ConceptsNest

  ***Continued from Chapter 01 (Emotional (Cognitive) Changes, Cognitive Reappraisal, The Emotional Cycle Of Change, Five Stages Of The Emotional Cycle, The Kubler Ross Change Curve) Link to Chapter 01: https://conceptsnest.blogspot.com/2024/07/emotional-cycle-of-change-navigating.html Embarking On Organizational Change Organizational change is a huge undertaking. Too often, organizations focus on the expense of the project in terms of logistics and targets, and ignore the significant loss of revenue that will occur if its people never fully embrace the new way of working . Those initiating the change may expect colleagues to buy in and share their enthusiasm. But changes – even those designed to benefit the individual and the organization – can be traumatic, engendering feelings of loss of control, disempowerment and fear . A positive change for one person might mean a loss of status or security for another. Some might simply not be sold on the benefits, and may be reluctant to part w

  To improve and grow, change is required. To change effectively, involves thought and emotion . Whether we are learning to ride a bike, renovating the house, getting in better physical shape, making meetings better, improving governance, implementing a challenging strategic plan, resolving unhealthy conflict, or changing something in our personal life, it will be an emotional ride. 64% of people quit their new year’s goals in January. That’s less than 8% into the year. So how do we keep the excitement of new goals without falling off? Understanding the process of change is fuel for transformation. Reaction is pain. Anticipation is power. Emotional (Cognitive) Changes Emotional (Cognitive) changes occurs when we select which of several potential emotional meanings will be attached to a situation .  Then, later this meaning gives rise to subjective feelings, and behavioral and physiological changes.  Emotional (Cognitive) change occurs when we alter our cognitive appraisals and ch

  ***Continued from Chapter 01 (Covered previously: What is Situational Ethics, The Meaning & Context of Agape, The Three Views Of Situational Ethics ) Link to Chapter 01: CHAPTER - 01 The Four Working Principles of Situationism Principle 1. Pragmatism The situationalist follows a strategy, which is  pragmatic . “Pragmatism” is a well worked-out philosophical position adopted by the likes of  John Dewey  (1859 – 1952),  Charles Peirce  (1839–1914) and  William James  (1842–1910). Fletcher does not want his theory associated with these views and rejects all the implications of this type of “Pragmatism”. What makes his view pragmatic is very simple. It is just his attraction to moral views, which do not try to work out what to do in the abstract, but rather explores how moral views might play out in each  real life situations . Principle 2: Relativism Even with his rejection of Antinomianism and his acceptance of one supreme principle of morality, Fletcher, surprising

  Situational ethics, or situation ethics, is a teleological and consequential theory of ethics concerned with the outcome of an action as opposed to an action being intrinsically wrong as in deontological theories. The theory was principally developed in the 1960s by the Christian Episcopal priest Joseph Fletcher. He argued that sometimes moral principles could be cast aside in certain situations if love is best being served . He believed that there are no absolute laws other than the law of love, and that all the other laws were secondary. This means that all the other laws may be broken if other courses of action would result in more love. Thus, in the case of situational ethics, the ends can justify the means. Joseph Fletcher (1905–1991), in his time, developed what he called an ethical non-system . His publication was questioned amongst the public because it legitimized the general post-war dissatisfaction with authority . The English term "situation ethics" was taken f