Audio Tidbits

How are you and your child getting along with each other? For the following questions, is the answer almost always yes, usually yes, sometimes yes, seldom yes, or almost never yes?

As a guide, rate the question as "5" if your answer is almost always yes. Put 4 for usually, 3 for sometimes, 2 for seldom, and 1 for almost never. (If your child is too young for the question to apply to your relationship, just skip that question.)

Are you responsible and fair when disciplining your child?

Do you know what your child needs and what is important to him?

Can you get your child to cooperate with you without your getting frustrated or upset?

Do you spend time every day talking or playing with your child? …

How are you and your child getting along with each other? For the following questions, is the answer almost always yes, usually yes, sometimes yes, seldom yes, or almost never yes?

As a guide, rate the question as "5" if your answer is almost always yes. Put 4 for usually, 3 for sometimes, 2 for seldom, and 1 for almost never. (If your child is too young for the question to apply to your relationship, just skip that question.)

Are you responsible and fair when disciplining your child?

Do you know what your child needs and what is important to him?

Can you get your child to cooperate with you without your getting frustrated or upset?

Do you spend time every day talking or playing with your child? …

How can we better understand Outcome Drift?

On the surface, the Helping Triangle suggests a static model where the elements remain constant over time. Were this the case, containing outcome drift would be a very complex but less daunting process than it actually is. The reality is the elements of the model are not static and the interaction among the elements is also not static. They are, in fact, dynamic and more or less unstable.

If we focus on potential clients, at least two factors change over time. First, the coping difficulties potential clients are experiencing change. Their circumstances and situations change as does their ability to adequately cope. This combined change leads to minor to significant change in the problems needing supports and services. Additionally, the specific people in the potential client group change over time. This adds to the dynamic nature of the issues needing attention. The people being helped today are not the same people who will need help tomorrow. What they need today is not quite the same as what they will need tomorrow. Services appearing to be a good fit today may fit less well tomorrow. …

Welcome to Audio Tidbits Podcast. In this episode, James will be narrating Positive Interpersonal Programming.

Positive Interpersonal Programming (PIP) helps you look at yourself and at your marriage and family relationships. It is not a test. Rather, PIP enables you to see your stronger and less strong areas, those things that you do better and those things that you do less well, those things within which you should find pride and satisfaction and those things deserving a little more time and attention from you.

Each section focuses on an important area of marriage and family life. Within each section are several statements about the most important interpersonal elements for that area. Going through all of the sections and statements will help you look at your strengths area by area and specifically at your strengths and less strong points within each area.

PIP helps you understand yourself and others in your home in many areas such as self management at home, managing conflict, managing the children, being sensitive to what others want for themselves, understanding the special ways you and others want people in your family to show love and caring, visiting back and forth with relatives and friends of others in the family, avoiding unnecessary financial difficulties or obligations, dealing effectively with the financial difficulties that arise from time to time, making sure that there are enough sexual opportunities, and much more.

Positive Interpersonal Programming also includes PIP for teachers and managers. PIP for Teachers is intended specifically for classroom teachers, but may be useful to anyone who is in a student/teacher relationship with someone else. The traits, qualities, and principles reflect “good teaching” regardless of the setting or situation.

PIP For Managers is a continuation of the PIP approach. The manager’s inventory is divided into sections, with statements included in each section. As is true for other sections, you may use it for yourself or to evaluate the behavior, approaches, and effectiveness of others with whom you are associated.

Listening to the podcast will give you a lot to think about and specific ideas about how to improve your relationships at home and in other settings. You may find that having a print copy of the guide will work better for you as you get serious about doing the best you can to do the best you can.

If so, the guide is available as a Kindle eBook and as a Kindle paperback on Amazon.com in the Kindle store. If you click on the book’s cover in the sidebar of www.GaryCrow.net, you will be taken directly to the book’s page on Amazon.com.

Thank you for stopping by. I hope you find Positive Interpersonal Programming (PIP) is a useful tool as you live and love with your family and work with others who have a direct influence on you and yours.

Please stop back soon.

Welcome to Audio Tidbits Podcast. In this episode, James will be narrating Positive Interpersonal Programming.

Positive Interpersonal Programming (PIP) helps you look at yourself and at your marriage and family relationships. It is not a test. Rather, PIP enables you to see your stronger and less strong areas, those things that you do better and those things that you do less well, those things within which you should find pride and satisfaction and those things deserving a little more time and attention from you.

Each section focuses on an important area of marriage and family life. Within each section are several statements about the most important interpersonal elements for that area. Going through all of the sections and statements will help you look at your strengths area by area and specifically at your strengths and less strong points within each area.

PIP helps you understand yourself and others in your home in many areas such as self management at home, managing conflict, managing the children, being sensitive to what others want for themselves, understanding the special ways you and others want people in your family to show love and caring, visiting back and forth with relatives and friends of others in the family, avoiding unnecessary financial difficulties or obligations, dealing effectively with the financial difficulties that arise from time to time, making sure that there are enough sexual opportunities, and much more.

Positive Interpersonal Programming also includes PIP for teachers and managers. PIP for Teachers is intended specifically for classroom teachers, but may be useful to anyone who is in a student/teacher relationship with someone else. The traits, qualities, and principles reflect “good teaching” regardless of the setting or situation.

PIP For Managers is a continuation of the PIP approach. The manager’s inventory is divided into sections, with statements included in each section. As is true for other sections, you may use it for yourself or to evaluate the behavior, approaches, and effectiveness of others with whom you are associated.

Listening to the podcast will give you a lot to think about and specific ideas about how to improve your relationships at home and in other settings. You may find that having a print copy of the guide will work better for you as you get serious about doing the best you can to do the best you can.

If so, the guide is available as a Kindle eBook and as a Kindle paperback on Amazon.com in the Kindle store. If you click on the book’s cover in the sidebar of www.GaryCrow.net, you will be taken directly to the book’s page on Amazon.com.

Thank you for stopping by. I hope you find Positive Interpersonal Programming (PIP) is a useful tool as you live and love with your family and work with others who have a direct influence on you and yours.

Please stop back soon.

How are you and your child getting along with each other? For the following questions, is the answer almost always yes, usually yes, sometimes yes, seldom yes, or almost never yes?

As a guide, rate the question as "5" if your answer is almost always yes. Put 4 for usually, 3 for sometimes, 2 for seldom, and 1 for almost never. (If your child is too young for the question to apply to your relationship, just skip that question.)

Are you responsible and fair when disciplining your child?

Do you know what your child needs and what is important to him?

Can you get your child to cooperate with you without your getting frustrated or upset?

Do you spend time every day talking or playing with your child? …

Brent Miller's dog-and-pony show takes twelve minutes. When the lights are back up, Brent confidently asks if there are any questions.  This is his big mistake.

 

Ronda Simpson breaks the ice. "That was good, Brent. I at least understand your data better than I did in January."

 

Brent smiles and says, "Given your twenty years as a manager, Ronda, I will take that as a compliment."

 

Harold Stiner, Production manager, jumps in, "I know you have only been with us for a year, Brent. There are a few things you seem to be still struggling with. You want $150,000 to - what did you call it? - place two machines. Production keeps getting pushed to cut costs, and your boys in R&D want a hundred here and a hundred there."

 

More interrupting than responding to Harold, Brent asks, "How much can we handle for this test installation?"

 

Harold imperceptibly tenses as he responds, "As far as I'm concerned, R&D wants to push up the cost unnecessarily. This will get the price up so high we may get stuck with the lot of them."

 

Ronda smiles at Harold as he handles the new kid on the block and is quick to join sides against Brent. Ronda looks at Brent and fixes him with her famous stare. She delivers her equally famous admonition as if to one of her subordinates. "It may be back to the drawing board, Brent."

 

Do you recognize the warriors in the conference room or does this sound like business as usual? Are the players productive and oriented to the goals of their company or are they pursuing their own agendas?

 

There are warriors at work.

 

Warriors are overly aggressive, insensitive, rigid, and have an unusual need to control people and situations. Understanding these characteristics is the key to effective counter play. Never giving an inch over anything, never letting anyone take advantage of them, and trying to take charge of everything are the essence of their play.

 

Next, warriors create a negative and emotionally charged environment for their game. Stepping on the feelings of others and being harsh and abrasive keep others off balance and preclude any personal involvements that might weaken or interfere with their game. It is important for them never to be in a situation where they have to deal with people as people.

 

Finally, warriors use arguing and a reputation for going to war over everything as a technique to keep others on guard and at an arm's length. This fighting posture enables the player to defend his turf and to keep the game away from emotional or "feeling level" tricks. The game is and will remain a matter of who has the most muscle and the greatest willingness to go to the mat over everything.

 

What can you do?

 

Counter play is not complex. The key is to stay away from the usual technique of trying to get cooperation by showing the other person how cooperation will work to his advantage. With warriors, that is not an incentive to go along. Instead, the skilled counter player says, "If you don't want to go along with me on this, I respect your choice. I thought I might be able to help you avoid the problems you are going to have over this. If they are not of concern to you, I have other things to do."

 

For example, in the illustration Brent would do better using this technique with Harold than he does by getting into an argument. He can say, "Harold, I see your point about the price and appreciate your concern. Nonetheless, it may be better to test things out now instead of running the risk of your having to deal with irat...

It is important for you to actively and thoughtfully Participate on the management team. An important element of your participation is to assure that you Follow Organization policies and procedures.

They say that opposites attract. They are also the people who say that there is no accounting for taste. Who knows? That may be the same bunch that observed that if you spend enough time with most anyone, you will figure out some way to get along. Whatever the attraction, "values" are at the heart of it. For you and your significant other, there is something that keeps each of you in the relationship. Whatever it is, that is the attraction, what you value.

Although these points of attraction certainly represent values, They are not the value compatibility I am talking about. I am referring to those old fashioned values that preachers and politicians are so fond of discussing. What is right and what is wrong? What is good and what is evil? What do ethical people condone and what do they abhor? My simple point is that value compatibility is important and value incompatibility forecasts serious problems for anyone in a serious relationship. …

In Iteration One, we saw human services agencies are the end product of a complex process, starting with the action of the First Mover who sees people potential clients experiencing difficulty coping with their day-to-day circumstances. The First Mover recruits the Initiators who pursue auspices and associated resources through the Authorizers. The Implementers then develop the elements needed to create a human services agency where appropriate supports and services are available to the people who need them. The Providers then encourage use of the services by appropriate clients. If all goes well, potential clients are reclassified as clients, service provision proceeds, and the Helping Triangle is closed.

The First Mover and the potential client are at point "A" on the Helping Triangle. If developing a human services agency were not the preferred outcome, the First Mover could simply talk with the potential client and then do something they both thought might help. Instead, the First Mover turns away to enlist the assistance of the Initiators shown along the left side of the triangle. Even if potential clients participate in the Initiator group, and they frequently do not, there is a serious, potential misfit between the person/problem and the problem/solution. …