Stephen R. Covey, Pillock

My boss gave me this 7 Habits of Highly Effective People calendar for Christmas as sort of a joke, because I’m disorganized. But the calendar doesn’t address organization, it is full of a lot of wooly sophistry. I tear a page off every day and marvel at what damn silly thing this guy won’t say next.

Take March 15th, for example. He says, “The way we see the problem is the problem.” This is not only wooly, it’s unproductively recursive. I take it we’re supposed to assume he simply means that problems are compounded by errors made in forming judgements about them. But I think that’s being awfully charitable given that there’s no reason he couldn’t have just said so, save for a dismissable bit of verbal irony. Instead I think I’m well justified in supposing that he doesn’t give this stuff much thought.

He started out pretty rocky on January 2 (I keep these tear-offs scattered about my desk to symbolize the principles of organization that the calendar is not teaching me) by saying, “We must look at the lens through which we see the world, as well as the world we see, and understand that the lens itself shapes how we interepret the world.” With what shall I look at the lens, dear Liza, dear Liza? Again, I could extend charity and take it that he means that its useful to be aware of preconceptions which are applied in the formation of judgments. But why should the reader assume responsibility for the author’s clarity?

On March 6th, he said, “Spend time with your children now, one on one. Listen to them; understand them. Look at your home, at school life, at the challenges and the problems they’re facing…through their eyes. Build the Emotional Bank Account. Give them psychological air.”

Maybe if I’d read the book, this rhetoric wouldn’t seem completely ex recto. Emotional Bank Account? Well, I guess a bank account is meaningful metaphor. I could say I’ve seen people kite emotional checks. But it seems a little crass to use it to describe what we’re supposed to believe amounts to some kind of sincerity. A bank a better metaphor to talk about the Intellectual Checks Covey’s Intellectual Ass can’t cover.

Psychological air? Is that anything like fanning the breeze? It sure sounds like it.

February 21, the guru says, “Effective people are not problem-minded; they’re opportunity-minded. They feed opportunities and starve problems.”

What does `starving a problem’ amount to if not ignoring it and hoping it will go away?

February 25th, “Marilyn Ferguson observed, `No one can persuade another to change. Each of us guards a gate of change that can only be opened from the inside. We cannot open the gate of another, either by argument or by emotional appeal.’”

Since Marilyn Ferguson’s insights here are not especially original, nor her metaphor singularly clever, nor her language particularly beautiful or even interesting or at all unique, it’s not clear why he’s quoting her instead of just saying it in his own words. This looks like something a high school kid would quote to pad out his Works Cited page.

Do people actually pay money for advice of this kind?

They sure do pay money. Enormous amounts of it.

However, this sort of management consulting mumbo-jumbo is on the decline. Coveyesque stuff, systematics, and other “soft” management consulting stuff first sprung up in the 1970s in force and was very big in the 1980s and early 90s because… well, because people thought it worked.

Now, however, customers are becoming far more critical of what they’re paying their money for. I suspect people bought up stuff like Covey and “Zapp!” and Tom Peters and what have you in large part because they didn’t know how to deal with the soft aspects of running a business and could be convinced to buy anything. Now, however, your average businessperson is generally a lot savvier with respect to this sort of thing, and can tell a useful workshop from a Seven Habits cliche-of-the-month.

Covey’s “Seven Habits,” if you’ve ever read it, is the absolute nadir of this sort of nonsense. He is a master of stating the most obvious generalities in lengthy, cliche-ridden consultese. My father - who was a consultant - referred to books like this as “Affirmation manuals” because you’d read them and agree with everything (because, of course, it’s all obvious generalities) but be impressed by them because they’re so verbose and pseudo-scholastic. Unfortunately, as my father was fond of pointing out, it was extremely likely that you would not actually come away from reading the book with anything you could apply to anything else. Since they’re also written from a positive-thinking-self-improvement point of view, they discourage critical appraisal and encourage grinning agreement, which makes the reader feel smart. “Gosh, Stephen Covey says, so clearly, what I’ve always felt!” is a common reaction to Seven Habits. What he says isn’t demonstrable WRONG. It’s rather obvious that you should prioritize things, start projects with a defined goal in mind, be open to new information, and all that. But, to put it simply: DUH! It’s as if he expanded it to “The 50 Habits of Highly Effective People” and included things like “Habit 9: Breathe Oxygen. If you stop breathing, you’ll die. Make regular withdrawls from the Oxygen Atmosphere Account, maybe 20-30 a minute.”

A skeptic, like most of your SDMB posters, will read cliches and know they’re cliches. Unfortunately, most people aren’t skeptics, and Seven Habits was written to make you feel good. If you read the myriad of Seven Habits knockoff books he’s written, the quality goes WAY, way down. They aren’t any more nonsensical, but they aren’t nearly as smoothly written and easily agreeable. When he’s addressing a more defined issue, such as in “7 Habits of Highly Effective Families,” he starts to trip up, write things that are dumb and say things even the most slack-jawed junior executive might question. You can’t play with obvious generalities if you’re addressing a specific topic.

You think that’s bad, wait’ll they move your cheese.

Johnny, you’re not thinkin’ outside the box…
::d&r::

Howzabout I paradigm shift that up your ass? :smiley:

For my birthday, CrankyAsAnOldMan sent me the grand-daddy of all crappy self-help advice craptacular crapfests, with a twist. Yes, you guessed it, she sent me Thomas Kinkade’s Lightposts for Living, a page-a-day calendar that combines horrid representations of twee fantasy cottages with gems of advice. Please allow me to have a few words with Mr. Kinkade:
“Try to capture, in about ten words, what you feel is the primary focus of your life.” (Painting of a bunch of people milling around on a street lit with gaslights)

That’s 17 words right there, genius.

“Thinking forward to tomorrow can help tremendously in determining your focus for today.” (Painting of a cottage with light shining cheerfully from the windows)

Actually, getting the things you need to do today done and out of your way is also a great way to “determine your focus for today.” It’s called “not procrastinating.”

" ‘Block out’ space on the canvas of your life to take care of priority items."

Why don’t I start with blocking out your hideous picture of a horse and carriage crossing a bridge? Then, instead of “blocking out” space for those priority items, I’ll just work on them instead.

“Assign each element of your life a place in the landscape of your daily flow of time and energy.”*

Yeah, thanks, feng-shui Master. What were you thinking when you assigned snow to the roof of the cottage but no anywhere else in the picture? Your happy little trees near the footbridge are a direct affront to Bob Ross.

*“Blocking off space for the important concerns of your life will do wonders for your sense of peace and harmony.” *.

March must be national “Blocking Off Space” month, giving us something to do between Black History Month and Arbor Day. How are we blocking off this space, exactly? Does the lighthouse in your painting have a little padded Quiet Room? I am impressed, by the way, at how you’ve managed to capture the reflection of the light from the cottage on the cobblestones in such close proximity to the delicate ocean spray. Truly you are a painter of shite.

Oh God:

My former manager got into all this crap. I remember a mandatory day long meeting discussing the insights of the Celestine Prophecy.

The who moved my cheese thing made me want to kill myself.

Then she got promoted, and I guess now she’s out inflicting this crap on people in Seattle.

I’ll raise Scylla one… the “Who Moved My Cheese” made me want to not only kill myself, but also to make sure none of the idiots who foisted this on me were no longer breathing.

Celestine Prophesy? In a work setting? Has the madness gone this far?

Regarding “7 Habits”… I concur that there is a lot of nonsense in the book, but there is some common sense too (none of which you’ll find in the stupid calendar thought-of-the-day bilge)…

Habit 1. Be Proactive… don’t play the victim and don’t whine…I’ve no problem with that.

Habit 2. Begin With An End In Mind… have a goal… OK… no problem with that either… everyone knows how working towards a goal can focus one’s activities.

Habit 3. Put First Things First… this actually I think is the only valuable pragmatic info in the whole book… gives one a framework regarding time management to ensure that one takes care of what is important.

Habit 4. Think Win Win. and Habit 5. Seek First To Understand… again, more common sense in the business world, to have a balance between advocacy and inquiry behaviors.

I won’t even go into the last two habits because they’re just mumbo-jumbo to fill out the book (and Covey’s pocketbook).

It’s a shame that some of the good messages get lost in the pseudo-religious preachings of Covey and his followers. I’ve been a manager in business for 20 years, and it always amazes me how well intentioned people can get so caught up with the “flavor of the month” management guru. Covey has lasted longer than most.

Well, I’m guessing I should probably be blessing my ignorance on this subject, but would someone clue me in on what this “Who moved the cheese” business is, pretty please?

Jesus H. Christ, no wonder you started hanging out with sheep!

But don’t you folks start dissin’ my man, Tom Peters. I worship him for his ability to find a publisher for a book that was really a magazine article Xeroxed a hundred times and submitted as a thick book. (See Liberation Management) Lord, is he repetitious enough?

“Who Moved My Cheese” is a recent book by Spencer Johnson (who was co-author of “The One Minute Manager”).

My hardcover copy is 94 pages of about 24 point type on a page size only slightly larger than a paperback book… and a quarter of those pages have these cheesy (pun intended) drawings.

Why do I have a hardcover copy of this tripe you ask? Well, it was required reading in my last job… and there were frickin’ discussion groups we were forced to attend!!! What a waste. After reading Ferrous’ question I went to my bookshelf to see if I had thrown it out or not, and much to my dismay found it sitting there amongst a lot of high quality business books.

But wait… I haven’t told you what the story is about have I?

There are four characters in the story… two mice named Sniff and Scurry, and two mice-sized humans named Hem and Haw. They’re all in a mouse-maze. Sniff and Scurry get up early and go find their cheese. Hem and Haw wake late, and eventually find the cheese too. But one day the cheese is gone. Well of course, Sniff and Scurry don’t let this bother them, they just go find more cheese somewhere else in the maze. But Hem and Haw? Well, they’re puzzled about the missing cheese. So the sit there and wait for the cheese to return.

And THAT’S IT!!! The moral of the story is of course, when things change in your environment, do not sit back and wait for things to happen, but be proactive and make things happen on your own.

The irony of my particular situation was that the company was going through hard times (ie-the environment was changing), so the unintended message to the employees was to go find another job somewhere else! Geez… that company was run by morons. That’s why I had to leave.

(at least the mice were the smart ones)
algernon

You have obviously been assimilated, algernon. “Proactive/Pro-active” is yet another one of those tripe buzz words.

~smile~ Since I’ve been in management so long, I don’t deny that the probability of me being assimilated is greater than the probability that I haven’t, but …

…in this case, I was just repeating what is in the two books in question… Covey labels his first habit “Be Proactive”, and when I was looking through the horrific Cheese book, one of the summarization points was to “be proactive”.

Algernon, your username is eerily appropriate for your post.

So when do Nick and Fetcher show up to haggle with Ginger?

For a funny, highly entertaining working over of “Who Moved My Cheese” checkout Christopher Livingston’s website “Not My Desk”
http://www.notmydesk.com/reviews/who_moved_my_cheese.html

There was one of these managment mumbo-jumbo seminars going on at the hotel I was staying at last week. Listening to some participants in the bar afterwards, I kept thinking I’d come across some refugees from the Golgafrichan ‘B’ ark.

I used to work for a company that was eating this Covy crap up left and right. They even made all the managers and team leaders go to a three day class on that crap, while we were stuck to deal with overloaded call volumes (due to management being gone).

Then I went to work for an educational institution. Most everything has been great here, but now they are getting into that sort of crap. Somone here thought that it would be great if we started following the “Fish Philosophy” and now I’m seeing that sort of ambiguous “feel good” stuff again.

I think that one day, I’ll become a motivational speaker. They know nothing, and get paid for teaching nothing to others.

What I want to know is why rationalists can’t get in on this gravy train. I could be a guru. Chequez vous:

[ul]
[li]When people talk about paradigm shifts' they are referring to something that has been recognized and described after the fact, and which was caused by people who did not set out to shift paradigms, but rather to pursue whatever seemed useful and/or truthful. The pursuit of truth and utility makes for paradigm shifts, not the converse.[/li] [li]Not all truths are useful, nor all utility truthful.[/li] [li]Many of the ideas we consider common sense and you don't need a philosopher to tell you were in fact thought up by philosophers whose ideas ran counter to what was considered common sense at the time. These ideas have diffused through the culture so that now most of us who hold with them don't even know the names of these philosophers.[/li] [li]We get the expression thinking outside the box’ from the Nine Dots Puzzle, which looks like this:[/li]
. . .
. . .
. . .

We are instructed draw through each dot using only four lines. The lines may cross, but they may not overlap.

We are told that people fail to solve this puzzle because they make the unwarranted assumption that the box formed by the pattern of dots is a boundary beyond which no lines may be drawn. The proscribed solution involves drawing lines beyond this imagined boundary. Thus, `thinking outside the box.’

The proscribed solution looks something like this:

..._
|\ /
. . .
| X
. . .
|/

But this solution makes other assumptions not justified except by the same kinds of pre-judgments the puzzle is supposed to illustrate the error of. For one thing, we are supposed to assume that line means Euclidean line segment, which is not at all a necessary assumption. Artists draw lines all the time that are nothing like Euclidean line segments, and once that assumption is no longer in play, the puzzle is all but solved already.

People who congratulate themselves for `thinking outside the box’ are probably just as guilty of relying on unjustified pre-suppositions that they are not aware of holding.

Furthermore, to carry the metaphor, quite often the reason why we have the intuitive impression that there is a box which we must not go beyond is that there is in fact such a box. The assumption that we must think outside of it may be unproductive and dishonest.

[/ul]