[From Dag Forssell (931207 1515)]
The net seems slow at the moment. I have not yet even seen the echo
of my previous post. But I have polished the letter. Here is an
update.
Suggestions for improvement and comments are still solicited.
···
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Purposeful Leadership(R) Dag Forssell MSME, MBA
23903 Via Flamenco Valencia, CA 91355-2808
Phone (805) 254-1195 Fax (805) 254-7956
Internet: dforssell@mcimail.com
MCI mail: 474-2580
Richard Marken December 7, 1993
Modeler
Control Systems Group Update 3:15 PM
10459 Holman Avenue
Los Angeles, CA 90024
Dear Mr. Marken:
Is it not strange that in our scientific age we are continuing to make
rapid progress in the physical sciences and engineering, but are
unable to find good answers for chronic problems in education, family
relationships, society, management and leadership? Perhaps we are not
nearly as scientific in as many ways as we like to think.
Modern physical science and engineering has its roots in the 17th
century identification, description, quantification and application
of everyday physical phenomena such as inertia, force-acceleration,
action-reaction, and gravity. These phenomena are recognized as laws
of nature. Once the phenomena are described, anyone can verify their
100% validity from personal experience. Previous concepts (such as
impetus theory) proved inadequate and died with their advocates.
Contemporary psychology and social science is based on a ~scientific
method~ that can easily be shown to be inadequate to study the central
phenomenon of our experience.
To develop a scientifically valid psychology of the future, which will
be able to show us how to ~engineer~ solutions to our chronic
problems, we must first identify what the central phenomenon is and
agree on it. The new science of Perceptual Control Theory (PCT)
suggests that the phenomenon which is most basic is that: We act in
order to affect what we experience. We grow up and learn how to affect
experience to make it come closer to what we want it to be, and as
long as that is what we want, to keep it that way. Examples are found
in how we eat, walk, drive cars, find our way to a restaurant, kiss
our loved ones, argue with our colleagues, scratch an itch, build our
confidence, comb our hair, earn money. To study this phenomenon is to
study everything we do, every moment of every day.
If you agree that you act in order to affect what you experience, 100%
of the time, you have already grasped the foundation of the new
science. As you learn more, you will quickly see that when you study
how people get along together, it makes a great deal of difference
whether you believe that each person is actively directing his own
experiences (or trying to) or whether each person is responding to
stimuli, whether from the outside or inside.
As a manager, I have tried to understand how and why people behave and
interact, in order to be a better leader. I became aware of PCT
several years ago and have studied it with support from the originator
and the group of researchers who develop and apply this new approach.
I have found that it is clear, provides good direction and leads to
mutual respect and understanding, both at work and at home. I have
developed a training program to teach the theory and show how it can
be applied to improve management practices.
On the back side of this letter, you will find a copy of page 1 and
part of page 2 of an introductory article. We will be pleased to send
you a reprint of the complete article along with a booklet that
describes our training program and suggests ways for you to evaluate
these ideas further, without obligation. Just call or return a copy
of this letter with a note on it.
We would like an opportunity to show you the laws of nature of
perceptual control and how to apply them to improve your
organization's productivity, quality and morale.
Dag Forssell
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Thanks again, Dag