Based on 1990 SDR Article. Control systems act to make their own input match internal standards or reference signals. Competent control systems create illusions of stimulus response causality. Stimulus-response theory can approximate the relationship between disturbance and action, but it can't predict the consequences of behavior. These consequences are maintained despite disturbances. See IM-9007 for a double loop version
Based on 1990 SDR Article. Control systems act to make their own input match internal standards or reference signals. Competent control systems create illusions of stimulus response causality. Stimulus-response theory can approximate the relationship between disturbance and action, but it can't predict the consequences of behavior. These consequences are maintained despite disturbances. See IM-9007 for a double loop version
Based on 1990 SDR Article. Control systems act to make their own input match internal standards or reference signals. Competent control systems create illusions of stimulus response causality. Stimulus-response theory can approximate the relationship between disturbance and action, but it can't predict the consequences of behavior. These consequences are maintained despite disturbances. See IM-9007 for a double loop version
The fact
that we all strive to reduce psychologically inconsistent thoughts is a well-researched phenomenon. When we hold
two conflicting thoughts in our heads we feel an overwhelming desire to reduce
this conflict. This desire can be a powerful driver in the way we behave. Most
of us are aware at some level that if we took the threat of climate change
seriously we would need to completely change our routines and the way we behave.
Flying off on holiday would be out of the question. Swimming pools would be a
past luxury. Most of us would need to give up our cars and become vegetarians.
The list can be extended almost endlessly. Very often, subconsciously, we try
to reduce troubling and inconvenient facts by minimizing, ignoring or even by denying
them. Could this be why we hardly talk about climate change even in the face of
increasingly frequent extreme weather events and obvious signs that it is
occurring now?
This subject
needs to be openly talked about between us and in the press. The seriousness of global warming makes it a necessity.
Only when this happens will politicians have the space and incentive to
act on our behalf. But before this can happen we need to be aware of the reason
why we avoid talking about this subject – this graph tries to illustrate the
harmful dynamic that could be responsible for it.
in the beginning, expectations are normal for a new employee. By excelling, the employee builds goodwill, and immunizes self from criticism and accompanying shame. However, as time goes on, expectations rise until they first reach, and then exceed, the level of the employee's performance. This may be due to demands from multiple sources that are unaware of each other. It may also come about as completed projects add a layer of ongoing, and growing, maintenance. At this point, perceived criticism of the employee's performance occurs. Depending on the employee's potential for shame, which is likely high due to his/her use of this perfectionist defense, this criticism triggers shame, which then results in an avoiding (withdrawal, quitting) or controlling (secondary anger, irritability) defensive response. Alternatively, the employee may choose effective action, setting boundaries and beginning to address the shame directly, separating it from performance.
in the beginning, expectations are normal for a new employee. By excelling, the employee builds goodwill, and immunizes self from criticism and accompanying shame. However, as time goes on, expectations rise until they first reach, and then exceed, the level of the employee's performance. This may be due to demands from multiple sources that are unaware of each other. It may also come about as completed projects add a layer of ongoing, and growing, maintenance. At this point, perceived criticism of the employee's performance occurs. Depending on the employee's potential for shame, which is likely high due to his/her use of this perfectionist defense, this criticism triggers shame, which then results in an avoiding (withdrawal, quitting) or controlling (secondary anger, irritability) defensive response. Alternatively, the employee may choose effective action, setting boundaries and beginning to address the shame directly, separating it from performance.
in the beginning, expectations are normal for a new employee. By excelling, the employee builds goodwill, and immunizes self from criticism and accompanying shame. However, as time goes on, expectations rise until they first reach, and then exceed, the level of the employee's performance. This may be due to demands from multiple sources that are unaware of each other. It may also come about as completed projects add a layer of ongoing, and growing, maintenance. At this point, perceived criticism of the employee's performance occurs. Depending on the employee's potential for shame, which is likely high due to his/her use of this perfectionist defense, this criticism triggers shame, which then results in an avoiding (withdrawal, quitting) or controlling (secondary anger, irritability) defensive response. Alternatively, the employee may choose effective action, setting boundaries and beginning to address the shame directly, separating it from performance.
