar trebui sa ii puna in valoare atuurile, facand-o sa creasca si sa fie consistenta cu ea insasi. In momentul in care o persoana simte ca munca nu face asta, va intampina probleme in a fi motivata si de a se identifica cu scopurile organizatiei.

2. Inabusirea motivatiei prin lipsa de profesionism sau abuz psihologic

Cum se comporta un management care nu intelege beneficiile diversitatii? Ajunge sa faca presiuni asupra angajatiilor in loc sa utilizeze tehnici de motivare. In locul unei strategii de motivare prin metode constructive, recurge la aplicarea de presiuni care pot avea ca rezultat un stimulent imediat, de scurta durata (datorat dorintei angajatului de a se conforma si de a da rezultatele asteptate), insa pe termen lung ucid motivatia angajatului (rezultand in dorinta acestuia de a schimba cu prima ocazie locul de munca). Aceste tehnici de presiune iau diverse forme. Un astfel de factor de presiune demotivant este oferirea de feedback negativ lipsit de tact. Formularea unor propozitii acuzatoare, cu caracter depreciativ la persoana angajatului da dovada de lipsa de profesionalism. In loc sa se accentueze ceea ce poate fi imbunatatit si mijloace de perfectionare a metodelor de lucru, angajatul este atacat la nivel personal, punandu-se in evidenta defecte personale sau generalizari despre munca prestata. In loc ca eforturile sa fie canalizate inspre potentialele modalitati de eficientizare a unei situatii particulare, feedback-ul contine afirmatii negative legate de prestatia in general, ceea ce demotiveaza angajatul si ii induce o stare defensiva.

Aceste presiuni pot fi generate de incapacitatea managerului de a intelege efectele unei astfel de abordari sau in unele cazuri, in mod voit, dorindu-se intimidarea angajatului. Indiferent de ce sta in spatele acestei abordari, ea este nociva atat pentru persoana vizata de feedback, cat ulterior si pentru firma, deoarece acesta va afecta negativ performanta angajatului prin demotivare. 

Aceasta problema rezulta si din dorinta managementului de a avea rezultate rapide, neavand rabdare ca angajatul sa se dezvolte intr-un ritm normal. Aceasta dorinta de “imediat” intra in conflict cu investitia in resursa umana, care presupune eforturi sustinute in prezent pentru a obtine rezultate in viitor. Bineinteles, se poate ajunge la un sistem eficient de stimulare continua prezenta, cu focus pe viitor. Insa in momentul in care perspectiva pe viitor este inexistenta, se fac greseli si presiuni si rezultatul va fi dezastros pe termen lung.

3. Incurajarea unui mediu ostil si incitarea personalului 

Daca te afli intr-o firma in care managementul pare sa sufere de simptomele de mai sus amintite, insa inca nu esti convins ca ar trebuie sa faci o schimbare, iti propun sa analizezi urmatorul aspect: sunt eforturile managementului orientate spre crearea unui mediu de lucru placut prin intarirea relatiilor interpersonale?
De multe ori atmosfera este influentata de ceea ce transmite managementul angajatilor lor. Am fost surprinsa sa constat ca in unele situatii, nu doar ca eforturile in acest sens sunt inexistente, dar managementul incurajeaza un mediu ostil intre angajati, angajandu-se alaturi de acestia in discutii nepotrivite care vizeaza alti angajati, creand astfel un mediu deschis de marginalizare si chiar atac la persoana. 

Un alt aspect care duce la crearea de tensiuni intre angajati este inexistenta unui cadru obiectiv si clar de analiza a performantelor angajatilor si de promovare a acestora. Un sistem haotic de promovare care se ajusteaza in functie de nevoile imediate ale firmei (influentat adesea de fluxul mare de personal) este inevitabil un factor provocator de nemultumiri printre angajati. Acestia sunt tinuti intr-un loc sau sunt incarcati cu sarcini care intrec nivelul lor de expertiza (ca volum si/sau ca dificultate) in functie de situatia in care se afla firma la un moment dat.  Astfel, angajatii care raman pentru o perioada mai lunga in firma observa diferentele de tratament aplicat angajatilor in diverse etape ale firmei si discrepantele intre masurile aplicate. Acest lucru nu ar fi neaparat o mare problema daca ar exista un sistem functional de evaluare si promovare care evolueaza de-a lungul timpului, fiind imbunatatit. Insa, cand un astfel de sistem nu exista, firma trece constant prin schimbari bruste, pierderi de personal si prin perioade critice prin care se doreste o stabilizare de moment a crizei. Managementul devine un strateg permanent de aplanare a situatiilor de criza, concentrandu-se cum sa “isi salveza aparentele” si sa remedieze situatia. Atunci incep restructurarile fortate si pomparea sarcinilor unor angajati inca nepregatiti, atentia fiind total deviata de la motivarea angajatilor si investitia in ei. Bineinteles, asta aduce dupa sine rezultate defectuoase si greseli din partea angajatilor supraincarcati si stresati, iar eforturile se concentreaza in mascarea sau indreptarea acestora. 

4. Neaprecierea efortului angajatului si supradimensionarea greselilor

Un alt criteriu prin care se poate stabili maturitatea managementului este modul in care stie sa isi manifeste aprecierea fata de eforturile angajatului si sa se raporteze la greselile pe care le savarseste. Contruind pe modelul deja mentionat, dupa o perioada de stres si supraincarcare, angajatul ajunge intr-un anumit moment sa comita o greseala. Daca raspunsul va consta intr-o exacerbare a efectelor "devastatoare" a greselii, in locul unei solutii contructive de rezolvare prin colaborare si sprijin reciproc, angajatul se simte tradat. Dupa toate eforturile depuse si valoarea adusa care nu a fost explicit apreciata, un element izolat de esec este intampinat cu o critica puternica si demoralizatorare si chiar cu discreditare in fata altora. Consecintele sunt prezivibile.

Asa cum am mentionat deja, feedback-ul constructiv este un instrument eficient in cladirea de incredere reciproca si in stimularea angajatului. Feedback-ul pozitiv trebuie sa existe, la fel cum feedback-ul negativ trebuie sa fie abordat cu tact. 

Daca descoperi aceste simptome la locul de munca si le-ai simtit consecintele, nu te lasa amagit. Situatia nu se va schimba daca iti dublezi efortul si nici daca stai ore suplimentare in mod voluntar.

Daca simti ca potentialul creativ sta latent si este inhibat, daca simti ca te depersonalizezi prin campanii strategice de “uniformizare”, daca in locul rezolvarii problemelor in mod constructiv esti atacat, daca mediul incurajeaza dezbinarea intre colegi, daca sistemul de evaluare si promovare este unul haotic si spontan, daca eforturile sunt trecute cu vederea iar greselile supradimensionate, atunci este clar. Esti condus de persoane care nu stiu sa aprecieze personalul si prin urmare esti o victima a unui sistem defectuos. 

Cand ajungi la aceasta concluzie ce alternative ai? Sugerez o singura alegere favorabila: fa un pas marca Monty Python spre “EXIT” si fa-o cu incredere!

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Testul prajiturii

Testul prajiturii. Imagineaza-te la varsta de 5 ani. Esti pus intr-o camera in care se afla doar o masa pe care se serveste o prajutura delicioasa, din punct de vedere vizual si olfactiv teribil de tentanta. Ti se spune ca, daca vei astepta 15 minute fara a te atinge de prajutura, vei primi ca si rasplata inca altele trei! Esti lasat apoi singur in camera, tu si..prajitura. Ar mai fi ceva pe farfurie dupa cele 15 minute?:)

Citeam zilele trecute despre Inteligenta Emotionala si ce presupune ea din cartea lui Daniel Goleman. Una dintre ideile care mi-au atras atentia in special este modul in care lumea emotiilor si capacitatea de a le stapani sunt intr-o proportie covarsitoare influentate de perioada primilor ani de viata. E in acelasi timp fascinant si descurajator sa stii ca traiectoria stabilitatii emotionale a unui adult depinde atat de mult de factori pe care nu ii determina el insusi, ci i-au fost “haraziti” - o parte prin predispozitia genetica si, cu un si mai mare efect, prin talentul parintilor de a le modela un echilibru emotional. De exemplu, genetic, in functie de predispozitia creierului si a excitibilitatii o parte a acestuie (partea lombara frontala) oamenii pot sa simta un disconfort emotional (datorat excitabilitatii mari al lobului stang frontal) atunci cand intalnesc elemente sau circumstante noi, si isi manifesta acest proces fiziologic prin timiditate. Educatia parintintilor insa poate determina o confruntare a acestei timiditati prin expunerea copilului la astfel de situatii care genereaza timiditatea si incurajarea copilului sa le depaseasca singur. Expunerea la diverse situatii si gasirea propriului mijloc de a isi calma starea de discomfort, il face pe copil sa gaseasca ulterior, si in alte circumstante ale vietii, modalitati mai rapide si eficiente de a se adapta si de a reactiona pozitiv.  Acesta ar fi doar un exemplu al influentei pe care parintii pot ajuta copilul sa isi intareasca siguranta in sine si in capacitatea de a infrunta obstacole in viata.

Din comportamentul copilului chiar de la varsta de 8 luni se pot deja citi unele predispozitii a unui copil de a realiza mici actiuni cu incredere sau nu, iar la varsta de 4 ani se poate estima daca un copil are sanse mari de a provoca in viitor acte de delicventa si daca are putere de concentrare si perseverenta. Influenta parintilor asupra acestei lumi emotionale care va influenta ulterior capacitatea sociala si calitatea relatiilor interpersonale a copilului devenit adult, si prin urmare o stare sanatoasa emotionala a acestuia, este atat directa cat si indirecta. Modul in care acestia ii raspund copilului la “micile” lor probleme sau suparari emotionale, modul in care ii ajuta sa se inteleaga pe ii insisi, propria lor inteligenta emotionala (a parintilor) si raportul dintre ei sunt puncte esentiale. 

Una dintre caracteristicele unei famillii care nu ofera un sprijin emotional functional este acela in care parintii isi disciplineaza copiii in mod capricios, in functie de starile de spirit trecatoare. Pedeapsa nu mai este o consecinta a faptei propriu-zisa, ci a felului oscilant de a se simti a parintilor. Astfel, copilul primeste mesaje distorsionate si isi construieste o lume in care nu exista incredere in cei din jur. 

Citind despre diferentele dintre copii si ulterior adulti, care se formeaza datorita influentei parintiilor, mi-am adus aminte de ideea lui Randy Pausch din cartea “The Last Lecture” prin care spunea: “la nastere am castigat lozul parintilor”. Inspirata de remarca sa, eu nu pot decat sa fiu multumitoare ca sunt printre cei care au castigat si ei lozul, de fapt lozul cel mare - lozul parintilor intelepti.

...Cat despre prajitura? Studiile efectuate asupra participantilor in experiment, care au fost urmariti de-a lungul vietii pana la varsta adulthood-ului, atesta ca cei care si-au amanat impulsul si au asteptat cele 15 minute au devenit persoane mai realizate (bineinteles foarte debatable acest concept de “realizat” - in experiment se refera la nivelul de studii si rezultatele academice avute). Amanarea unui impuls sau placeri imediate pentru realizarea unui scop in viitor este (fara prea mare mirare) un semn al reusitei.

Imi permit sa vin cu o parere de psiholg amator si sa afirm ca: inca mai putem sa ne facem testul “prajiturii” si cat de multe alte “obiecte ale atractiei imediate” putem sa asternem pe tava... 

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L'elegance du Herisson - Muriel Barbery

Incerc sa realizez ce anume m-a fermecat si m-a prins iremediabil la aceasta eleganta aricioasa. Cred ca in primul rand este vorba de stil. Mai mult decat ceea ce doreste sa transmita, mai mult decat teserea atat de formidabila a persoajelor, este stilul. Si este un astfel de stil pe care nu l-am putea descrie mai bine decat prin rezumatul propriu autoarei, este un stil imbibat de eleganta ariciului. Un stil direct, franc, fara menajamente, plin de amuzament si un adanc spirit critic, prin care se tes idei originale si sensibile.

Cred ca cel mai bine as putea descrie Eleganta ariciului ca o fabula filozofica. Lumea vazuta si analizata din prisma a doua personaje care traiesc in acelasi timp doua realitati aparent complet diferite - realitatea statutului social, realitatea varstei - si totusi aceeasi realitate - realitatea insingurarii datorata incompatibilitatii cu contextele la care au fost destinate. Una dintre personaje, o fetita supradotata varstei ei, se confrunta cu convingerea inutilitatii existentei si pleaca intr-o calatorie filozofica proprie prin care incearca sa isi confirme aceasta redundanta existentiala. Personajul numarul doi, o femeie in varsta si o portareasa isi creaza un sistem de autoaparare si se straduieste sa se conformeze imaginii standard de "simpla portareasa si nimic mai mult" cu care sunt cu totii obisnuiti, fara sa deranjeze in vreun fel obisnuinta si imaginatia celor din clasa superioara carora le serveste. Refugiul celor doua personaje in contemplarea frumosului, a vietii si a artei le aduce consolare. Intalnirea dintre ele rezulta intr-o culminare a confruntarilor lor: un schimb de macaz asupra perceptiei valorii vietii si o infruntare a trecutului si a temeriilor pe care acesta le-a sapat adanc.

Recomand cu toata caldura aceasta carte pentru toti cei care sunt gata pentru un ingenios melanj de interpretare psihologica, umor, cugetare filozofica, sensibilitate.

"Cei care, ca mine, sunt inspirati de maretia lucrurilor marunte, o urmaresc (frumusetea) pana in miezul neesentialului, acolo unde imbracata in hainele de fiecare zi, tasneste dintr-o anumita randuiala a lucrurilor obisnuite si din certitudinea ca este asa cum trebuie sa fie, din convingerea ca asa este bine."

"Gandindu-ma astfel, in seara aceasta, cu inima si stomacul zdrobite, imi spun ca, in cele din urma, poate ca asta e viata: multa disperare, dar si cateva momente de frumusete in care timpul nu mai este acelasi. E ca si cum notele muzicale ar face un fel de paranteze in timp, o suspensie, un altundeva chiar aici, un intotdeauna in niciodata. Da, asta e, un intotdeauna in nicioadata.."

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