This phrase: "Train yourself to let go of what you're afraid of losing" the last
week I heard in the film Episode III of Star Wars.
I wondered what things that cause us fear losing infectivity and discomfort?
Here are some answers I found and want to share with you:
The reason: We fight to be right, as if it were life to us. In a sense it
is this: If you live in the paradigm of "I think, therefore I am", if my
thinking and my reasons are questioned, it is my own existence.
prisons." Federico Nietzsche
"The most wonderful thing we can experience is the mysterious." Albert
Old habits: We learned to do things a
certain way, and often no way to update that. However, in a changing world and
changing beings we are, a circumstance that could give a very good result, now
may not work well.
"The chains of habit
are too weak to be felt until they are too strong to be broken." Samuel Johnson
Our explanation: When you do not get what
we want, the things that matter, we find excellent explanations of why we fail.
We were satisfied with the explanations ... and resign ourselves to not
achieving the results that are important to us.
"We never know what
will happen next, nor know why what happens happens. Explanations invented
individual, family, national, religious or cultural. We want to know in
order to predict, to choose a course of action or to try to control our
lives, even a little. But the truth is we do not know." Janet Cedar Spring
The past: We believe that because something
"bad" happened once, probably will happen again in a similar circumstance. Let
this defending of a past that no longer exists, and projecting into the future,
generating thus a self-fulfilling prophecy.
Drop your words you will find new reasons shared, drop your old habits will
allow you to be flexible and learn new ways of doing, reassuring explanations
release lets you get the best results, release the past allows you to design a
future for you. Release not lose ... but be open to incorporate something new.
COMPETENCE The body of
knowledge, skills and attitudes whose application results in superior
performance that contributes to achieving the objectives.
To exercise any profession (engineer, doctor, accountant, etc.). Must have
trained in the skills of the profession ... develop specific skills for the
exercise of this activity or job.
This is no novelty. However, it is important to begin to realize that these
specific skills are necessary but not sufficient for professional practice or
the actual development of jobs.
To achieve excellence we must also develop conversational skills, to coordinate,
negotiate, lead, make decisions, and so on. These are what we call generic
"Competency is defined
as an underlying characteristic in a person that is causally related to
successful performance in a job."
Generic skills are those that have to do, not technical, but with essentially
human. So, are all those skills and resources we all have, at least potentially,
for the simple fact of being human. And, therefore, have an impact on all areas
where we move people.
Now these skills have power do not mean to have them developed. Generally we do
not realize the difference it would make in our lives the power train in these
generic skills. And often insist on doing more of the same ... and achieve more
of the same results that do not satisfy us.
What are these generic competencies? Can be grouped into personal, and
relational competence. Here are some:
PERSONAL SKILLS: You have to do with the development of emotional intelligence,
pro, our level of thinking, decision making, our willingness to learn, how to
face obstacles and design our future.
RELATIONAL SKILLS: Those that come into play with other people: Our ability to
communicate, listen to others and make ourselves heard, to coordinate with
others as well as a team member and in leadership positions, the ability to
negotiate, resolve conflicts, generate a shared vision, and so on.
These abilities, which we all can and should develop. Not learned at home, not
trained in school nor in college.
How to learn to develop them? We propose a possibility, through our courses.
However, there is only one way, but many. The important thing is that you find
depends more on the emotional competencies of cognitive." Daniel Goleman
"Many of the problems
of effectiveness and suffering we face in the world (of organizations and in
personal life) is related to inefficiencies presented in the form of
conversations and relationships with others. For example, it is possible to
find highly competent teams in technical yet have trust issues that make it
difficult to coordinate actions that generate resentment problems cultures
resignation rumor or problems that make impossible to exploit the
opportunities offered by the future."
GAME OF LIFE
"Work and play can not
be different. When you put all your energy and your heart at work, the
difference with the game dissolves." Shakti Gawain
When we hear the phrase "life is like a game," usually associate it with a game
of chance. However we see several elements that are present in every game, as in
life. Here are some:
LIMITS: No play possible if no limits, boundaries define the stage of the game.
Similarly, life presents us with boundaries, both spatial and temporal.
RULES: All games to be played, requires clear and definite rules. If we change
the rules, the game changes. In the same way life has its rules. Some we know,
others not. Some of those we learn in everyday life, others will evolve with the
social and historical context. It is important to realize that ignorance of a
rule does not relieve us of it.
PLAYERS: Obvious is not it? Could it be game without player? In the game of
life, every living being is the protagonist.
ACTION: Those that allow the game to develop. If no action, no movement, no
result. The same happens in life are our actions and our environment, generating
STRATEGY: In both games, as in life, action based on strategies. Sometimes they
are thought out and planned strategies ... others repeat automatic strategies in
an almost unconscious. The strategy we adopt is the one that defines the range
of possible actions, and of course, the final results. The first rule for a
successful strategy is to have a clear view of the stage of the game and the
goals we want to achieve.
Because of these similarities we found our attitudes enter into the game and in
everyday life, is that we use in our training, group dynamics games.
"Every social system is
based on certain performance standards, be they formal or informal. This is
what we call "rules". There are many different games: some of them tend to
promote trust among members of a system, while others have the opposite
effect, that of running. A system that encourages cooperation, develop
confidence, whereas a system that encourages competition among its members
will cause various forms of distrust.
The rules of behavior will not only determine the basic social games or
practices in which members of a system will be compromised; also define
compulsive behaviors, prohibited and permitted ...
Every organization, every company has its own rules of behavior, and they
influence the level of confidence of its members. The more confused they
are, and are arbitrarily implemented or considered, the greater the distrust
with which they operate." Rafael