Psychological Styles

1. Psychological Styles Professor Harold V. Langlois

2. Freud • The id is responsible for our basic drives such as food, sex, and aggressive impulses. • It is amoral and egocentric, ruled by the pleasure–pain principle; it is without a sense of time, completely illogical, primarily sexual, infantile in its emotional development, and will not take "no" for an answer.

3. Freud • Ego • Sense of self • The ego is the mediator between the id and the superego; trying to ensure that the needs of both the id and the superego are met.

4. Freud • Superego • Symbolic internalization of the father figure and cultural regulations. • Acts as the conscience, maintaining our sense of morality and the prohibition of taboos.

5. Erikson • The Erikson life-stage virtues, in the order of the stages in which they may be acquired, are: • Hope- Basic Trust vs. Mistrust • Will- Autonomy vs. Shame and Doubt • Purpose- Initiative vs. Guilt • Competence- Industry vs. Inferiority • Fidelity- Identity vs. Role Confusion • Love (in intimate relationships, work and family)- Intimacy vs. Isolation • Caring- Generativity vs. Stagnation • Wisdom-Ego Integrity vs. Despair

6. Erikson • Ego Identity Versus Role Confusion • Ego identity enables each person to have a sense of individuality. • "Ego identity, then, in its subjective aspect, is the awareness of the fact that there is a self-sameness and continuity to the ego's synthesizing methods and a continuity of one's meaning for others" (1963)

7. David Ausabel • Order of new information to be learned, it must be put into a context or linked to knowledge that already exists. • His theory used a systems approach. • Meaningful learning is considered to be new knowledge that relates to what is already known. • He advocated what is known as an 'anchoring idea' eg. a review of previously learned ideas or concepts that relates specifically to the new information that is to be learned.

8. William G. Perry, Jr • The Perry scheme is a model for understanding how we come to know the theories and beliefs we hold about knowing, and the manner in which such epistemological premises are a part of and an influence on the cognitive processes of thinking and reasoning • Dualist -> Complex->Relativist-> Commited to • Dualist Relativism

9. Robert Kegan • In The Evolving Self, Kegan presents a model of psychological development consisting of six "equilibrium stages": 1) the incorporative stage, 2) the impulsive stage, 3) the imperial stage, 4) the interpersonal stage, 5) the institutional stage, 6) the inter-individual stage. • The object of each stage is the subject of the preceding stage.

10. Styles of Organizational Management • Rensis Likert’s model* • Continuum of four management styles • System I – Exploitive Authoritative • System II – Benevolent Authoritative • System III – Consultative • System IV – Participative *Rensis Likert – The Human Organization.

11. System IV Management • Workable management style that can be used by any organization to achieve high productivity and improved employee relationships • Can be used to coordinate all facets of the organization • Based on supportive relationships, group decision making and high performance goals for the organization

12. Three Types of Organizational Variables • Causal variables • Independent variables which determine the course of developments within an organization (structure, strategies, leadership patterns, management behaviors) • Intervening variables • Reflect the internal state and health of the organization (loyalties, attitudes, motivations, performance goals, and perceptions of all members of the organization) • End Result variables • Dependent variables that reflect the achievements of the organization (productivity, costs, earnings, quality)

13. Systems IV Management • Based on democratic leadership, extensive group interaction, and open communication • More complex and demanding greater skills to effectively utilize a participatory management system • Yields better results and increases the likelihood of sustainability

14. Productive Capacity in System IV • Evaluations based on the following factors: • Level of performance goals • Motivation to achieve organizational success • Quality of leadership, communication, and decision making • Capacity to convert conflict into innovation and improvement • Ability to achieve collaboration and teamwork

15. Stages of Complexity • Simple • Complicated • Complex • Chaotic

16. Geoffrey Moore • Early Market - introducing new technology • Chasm - caught betwixt and between • Bowling Alley - technology is gaining acceptance • Tornado - technology is necessary and standard • Main Street Early- hypergrowth has subsided • Main Street Mature - consolidation and M&A • Main Street Declining- next generation on the horizon • Fault Line/End of Life - technology obsolescence

17. Michael Hammer • Deep Change • Look for models outside of your industry • Identify and defy constraining assumption • Make a special case into a norm • Rethink critical dimensions of work

18. Anita M. McGahan • How Industries Change Not Threatened Threatened Threatened Core Assets Not Threatened Core Activities

19. Meyer, Loch and Pich Characterizing Uncertainty in Projects • Variation • Levels vary randomly, but in a predictable range • Foreseen Uncertainty • Known factors influence project, but in unpredictable ways • Unforeseen Uncertainty • Influence factors cannot be predicted • Chaos • Unforeseen events completely invalidate the project.