ConceptsNest

  ***Continued from Chapter 01 (Covered previously: Diwali & Family Ties, Bowen Family Systems, Three out of the eight concepts of the Bowen Theory Views) Link to Chapter 01 04: Family Projection Process Children inherit many types of problems (as well as strengths) through the relationships with their parents, but the problems they inherit that most affect their lives are relationship sensitivities such as heightened needs for attention and approval, difficulty in dealing with expectations, the tendency to blame oneself or others, feeling responsible for the happiness of others or that others are responsible for one’s own happiness, and acting impulsively to relieve the anxiety of the moment rather than tolerating anxiety and acting thoughtfully. The projection process follows three steps: These steps of scanning, diagnosing, and treating begin early in the child’s life and continue. The child grows to embody the fears and perceptions of the parent.   Example:- . . .

Diwali, also known as the Festival of Lights, symbolizes the spiritual "victory of light over darkness, good over evil, and knowledge over ignorance".   Celebrations are wonderful ways in which our deep physical, social and psychological needs are met. The family is an important institution that plays a crucial role in the lives of most Indians. In this era of nuclear families, where we experience clashes and misunderstanding on multiple occasions, the survival and dignified growth of family relationships becomes a concern.   Diwali & The Four Life Stages – Varnashrama Dharma Diwali is not only a festival of lights but also the festival of family relations and celebration. In Ancient India, for the optimum fulfilment, satisfaction and peace in one’s life, the stages of life were discussed as the ‘ashramas’ or ‘Varnashrama Dharma’. The Varnashrama Dharma system consists of four age-based life stages discussed in Indian texts of the ancient and medieval eras. The chi

  A Story: In the 1920s, a German professor named Eugen Herrigel moved to Japan to teach philosophy at a university in a city called Sendai, near Tokyo. To deepen his understanding of Japanese culture, Herrigel began training in Kyudo, the Japanese martial art of archery. He was taught by a legendary archer named Awa Kenzo. Kenzo was convinced that beginners should master the fundamentals of archery before attempting to shoot at a real target, and he took this method to the extreme. For the first four years of his training, Herrigel was only allowed to shoot at a roll of straw just seven feet away. When Herrigel complained of the incredibly slow pace, his teacher replied: When he was finally permitted to shoot at more distant targets, Herrigel’s performance was dismal. The arrows flew off course and he became more discouraged with each wayward shot . During a particularly humbling session, Herrigel stated that his problem must be poor aim. Kenzo, however, looked at his student and re

Everyone wants to improve their company culture . Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time . Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is. What Is Company Culture? Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled . We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do

  “Company vision” might be the fluffiest business term thrown around by nearly every business book and article, often used vaguely, without nuance or thoughtfulness. Yet despite its watered-down usage, “vision” is the most important information for us to communicate across a team . Research indicates that vision was ranked as the number one information people need to share in a team. Given its significance, how to best share a company vision within a team? Before we can answer that, we must start with what company vision exactly is and why it is important. What is company vision? A vision is a picture of a better place . You see this picture in your head: It is what you want the world to look like because your product or team exists. In many ways, your team’s vision is your opinion on how you think the world ought to be. A vision answers the question, “What world do you want to create?” Vision is often misconstrued with other business terms, like “mission,” “purpose,” and “valu