Think WIN WIN

Win/Win is one of six total philosophies of human interaction.Win/Win - People can seek mutual benefit in all human interactions. Principle-based behavior.

The most appropriate model depends on the situation. When relationships are paramount, Win/Win is the only viable alternative. In a competitive situation where building a relationship isn't important, Win/Lose may be appropriate. There are five dimensions of the Win/Win model: Character, Relationships, Agreements, Supportive Systems and Processes.

1. Character is the foundation of Win/Win. There must be integrity in order to establish trust in the relationship and to define a win in terms of personal values. A key trait is the abundance mentality that there is plenty for everybody (v. the Scarcity Mentality). The abundance mentality flows from a deep inner sense of personal worth and security.
2. Relationships are the focus on Win/Win. Whatever the orientation of the person you are dealing with (Win/Lose, etc.), the relationship is the key to turning the situation around. When there is a relationship of trust and emotional bank account balances are high, there is a much greater probability of a successful, productive interaction. Negative energy focused on differences in personality or position is eliminated; positive, cooperative energy focused on understanding and resolving issues is built.
3. Performance agreements or partnership agreements give definition and direction to Win/Win,. They shift the paradigm of production from vertical (Superior - Subordinate) to horizontal (Partnership/Team). The agreement should include elements to create a standard by which people can measure their own success.
1. Defined results (not methods) - what is to be done and when.



2. Guidelines - the parameters within which the results should be accomplished
3. Resources - human, financial, technical or organizational support available to accomplish the results.
4. Accountability - the standards of performance and time(s) of evaluation.
5. Consequences - what will happen as a result of the evaluation.

The agreement may be written by the employee to the manager to confirm the understanding.

Developing Win/Win performance agreements is the central activity of management, enabling employers to manage themselves within the framework of the agreement. Then the manager can initiate action and resolve obstacles so employees can do their jobs.

There are four kinds of consequences that management or parents can control - Financial, Psychic, Opportunity and Responsibility. In addition to personal consequences, the organizational consequences of behaviors should be identified.

4. The Reward System is a key element in the Win/Win model. Talking Win/Win but rewarding Win/Lose results in negating the Win/Win paradigm. If the outstanding performance of a few is rewarded, the other team members will be losers. Instead, develop individual achievable goals and team objectives to be rewarded.

Competition has its place against market competitors, last year's performance, or another location or individual where cooperation and interdependence aren't required, but cooperation in the workplace is as important to free enterprise as competition in the marketplace. The spirit of Win/Win cannot survive in an environment of competition or contests. All of the company's systems should be based on the principle of Win/Win. The Compensation system of the managers should be based on the productivity and development of their people. Reward both P (production) and PC (building production capacity).

5. The Win/Win process has four steps.
1. See the problem from the other point of view, in terms of the needs and concerns of the other party.
2. Identify the key issues and concerns (not positions) involved.
3. Determine what results would make a fully acceptable solution.
4. Identify new options to achieve those results.

You can only achieve Win/Win solutions with Win/Win procedures. Win/Win is not a personality technique. It's a total paradigm of human interaction.

Behavioral Effects of Meditation

Many traditional schools maintain that sensory, perceptual, and cognitive abilities are enhanced by meditation. Some Eastern schools, including Theravada and Zen Buddhism, Vedanta, and yoga, offer systematic ways to cultivate a clarity, flexibility, efficiency, and broadened range of mental functions similar to the meditation results reviewed in the six sub-sections below. The perceptual and cognitive abilities that seem to have been enhanced during modern experiments correspond with various capacities described in the Hindu-Buddhist traditions as siddhis (exceptional powers), vibhutis (perfections), and riddhis (psychically prosperous states). Smritritwa, for example, is a highly developed form of memory enhancement reported in contemporary studies. Adwani siddhi, the ability to withstand misleading or destructive suggestions from other minds, resembles the good judgment and perception associated with field independence (below). Vijnamaya vidya siddhi, a supernormal agility of mind, includes many of the mental improvements being reviewed here. Other capacities such as these, according to the traditional teachings, could also be included in such comparisons.

nothing impossible

You Can Be Whatever
You Want To Be!

There is inside you
all of the potential
to be whatever you want to be,
all of the energy
to do whatever you want to do.

Imagine yourself as you would like to be,
doing what you want to do,
and each day, take one step
towards your dream.

And though at times it may seem too
difficult to continue,
hold on to your dream.

One morning you will awake to find
that you are the person you dreamed of,
doing what you wanted to do,
simply because you had the courage
to believe in your potential
and to hold on to your dream.

a friend

Friends

A friend is someone we turn to
when our spirits need a lift.
A friend is someone we treasure
for our friendship is a gift.
A friend is someone who fills our lives
with beauty, joy, and grace.
And makes the whole world we live in
a better and happier place.

- Jean Kyler McManus -