哈佛大学开放课程《领袖心理学》(Psychology_of_Leadership-Tal_Ben_Shahar)_1508-02-Janus

1、Psychology 1508:Janusian Thinking“The goal in leadership development, it is important to remember, is to develop well-rounded leaders, ones with the skills and personal attributes needed to adapt, act with flexibility, and combine what appear to be opposites: toughness and compassion, self-confidenc

2、e and humility, strong individuals and good team players.”Russ Moxley, Center for Creative Leadership Janusian Thinking“conceiving two or more opposite or antithetical ideas, images or concepts simultaneously.”Robert Rothenberg“Turning and turning in the widening gyre The falcon cannot hear the falc

3、oner; Things fall apart; the centre cannot hold; Mere anarchy is loosed upon the world, The blood-dimmed tide is loosed, and everywhere The ceremony of innocence is drowned; The best lack all convictions, while the worst Are full of passionate intensity.”W.B. Yeats“We see everything as this or that,

4、 plus or minus, on or off, black or white; and we fragment reality into an endless series of either-ors. In a phrase, we think the world apart.”Parker PalmerThinking the World Together“Paradoxical thinking requires that we embrace a view of the world in which opposites are joined, so that we can see

5、 the world clearly and see it whole. The result is a world more complex and confusing than the one made simple by either-or thoughtbut that simplicity is merely the dullness of death. When we think together, we reclaim the life force in the world, in our students, in ourselves.”Parker PalmerJanusian

6、 Leadership“Ben Franklin was a paradox. He fiercely believed in the power of the individual, but he was a relentless advocate for acting on behalf of the community. He believed in competition, but he never hesitated to cooperate with competitors when it was in his interest. He could be the most part

7、isan of politiciansand the most accomodating of diplomats.”Jack UldrichMyth : You cant have your cake and eat it too.Reality : Rather than succumbing to the “tyranny of the OR” they embrace the “genius of the AND.”Progress through Synthesis Person OR Situation? Democratic OR Authoritarian? Dogmatism

8、 OR Relativism? Tough OR Nice?Person OR Situation?“The history of the world is but the biography of great men.”Thomas Carlyle“Man lives consciously for himself, but is an unconscious instrument in the attainment of historic, universal, aims of humanity. A deed done is irrevocable, and its result coi

9、nciding in time with the actions of millions of other men assumes an historic significance. The higher a man stands on the social ladder, the more people he is connected with and the more power he has over others, the more evident is the predestination and inevitability of his every action. A king i

10、s historys slave.”Leo Tolstoy“The Negro race, like all races, is going to be saved by its exceptional men. The problem of education, then, among Negroes must first of all deal with the Talented Tenth; it is the problem of developing the Best of this race that they may guide the Mass away from the co

11、ntamination and death of the Worst, in their own and other races.” W. E. B. Du BoisDoes Leadership Matter? No! (Lieberson & OConnor, 1972)“Studies estimating the effect of administrators have found them to account for about 10 percent of the variance in organizational performance. This is a striking

12、 contrast to the 90 percent of intellectual effort that has been devoted to developing theories of individual action.”Pfeffer & SalancikLeadership Matters Between versus Within (Thomas, 1987) Skipper Effect (Thorlindsson, 1987)“Historical forces create the circumstances in which leaders emerge, but

13、the characteristics of the particular leader in turn have their impact on history.” John GardnerPerson AND Situation“Historical forces create the circumstances in which leaders emerge, but the characteristics of the particular leader in turn have their impact on history.” John Gardner“Historical per

14、formances come from great opportunities greatly met.” John GardnerPerson AND SituationHitlerAtaturkAyatollah Humeini“It would be a profound disservice to leaders to suggest that they are ordinary people who happened to be in the right place at the right time. Maybe the place matters, but it takes a

15、special kind of person to master the challenges of opportunity.”Locke & Kilpatrick“Hierarchical organizations are simply too inflexible and rigid to compete effectively in todays business environment. They need to be replaced by lateral forms of organizations that rely heavily on teams, information

16、technology, networks, shared leadership, and involved employees.” Edward Lawler Kurt Lewin (1939)democratic leadershiplaissez faire leadershipauthoritarian leadershipOne sure way to miss truth in any field is to count the votes: had Copernicus and Galileo done so, the sun might still be circling the

17、 earth. Parker Palmer“I wonder how far Moses would have gone had hed taken a poll in Egypt.”Harry Truman Going against the grain (when necessary) Pseudo leaders“The ablest and most effective leaders do not hold to a single style; they may be highly supportive in personal relations when that is neede

18、d, yet capable of a quick, authoritative decision when the situation requires it.”John Gardner“Relativism is a theory, especially in ethics or aesthetics, that conceptions of truth and moral values are not absolute but are relative to the persons or groups holding them.”American Heritage Dictionary“

19、Dogmatism is a condition of mind in which essential practical concepts are perceived with such clarity that only one possible interpretation of reality exists. In such a case, all evidence suggesting contrary interpretationsand therefore alternate courses of actionsimply disappears from sight, indee

20、d is inconceivable.”Yoram Hazony“Almost every student entering the university believes, or says he believes, that truth is relative.”Allan BloomRelativist A commitment to open-mindedness and flexibility Lacks conviction and certainty for sustained actionDogmatist Possesses conviction and certainty L

21、acks openness and flexibility Question 1, first:78% say No Question 1 after 2: 79% say Yes(Pearson Chi-Square=10.04; p .002) Question 2:Is a culture that supports gender equality morally superior to a culture that oppresses women? Question 1:Is any culture morally superior to another culture? The da

22、ngers of dogmatism The dangers of relativism“The best lack all convictions, while the worst Are full of passionate intensity.”W.B. Yeats“The only thing necessary for the triumph of evil is for good men to do nothing.”Edmund Burke Regaining a strong belief in a cause“If we regard truth as something h

23、anded down from authorities on high, the classroom will look like a dictatorship. If we regard truth as a fiction determined by personal whim, the classroom will look like anarchy. If we regard truth as emerging from a complex process of mutual inquiry, the classroom will look like a resourceful and

24、 interdependent community.”Parker Palmer“Nothing will sink a leader faster than surrounding him- or herself with yes-men and women. Even when principled nay-sayers are wrong, they force leaders to re-evaluate their positions and to poke and prod their assumptions for weaknesses. Good ideas are only

25、made stronger by being challenged.” Warren Bennis“He that wrestles with us strengthens our nerves, and sharpens our skill. Our antagonist is our helper.”Edmund Burke“The real heroism of leadership involves having the courage to face realityand helping the people around you to face reality.”Ron Heife

26、tz“McKinsey had a culture that fostered rigorous debate over the right answer without that debate resulting in personal criticism.”Lou Gerstner“Most individuals studied seem to be able to detect the discrepancies between their espoused theories and theories-in-use of others, but were not able to detect similar discrepancies in themselves.”Chris Argyris“Espoused theories of action are those that people report as a basis for actions. Theories-in-use are the theories of action inferred from how people actually behave.”Chris Argyris“CEO disease: the information vacuum around a le