communications and softskills answers

8/19/2019 Communications and softskills answers

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5)ans

“In looking at ways to infuence and change our surroundings itis help ul to notice where we ocus our time and energy. Weeach have a wide range o concerns–our health, our amily,problems at work, the national debt, etc., and it is these thingsin our lives that make up our Circle of Concern .

As we look at those things within our ircle o oncern, itbecomes apparent that there are some things over which wehave no real control and others that we can do somethingabout. We could identi y those concerns in the latter group by

circumscribing them in asmaller Circle of In uence .

!he problems all o us ace all inone o three areas" direct control#problems involving our ownbehavior$% indirect control

#problems involving other people&sbehavior$% or no control #problemswe can do nothing about, such asour past, or situational realities$.A proactive approach is the 'rst

step to the solution o all three kinds o problems within ourpresent ircle o Infuence. (ome people interpret proactive tomean pushy, aggressive, or insensitive, but that isn&t the case

at all. )roactive people are smart, they are value driven, theyread reality, and they know what&s needed. And they ocus theire*orts in the ircle o Infuence. !hey work on the things theycan do something about. !he nature o their energy is positive,enlarging, and magni ying, causing their ircle o Infuence toincrease.



+ne way to notice where our energy and ocus is located is todistinguish between the have’s and the be’s . !he ircle o

oncern is 'lled with the have’s " I&ll be happy when I have myhouse paid o*.&

If only I had a more patient spouse-&

‘If only I had better employees co/workers-&

If only I had a boss who wasn&t so demanding-&

!he ircle o Infuence is 'lled with the be’s "

I can be more patient-&

I can be a better employee-&

I can be more wise-&

It&s a character ocus. Any time we think the problem is outthere,& that thought is the problem . We empower what&s outthere to control us. !he change paradigm is outside/in&–what&sout there has to change be ore we can change.

!he proactive approach is to change rom the inside/out% to bedi*erent, and by being di*erent to e*ect positive change in

what&s out there 0 I can be more resource ul, I can be morediligent, I can be a better listener, I can be a better leader.

http://www.breakoutofthebox.com/weir.htm

http://www.breakoutofthebox.com/weir.htm



!here are things #like the weather$ that our ircle o Infuencewill never include. 1ut as proactive people, we can create andcarry our own physical or social weather with us. We can try toaccept those things that at the present we can&t control, whilewe ocus our e*orts on the things that we can. !est theprinciple o proactivity or 23 days. !ry it and see whathappens. 4or 23 days, work only in your ircle o Infuence.5ake small commitments and keep them. 1e a light, not a

6udge. 1e a model, not a critic. 1e part o the solution, not parto the problem.7

Write about ocus o proactive and ocus o reactive i time

permits.



4) ans

Virtually all graduate applications require some form of theStatement of Purpose (SOP), though schools may use differentnames in referring to what is essentially the same document. Other names include" "letter of intent," “personal statement, and"personal narrati!e." Once you !e drafted a #asic document, youwill #e a#le to tailor your statement to meet the requirements of

specific programs. $emem#er to read entrance applicationscarefully and #e sure that the statement you su#mit addresses the

points required #y a gi!en program. %n the a#sence of guidingquestions or prompts, you are free to su#mit your own statement.&e sure, howe!er that you always co!er the #asics'

our preparation and #ac*ground

our area of interest



$esearch am#itions

$easons for wanting to underta*e graduate study

+uture career goalsow important is the SOP-

• Personal statements allow admission committees to distinguish #etween otherwise !ery similar applicants

• Opportunity to get an ad!ocate on the admission committee• elps you to #egin graduate study with a clear focus

hat are the formal requirements-

Some applications call for one statement, while others requireresponses to a series of si/ or more questions, ranging from 012 to312 words each. 4lways read the instructions carefully5 hen indou#t, call the department or program for clarification.

%n general the SOP should #e around 0 pages and should tell thereader three things'

hy graduate school-

hat are your ultimate professional goals-

hy this school- ( hat s the connection-)

hy you- ( hy are you a#o!e other candidates-)

hat ma*es you different6special6interesting-

hat ma*es you a good +%7 for this particular program-

hat should a Statement of Purpose do-

a. 4rticulate a clear, realistic research purpose.

#. Set you apart from other applicants.



c. 8emonstrate e!idence of rele!ant e/perience and preparation.

d. 9on!ince committee of your fit and suita#ility to thespecific program to which you

are applying.

1 S7:PS O+ 7 : $%7%;< P$O9:SS=. Prewriting>open ended #rainstorming0. Outline and sequence>identifying a few main points and a

logical sequence?. 8raft@. $e!ision1. Proofreading

;O7:' you should prepare a A%;%ABA of three drafts #efore youconsider your SOP finished5

=. Prewriting7ry ma*ing lists, #ulletCpoints, and free writing, letting your

ideas flow without preC editing them. Bse the #elow list of “essential information as starting points. 8on t try to answer themall at once. ou will pro#a#ly need more than one prewritingsessionD that s fine5

:ssential %nformation

our purpose in graduate study.“% want an A46Ph8 in :thnomusicology D “% want a AS

7he area of study in which you wish to specialiEe.“% am interested in =F th century poetry written #y 4merican

women



“% am interested in applications of nanotechnology in cancer research.

our intended future use of your graduate study.7his will include your career goals and plans for the future.

our special preparation and fitness for study in the field.9orrelate your academic #ac*ground with your e/tracurricular

e/perience to show howthey unite to ma*e you a special candidate.

4ny pro#lems or inconsistencies in your records or scores, suchas a #ad semester.

&e sure to e/plain in a positi!e manner and Gustify thee/planation.

4ny special conditions that are not re!ealed elsewhere in the

application, such as asignificant (?1 hour per wee*) wor*load outside of school.

7his, too, should #e followedwith a positi!e statement a#out yourself and your future.

" hy this school-" 7his requires that you ha!e done your research a#out the school, and

*now what its special appeal is to you. (the faculty,la#oratories, a special collection in the

li#rary, special emphases such as social Gustice,interdisciplinaryH.)

4#o!e all, this statement should contain information a#outOB as a person. 7hey *now

nothing a#out you unless you tell them. ou are the su#Gect of the statement.



ShowD don t tell (gi!e e/amples not declarations)

@. $:V%S:

$e!ise, re!ise, and re!ise. 7ighten, polish, add, su#tract. &e willingto ma*e changes5

1. P$OO+$:488ou#le chec* spelling and grammar polish prose.

4s* colleagues or family to read to help you chec* for

reada#ility and catch typos, etc. <et as much feed#ac* as possi#le from friends, mentors, 74 s,

etc.

&:+O$: OB S:;8 OB$ S747:A:;7 OB7H..Solicit input from current faculty and ad!isers>you should includea polished draft of the SOP with your request for reference letters.

&e proacti!e>ma*e an appointment with your ad!isor todiscuss your draft of the SOP.

7a*e your draft to your career centre and as* an ad!isor to loo* it o!er.

9ontact the programs you are applying to as* for clarificationson the application process.

Aa*e changes as appropriate.

4;8H..

$SO;4II%J:, 9BS7OA%J:, $:V%S:

;O7:' many e/perts ad!ise that you write your first SOP to your

topCchoice program, and then adapt it to other programs. % wouldadd that you should not send the first !ersion to your fa!ourite



school until after you ha!e written a few others. Bsually the processof adapting is a *ind of reassessment of the glo#al content and willgi!e you insights into how to ma*e the essay e!en stronger.

6)ans “!ell them what you are going to tell them. !hen tell them.

!hen tell them what you have told them.7 /// 8. 1. (haw(teps in 8iving )resentation

9.)lan :. )repare 2. )ractice ;. )resent

9. )lanning

Who is your audience<Why are they there<What is your goal<=ow long will it be<Where will it take place<

(tructure

5ain theme

:. )reparation

(peaker&s three riends

9. )ersonal >otes

:. ?isuals

2. =andouts

!he evils o )owerpoint are amiliar to everyone, they include"

!oo much te@t



!oo small to read and is really only serving as a crutch or thepresenter

lip Art and (lide templates that have been seen a milliontimes

(pinning, wooshing, da lings animations

)art o the problem with having so much te@t onscreen is that itputs o people. I the idea o your presentation is to read romthe slides then we are you there< 1esides people can readBuicker than you can talk so they&ll have 'nished reading yourslide and be waiting or the ne@t one, or even worse working ona masterpience doodle.

Cour presentation, )owerpoint or otherwise, should be asupporting aid – you want main the ocus on you not yourpresentation. Ideally, you should be able to deliver an eBuallyinteresting presentation should thepro6ector computer room audience break.

Avoid too many bullets as well – it makes the in ormation dullor the audience.

“should have ten slides, last no more than twenty minutes, andcontain no ont smaller than thirty points.7

8uy Dawaski

olour ,Ese colour well ,=igh Buality images

2. )ractice

4itness



(low to develop,Fuick to disappear

!he more you practice",better you eel ,more you want to do

4eeling >ervous<

Gack o e@perience,Gack o preparation ,Gack oenthusiasm,>egative sel /talk ,1ecoming on'dent ,1e over/prepared,Hehearse and practice,Dnow your sub6ect ,Eserela@ation techniBues,1e positive ,Avoid stressors

#JG+1+HA!J below )+I>!( 4+H 2 rd Buestion andinclude them in K th Buestion also$

hoose Cour Hesponse

(timulus Hesponse theory #(H theory$

1etween stimulus and response, man has thereedom to choose.

Within the reedom to choose are thoseendowments that make us uniBuely human./ ?iktor 4rankl

;. )resenting

5ake a strong start ,(how your passion ,Jye contact ,(mile,Lealing with Fuestions

!HA ! techniBue

9. !hank the Buestioner

:. Hepeat the Buestion



2. Answer the Buestion

;. heck with the Buestioner i they are satis'ed

M. !hank them again

8iving riticism

(tep 9" Gisten to riticism

(tep :" Lecide on !ruth

(tep 2" Hespond Assertively

)assive Hesponse

Lirectly Aggressive Hesponse

Indirectly Aggressive Hesponse

1 ST ANS

LJ I(I+> 5ADI>8"

Every human has four endowments - self awareness, conscience,independent will and creative imagination. These give us t he ultimatehuman freedom... The power to ch oose, to respond, to change.

1. Predict

In order to be proactive, you must first develop foresight.

Proactive people are rarely caught by surprise. Learn to anticipateproblems and events. Understand how things work; look for patterns;recogni e the regular routines, daily practices and natural cycles thate!ist in your business. "t the same time, don#t allow yourself to become

complacent. Use your imagination when anticipating future outcomes.$on#t simply e!pect the past to always be an accurate predictor for the



future; use your creativity and logic. %ome up with multiple scenarios forhow events could unfold. Proactive people are always on their toes.

&. Prevent

Proactive people foresee potential obstacles and e!ert their power tofind ways to overcome them before those obstacles turn into concreteroadblocks.

'hey prevent problems that others would simply look back on inhindsight and claim unavoidable. $on#t allow yourself to get swept up ina feeling of powerlessness. (hen challenges approach, take control andconfront them head on before they grow into overwhelming problems.

). Plan

Proactive people plan for the future.

"void one*step, +here and now thinking and instead, look ahead andanticipate long*term conse-uences. ring the future into the present;what can you do today to ensure success tomorrow/ $on#t makedecisions in a vacuum; every decision is a link in a chain of eventsleading to one final conclusion. In order to make the best decision, youhave to know where you came from, where you are, and where you wantto end up.

0. Participate

Proactive people are not idle observers, they are active participants.

In order to be proactive, you must get involved. ou have to takeinitiative and be a part of the solution. 2ecogni e that you are only a

piece of the whole and that you influence3and are influenced by3theactions of others. $on#t simply react to them. 4ngage with them. 4!ertyour influence and make a contribution.

5. Perform

eing proactive means taking timely, effective action.

ou must be decisive and willing to do the work 67(. Procrastination isnot an option. 'ake ownership of your performance and hold yourselfaccountable. 8tand behind your decisions. eing proactive means you



have taken careful, thoughtful steps to choose the appropriate path;you#re not 9ust reacting impulsively to your environment.

P27"%'I:4 7%U<8Positive ,4nergy,enlarges the ,circle of

influence

1 st -uestion

"''I'U$4

"bility to do what you decided to do is uni-uely human

(e call it self =awareness

"nimals don#t possess it

8elf*awareness make us learn from others e!perience as well asour own

'hat#s why we make and break habits

'he true nature is determined by conditioning and conditions*

4g< >onkey#s conditioning; eagle#s egg1. Genetic determinism < >y grandparents did and so me ?inherited

traits@

&. Psychic determinism < >y parents did it to me

?upbringing@

). Environmental determinism < >y neighbours,

my teacher, my friend etc., are doing this to me

?surroundings@

+OB$ B;%KB: BA4; :;8O A:;7S7he primary human endowments are =) selfCawareness or selfC*nowledgeD 0) imagination and conscienceD and ?) !olition or will

power.

http://www.franklincovey.com/fc/library_and_resources/article_library/the_seven_habits_of_highly_effective_people/seven_habits_revisited__seven_unique_human_endowments

http://www.franklincovey.com/fc/library_and_resources/article_library/the_seven_habits_of_highly_effective_people/seven_habits_revisited__seven_unique_human_endowments



SelfC4wareness4ssociated with a#it =' &e Proacti!e is the endowment of selfC*nowledge or selfCawareness C an a#ility to choose your response(responseCa#ility). 4t the low end of the continuum are the ineffecti!e

people who transfer responsi#ility #y #laming themsel!es or others or their en!ironment anything or any#ody "out there" so that they are notresponsi#le for results. %f % #lame you, in effect % ha!e empoweredyou. % ha!e gi!en my power to your wea*ness. 7hen % can createe!idence that supports my perception that you are the pro#lem.4t the upper end of the continuum toward increasing effecti!eness isselfCawareness' "% *now my tendenciesD % *now the scripts or

programs that are in meD #ut % am not those scripts. % can rewrite myscripts." ou are aware that you are the creati!e force of your life. ouare not the !ictim of conditions or conditioning. ou can choose yourresponse to any situation, to any person. &etween what happens toyou and your response is a degree of freedom. 4nd the more youe/ercise that freedom, the larger it will #ecome. 4s you wor* in yourcircle of influence and e/ercise that freedom, gradually you will stop

#eing a "hot reactor" (meaning thereLs little separation #etweenstimulus and response) and start #eing a cool, responsi#le chooser nomatter what your genetic ma*eCup may #e, no matter how you wereraised, no matter what your childhood e/periences were, or what theen!ironment is. %n your freedom to choose your response lies the

power to achie!e growth and happiness.%magine what might happen if you could get e!ery person inside acompany to willingly act on the #elief' "Kuality #egins with me. 4nd% need to ma*e my own decisions #ased on carefully selected

principles and !alues." Proacti!ity culti!ates this freedom. %tsu#ordinates your feelings to your !alues. ou accept your feelings,"%Lm frustrated, %Lm angry, %Lm upset. % accept those feelingsD % donLtdeny or repress them. ;ow % *now what needs to #e done. % amresponsi#le." 7hatLs the principle' "% am responseCa#le."9onscienceSo on the continuum, you go from #eing a !ictim to #eing a selfCdetermining creati!e power through selfCawareness of the power tochoose your response to any condition or conditioning.



4ssociated with a#it 0' &egin ith the :nd %n Aind is theendowment of imagination and conscience. %f you are the

programmer, write the program. 8ecide what youLre going to do withthe time, talent, and tools you ha!e to wor* with' " ithin my smallcircle of influence, %Lm going to decide."4t the low end of the continuum is the sense of futility a#out goals,

purposes, and impro!ement efforts. 4fter all, if you are totally a!ictim, if you are a product of what has happened to you, then whatcan you realistically do a#out anything- So you wander through lifehoping things will turn out well, that the en!ironment may #e

positi!e, so you can ha!e your daily #read and may#e some positi!efruits.4t the other end is a sense of hope and purpose' "% ha!e created thefuture in my mind. % can see it, and % can imagine what it will #e li*e."4nimals canLt do that. 7hey may instincti!ely gather nuts for thewinter, #ut they canLt create a nutCma*ing machine, nor do they as*the question, " hy do % do nuts- hy donLt % get someone else togather nuts for me-" Only humans e/amine such questions. Only

people ha!e the capa#ility to imagine a new course of action and pursue it conscientiously.

hy conscience- &ecause to #e highly effecti!e, your consciencemust monitor all that you imagine, en!ision, and engineer. 7hose whoattempt to e/ercise creati!ity without conscience ine!ita#ly create theunconsciona#le. Or, at the !ery least, they e/change their creati!etalents for "canned goods," using their creati!ity C their appliedimagination and !isual affirmations C to win material things or socialrewards. 4nd then they #ecome hopelessly im#alanced.Practice using these two unique human capacities' +irst, see yourselfgoing to the office this afternoon, or home tonight, and finding it in aterri#le situation. 7he house is a total disaster. ;o one has done his orher Go#D all the commitments made ha!e #een unfulfilled. 4nd youLretired and #eat up.%magination

;ow, imagine, yourself responding to that reality in a mature, wise,selfCcontrolled manner. See the effect that has on someone else. oudidnLt confess their sins. ou started to pitch in. ou were cheerful,helpful, pleasant. 4nd your #eha!ior will pric* the conscience of



others and allow the consequences agreed upon to happen.ou Gust used two unique human capacities' imagination and

conscience. ou didnLt rely on memoryD if you had relied on memoryor history, you might ha!e lost your cool, made Gudgments of other

people and e/acer#ated conditions. Aemory is #uilt into your pastresponses to the same or similar stimuli. Aemory ties you to your

past. %magination points you to your future. our potential isunlimited, #ut to potentiate is to actualiEe your capa#ilities no matterwhat the conditions are.%n the #oo* AanLs Search +or Aeaning, Vi*tor +ran*l, the 4ustrian

psychiatrist imprisoned in the death camps of ;aEi <ermany in orldar %%, tells how he e/ercised the power to choose his response to his

terri#le conditions. One day, he was su#Gected to e/periments on his #ody. 4nd he disco!ered, "% ha!e the power to choose." 4nd heloo*ed for meaning. e #elie!ed that if you ha!e a meaning (purposeor cause), if you ha!e a why, you can li!e with any what.7he de!elopment of his professional life came out of that one insight.

e was raised in the +reudian tradition of psychic determinism. elearned it was a lie. %t wasnLt #ased on science. %t came from the studyof sic* people C neurotics and psychotics C not from the study ofhealthy, creati!e, effecti!e people. e didnLt go to his memoryD hewent to his imagination and conscience. ou, too, can progress alongthe continuum from futility and old ha#its to faith, hope, and innersecurity through the e/ercise of conscience and imagination.

illpower 4ssociated with a#it ?' Put +irst 7hings +irst is the endowment ofwillpower. 4t the low end of the continuum is the ineffecti!e, fla*ylife of floating and coasting, a!oiding responsi#ility and ta*ing theeasy way out, e/ercising little initiati!e or willpower. 4nd at the topend is a highly disciplined life that focuses hea!ily on the highlyimportant #ut not necessarily urgent acti!ities of life. %tLs a life ofle!erage and influence.

ou go from !ictim to creati!e resource, from futility to hope andanchorage, and from fla*y to disciplined a#its =, 0 and ?. One drawson selfCawareness or selfC*nowledgeD two draws on conscience andimaginationD and three draws on willpower. 7hese are unique humanendowments that animals donLt possess. On the continuum, you go



from #eing dri!en #y crises and ha!ing canLt and wonLt power to #eingfocused on the important #ut not necessarily urgent matters of yourlife and ha!ing the will power to realiEe them. +rom primary tosecondary endowments4nd the secondary endowments are @) an a#undance mentalityD 1)courage and considerationD and M) creati!ity. 7he se!enth endowmentis selfCrenewal. 7hese are all unique human endowmentsD animalsdonLt possess any of them. &ut, they are all on a continuum of low tohigh le!els. 7he e/ercise of primary human endowments empowersyou to use the secondary endowments more effecti!ely.P$%A4$ <$:47;:SS4#undance Aentality4ssociated with a#it @' 7hin* inC in is the endowment of ana#undance mentality. hy- &ecause your security comes from

principles. :!erything is seen through principles. hen your wifema*es a mista*e, youLre not accusatory. hy- our security does notcome from your wife li!ing up to your e/pectations. %f your son, yourhus#and, your friend, or your #oss ma*es a mista*e, you donLt #ecomeaccusatory, you loo* with compassion. hy- our security does notcome from them. %t comes from within yourself. ouLre principleCcentered.4s people #ecome increasingly principleCcentered, they lo!e to sharerecognition and power. hy- %tLs not a limited pie. %tLs an e!erCenlarging pie. 7he #asic paradigm and assumption a#out limitedresources is flawed. 7he great capa#ilities of people are hardly e!entapped. 7he a#undance mentality produces more profit, power, andrecognition for e!ery#ody.On the continuum, you go from a scarcity to an a#undance mentalitythrough feelings of intrinsic selfCworth and a #ene!olent desire formutual #enefit.9ourage69onsideration4ssociated with a#it 1' See* +irst to Bnderstand, 7hen to &eBnderstood is the endowment of courage #alanced with consideration.8oes it ta*e courage and consideration to not #e understood first-7hin* a#out it. 7hin* a#out the pro#lems you face. ou tend to thin*," ou need to understand me, #ut you donLt understand. % understandyou, #ut you donLt understand me. So let me tell you my story first,



and then you can say what you want." 4nd the other person says,"O*ay, %Lll try to understand." &ut the whole time theyLre "listening,"theyLre preparing their reply. 7hey are Gust pretending to listen,selecti!e listening. hen you show your home mo!ies or tell somechapter of you auto#iography "let me tell you my e/perience" theother person is tuned out unless he feels understood.

hat happens when you truly listen to another person- 7he wholerelationship is transformed' "Someone started listening to me and theyseemed to sa!or my words. 7hey didnLt agree or disagree, they Gustwere listening and % felt as if they were seeing how % saw the world.4nd in that process, % found myself listening to myself. % started tofeel a worth in myself."7he root cause of almost all people pro#lems is the #asiccommunication pro#lem C people do not listen with empathy. 7heylisten from within their auto#iography. 7hey lac* the s*ill and attitudeof empathy. 7hey need appro!alD they lac* courage. ithin theirframe of reference, they say, " hat can % do to please that person. ehas this high need for control. ait a minute, %Lm the manager incontrol. % didnLt come to listen % came to tell. hen % want youropinion, %Lll gi!e it to you." 7he a#ility to listen first requires restraint,respect, and re!erence. 4nd the a#ility to ma*e yourself understoodrequires courage and consideration. On the continuum, you go fromfight and flight instincts to mature twoCway communication wherecourage is #alanced with consideration.9reati!ity4ssociated with a#it M' SynergiEe is the endowment of creati!ity Cthe creation of something. ow- &y yourself- ;o, through tworespectful minds communicating, producing solutions that are far

#etter than what either originally proposed. Aost negotiation is positional #argaining and results at #est in compromise. &ut when youget into synergistic communication, you lea!e position. ouunderstand #asic underlying needs and interests and find solutions tosatisfy them #oth.7wo ar!ard professors, $oger +isher and illiam Bry, in their #oo*<etting to es outline a whole new approach to negotiation. %nstead of assuming two opposing positions "% want that window open." ";o,closed." ";o, open." with occasional compromise half open half the



time they saw the possi#ility of synergy. " hy do you want it open-"" ell, % li*e the fresh air." " hy do you want it closed-" "% donLt li*ethe draft." " hat can we do that would gi!e the fresh air without thedraft."

;ow, two creati!e people who ha!e respect for each other and whounderstand each otherLs needs might say, "IetLs open the window inthe ne/t room. IetLs rearrange the furniture. IetLs open the top part ofthe window. IetLs turn on the air conditioning."7hey see* new alternati!es #ecause they are not defending positions.

hene!er thereLs a difference, say, "IetLs go for a synergistic winCwin. IetLs listen to each other. hat is your need-" " ell, %Lm in Gustthe mood for this *ind of a mo!ie. hat would you li*e-" Aay#e youcan find a mo!ie or some other acti!ity that would satisfy #oth. 4ndyou get people thin*ing. 4nd if you get the spirit of teamwor*, youstart to #uild a !ery powerful #ond, an emotional #an* account, and

people are willing to su#ordinate their immediate wants for longCtermrelationships.One of the most important commitments in a family or a #usiness isne!er to #admouth. 4lways #e loyal to those who are a#sent if youwant to retain those who are present. 4nd if you ha!e pro#lems, yougo directly to the person to resol!e them. %f you refuse to #admouthsomeone #ehind their #ac* to another person, what does that person*now. hen some#ody #admouths him #ehind his #ac*, you wonLt

Goin in.+or e/ample, during times of death, di!orce, and remarriages, thereare typically many strained feelings in families o!er the settlements.+amily mem#ers who feel slighted or cheated often say nasty thingsa#out other family mem#ers. 7hin* how much pain and anguishmight #e spared if mem#ers of the family would adhere to two #asic

principles' =) People and relationships in our family are moreimportant than things (people on their death #ed ne!er tal* a#outspending more time at the office C they tal* a#out relationships)D and0) hen we ha!e any difficulty or difference, we will go directly tothe person. e are responsi#le for our own attitudes and #eha!iors,and we can choose our responses to this circumstance.

ith courage and consideration, we will communicate openly witheach other and try to create winCwin solutions. On the continuum, you



go from defensi!e communication to compromise transactions tosynergistic and creati!e alternati!es and transformations.SelfC$enewal4ssociated with a#it 3' Sharpen the Saw is the unique endowmentof continuous impro!ement or selfCrenewal to o!ercome entropy. %fyou donLt constantly impro!e and renew yourself, youLll fall intoentropy, closed systems and styles. 4t one end of the continuum isentropy (e!erything #rea*s down), and the other end is continuousimpro!ement, inno!ation, and refinement. On the continuum, you gofrom a condition of entropy to a condition of continuous renewal,impro!ement, inno!ation, and refinement.

communications and softskills answers

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