[From Dag Forssell (940414 1030)]
Talking with Ed this morning, I was again "stimulated" with
suggestions for improvement. Ed felt that version E posted
yesterday did not have as much "punch" as it could, so he offered
ideas for changes in the first paragraph. I have made a few minor
cuts, too. Comments? I plan to talk to my advertising agency
friend from 8 years ago later this morning, to get his input on
editor expectations before I mail this, hopefully this afternoon.
Version F:
PEOPLE ENGINEERING
A new way to understand human nature
A common engineering concept, applied to people, can actually
help improve our understanding of behavior, conflict, cooperation,
and personal relationships. Modern physical science has helped us
understand inanimate objects better than was possible with
experience alone. The engineering concept of control helps us
understand living organisms better than has been possible with
statistical observation and experience alone. We can move away
from programs offering popular advice based on individual
experiences; advice which when followed often fails to achieve
desired results.
A new resource guide offers an introduction to Perceptual
Control Theory (PCT), a new explanation for the behavior of
living organisms. PCT focuses on how we look at and experience
things, and the way these perceptions are compared with
experiences we want. The difference produces action. Thus PCT
explains how thoughts become actions, results and feelings.
You can apply this explanation to leadership, coaching, team
development, sales, performance reviews, TQM, vision/mission
statements, strategic planning, etc.
Psychology is not now a "hard" physical science with testable
in-depth explanations, but with PCT it will become one.
PCT helps us understand people as they naturally are, just as
engineers understand physical phenomena as they naturally are.
PCT is remarkably simple. Like any other "hard" science, it
requires a thorough understanding of basic principles and
practice in their application. Once learned, these principles
are applicable to all human interaction at any level of
organization and in any situation.
For a free guide to literature, computer demonstrations, and
educational programs for leaders in industry, teachers and parents,
send your request and a self addressed, stamped envelope to:
PCT resource guide, Purposeful Leadership, 23903 Via Flamenco,
Valencia, CA, 91355.
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Rick Marken (940413.1530)
I don't care for greedy, selfish, tricky people. Some are business
people; some are not. I'm not anti business; I'm anti creepiness
towards other people.
Ok, we can agree on that, too. I appreciate that you have now
retracted all of your unfounded accusations. I think, as Bill has
observed, that when people understand PCT, they draw their own
conclusions from it. It is quite enough to teach PCT accurately.
It is not necessary to prejudge the "problems" people have, and who
is going to have to change wants.
I also think it is creepy towards others, however, to fail to
respect their autonomy as living control systems, whatever their
systems concepts, and to state insulting things as "facts" about
them based wholly or only in small part on your own imagination.
This is what tactlessness is about. It is not necessary to be
tactless to help people see PCT correctly, or to disagree with
misstatements and offer corrected interpretations. Blurting out
unfounded accusations is very much within your control, so,
considering the test, it becomes clear that you are tactless on
purpose. I second Greg's observations and add my plea to cut that
creepy tactlessness out, please, and demonstrate instead that you
try to practice what you say PCT teaches you.
Best, Dag