Your Adversity Quotient
by Paul Stoltz, Ph.D.
Dr. Stoltz is president and CEO of PEAK Learning, Inc., a consulting and research firm in San Luis Obispo, CA. Email info@peaklearning.com; www.peaklearning.com . He is author of Adversity Quotient: Turning Obstacles into Opportunities (Wiley, New York, 1997) and Adversity Quotient@Work (Morrow, New York, 2000).
How many adverse events do you experience on your average day? Are you consumed by these events or are you letting them lead to stronger performance? I developed the Adversity Quotient (AQ) to test the unconscious pattern of how people respond to adversity, and show how to increase it and, thereby, help individuals become valuable at work.
Adversity Response Profile
Imagine the following events as if they were happening right now. Then circle the number that represents your answer to each of the related questions.
You suffer a financial setback.
To what extent can you influence this situation?
Not at all 1 2 3 4 5 Completely
You are overlooked for a promotion.
To what extent do you feel responsible for improving the situation?
Not responsible at all 1 2 3 4 5 Completely responsible
You are criticized for a big project that you just completed.
The consequences of this situation will:
Affect all aspects of my life 1 2 3 4 5 Be limited to this situation
You accidentally delete an important email.
The consequences of this situation will:
Last forever 1 2 3 4 5 Quickly pass
The high-priority project you are working on gets canceled.
The consequences of this situation will:
Affect all aspects of my life 1 2 3 4 5 Be limited to this situation
Someone you respect ignores your attempt to discuss an important issue.
To what extent do you feel responsible for improving this situation?
Not responsible at all 1 2 3 4 5 Completely responsible
People respond unfavorably to your latest ideas.
To what extent can you influence this situation?
Not at all 1 2 3 4 5 Completely
You are unable to take a much-needed vacation.
The consequences of this situation will:
Last forever 1 2 3 4 5 Quickly pass
You hit every red light on your way to an important appointment.
The consequences of this situation will:
Affect all aspects of my life 1 2 3 4 5 Be limited to this situation
After extensive searching, you cannot find an important document.
The consequences of this situation will:
Last forever 1 2 3 4 5 Quickly pass
You workplace is understaffed.
To what extent do you feel responsible for improving this situation?
Not responsible at all 1 2 3 4 5 Completely responsible
You miss an important appointment.
The consequences of this situation will:
Affect all aspects of my life 1 2 3 4 5 Be limited to this situation
You personal and work obligations are out of balance.
To what extent can you influence this situation?
Not at all 1 2 3 4 5 Completely
You never seem to have enough money.
The consequences of this situation will:
Last forever 1 2 3 4 5 Quickly pass
You are not exercising regularly though you know you should.
To what extent can you influence this situation?
Not at all 1 2 3 4 5 Completely
Your organization is not meeting its goals.
To what extent do you feel responsible for improving this situation?
Not responsible at all 1 2 3 4 5 Completely responsible
Your computer crashed for the third time this week.
To what extent can you influence this situation?
Not at all 1 2 3 4 5 Completely
The meeting you are in is a total waste of time.
To what extent do you feel responsible for improving this situation?
Not responsible at all 1 2 3 4 5 Completely responsible
You lost something that is important to you.
The consequences of this situation will:
Last forever 1 2 3 4 5 Quickly pass
Your boss adamantly disagrees with your decision.
The consequences of this situation will:
Affect all aspects of my life 1 2 3 4 5 Be limited to this situation
Scoring
Your AQ response is comprised of four CORE dimensions. Understanding them is the first step toward improving your response to adversity, expanding your capacity, and, ultimately, increasing your overall AQ.
Insert each of the 20 numbers you circled on the Adversity Response Profile in the corresponding boxes that appear below. Then insert the total for each column in the corresponding box. Add the four totals and then multiply that number by two for your final score.
C O R E
1. ___ 2. ___ 3. ___ 4. ___
7. ___ 6. ___ 5. ___ 8. ___
13.___ 11.___ 9. ___ 10.___
15.___ 16.___ 12.___ 14.___
17.___ 18.___ 20.___ 19.___
Total C =___ Total O =___ Total R =___ Total E =___
Total C+O+R+E x 2 = ARP Score =________
The average ARP score is 147.5. What’s your score? The higher the better.
Now, look at your CORE breakdown and determine which aspects of the AQ you need to improve.
C = Control
To what extent can you influence the situation?
How much control do you perceive you have?
Those with higher AQs perceive they have significantly more control and influence in adverse situations than do those with lower AQs. Even in situations that appear overwhelming or out of their hands, those with higher AQs find some facet of the situation they can influence. Those with lower AQs respond as if they have little or no control and often give up.
O = Ownership
To what extent do you hold yourself responsible for improving this situation?
To what extent are you accountable to play some role in making it better?
Accountability is the backbone of action. Those with higher AQs hold themselves accountable for dealing with situations regardless of their cause. Those with lower AQs deflect accountability and most often feel victimized and helpless.
R = Reach
How far does the fallout of this situation reach into other areas of your work or life?
To what extent does the adversity extend beyond the situation at hand?
Keeping the fallout under control and limiting the reach of adversity is essential for efficient and effective problem solving. Those with higher AQs keep setbacks and challenges in their place, not letting them infest the healthy areas of their work and lives. Those with lower AQs tend to catastrophize, allowing a setback in one area to bleed into other, unrelated areas and become destructive.
E = Endurance
How long will the adversity endure?
Seeing beyond even enormous difficulties is an essential skill for maintaining hope. Those with higher AQs have the uncanny ability to see past the most interminable difficulties and maintain hope and optimism. Those with lower AQs see adversity as dragging on indefinitely, if not permanently.
1-50 51-100 101-150 151-200 201-250 251-300
301-350 351-400 401-450 451-500 501-550 551-600
601-650
©2006 Winston J. Brill & Associates. All rights reserved.
Selasa, 30 Desember 2008
Selasa, 23 Desember 2008
High Tech High Touch
exclusive professional service offerings
High Tech High Touch Solutions is a full-service Help Desk and Call Center consulting firm whose goal is to revolutionize business making these groups corporate assets through advanced usage and combining of people, process, information, and technology. We are committed to customer service excellence and problem resolution.
A customer-first philosophy offers our customers the service they need in order to be a leader in their industry. Specialists on the team are productive and confident when dealing with all challenges on the job. Tech High Touch Solutions, Inc. will design, plan, project manage, and implement solutions through innovative techniques and ideas.
Our services are distributed worldwide, and include comprehensive assessments, consulting services, technology recommendations and system implementations, direction in knowledge management, plus personal coaching and mentoring. In addition, company president Ivy Meadors is a popular presenter on many help desk and call center related topics.
Benefits Resulting from our Work Efforts
* Increased 1st Call Resolution
* Career Opportunities
* Job Enrichment
* Ownership & Pride in Work
* Improved Morale, motivation, and open communication
* Reduced Turnover
* Increased Knowledge Sharing
* Competitive Advantage
* Efficient Use of Technology & Resources
* Increased Solution Accuracy
* Exemplary Customer Satisfaction Benefits from Implementing Enhancements
* Enhanced customer satisfaction through improved high quality performance
* Higher productivity per person in total calls handled and resolved per day.
* Enhanced performance from increased training and development of employee skills.
* More efficient methods for tracking and trending of call and problem data.
* Significant cost savings from reduced resource requirements.
* Integrated systems for enhanced performance.
* Improved processes with a means for continuous improvement.
Assessments
A service and support environment is a complex operation, and the many parameters that affect its success can make it difficult to identify, prioritize and address the issues to change. Pressure to increase the quality of service and support, the productivity of internal technology users, and the satisfaction of the end customer places increasing strain on limited resources.
Our comprehensive assessments involve analysis of many aspects of the enterprise. Our exclusive assessments bring an operation more into line with industry best practices, reduce costs, create revenue generating service centers and improve morale of the help desk and contact center team.
High Tech High Touch Assessments include tools such as:
Evaluation of staffing levels, assessment of communication and team morale, review of ergonomic concerns, infrastructure, staffing, work environment, and, communication processes.
Analysis of call trends and statistics, review of call handling techniques, observations of agent's phone skills, incident management, and trend analysis Information. Review knowledge sources, and recommended Knowledge Management approaches.
Assessment of call tracking system effectiveness, review of phone system and ACD design, and specialized software is part of our assessment deliverables.
Our assessments also include a valuable Gap Analysis. This analysis represents the comparison of your existing Call Center or Help Desk to the rest of the industry. The charts produced from the analysis can be utilized for future benchmarking. The information can be reassessed every six months and compared to the previous results. This will provide a tool for measuring the rate of improvements as the re-engineered support environment progresses.
Consulting (top)
Our consulting focuses on implementing the findings from the assessment. We provide many consulting services including:
* Re-design staffing patterns.
* Review staff training needs.
* Create skills matrixes and bring all staff up to required skill levels.
* Establish regular staff meetings, change control reviews, and individual performance meetings.
* Design and implement state of the art workstations.
* Create best practice guidelines.
* Compile technical procedures and documentation.
* Implement Automated Call Distribution (ACD) and Voice Response Units (VRU) systems as well as VoIP systems.
* Install state of the art help desk tools, such as remote control / screen emulation systems, and remote software installation utilities.
* Select and install call tracking systems.
Knowledge Management (top)
High Tech High Touch Solutions, Inc. performs assessments on the long-term knowledge needs of our clients. The goals of our knowledge assessments are to:
Introduce the interviewees to Knowledge Management. We provide information about how a solution centered support organization functions and the benefits to the company.
Identify the potential knowledge users and contributors. These may include, but not be limited to, analysts in the support organization, at all levels, and end users. Other staff may be users of the Knowledge Base by-products, such as a listing of the most common problems with custom applications. Groups outside of IT use a Knowledge Base to help their non-technical staff solve information problems.
Identify the sources of existing knowledge. These may include, but not be limited to, knowledge in analysts’ heads, existing call records, email chains of Frequently Asked Questions, existing technical documentation, and analysts’ cheat sheets.
Determine processes in place in the support organization today, including any knowledge management efforts.
Knowledge management is revolutionizing the functionality of the Call Center and Help Desk. Companies want to please their users and have found that implementing a Knowledge Management system is crucial for success.
Technology (top)
Call Centers and Help Desks often already exist and many of them in multiple locations. The true challenge for the business is the reconfiguration of its support resources into a more effective unit. These changes in the Call Center and Help Desk, from being reactive to proactive, can help generate additional revenues for the company.
Selecting and implementing the right set of technology will significantly improve the effectiveness of Call Center and Help Desk operations. Depending on the business, the representatives and technicians need a variety of software products to effectively serve the customers and end users.
There are hundreds of vendors that offer support software. We believe in providing the technology that will work best in your company. That is why we are vendor neutral. This may give us the extra challenge of staying on top of all the support software innovations, but we enjoy seeing the companies we help succeed beyond their expectations.
Motivational Speaking (top)
Company founder and president Ivy Meadors has shared her excitement and knowledge, nationwide, as a keynote speaker. She presents technological, customer focused, and motivational speeches. She creates enthusiasm and excitement by giving attendees new ideas that they can apply immediately. She has received multiple letters from corporate executives and others that say they are still, "powered up" after hearing her speak. Ivy has also been quoted and interviewed for her expertise repeatedly in leading industry trade journals.
Your service and support groups can become proactive education centers aligned with your business units offering unparalleled service. The service and support centers will have a significant and positive impact to the bottom-line by using advanced technological solutions and industry best practices combined with highly motivated, loyal staff.
Described as "Industry Analysts," "Leaders in the Industry," and "a team made up of some of the most advanced people in this industry," High Tech High Touch Solutions, Inc. is proud to offer our professional, and customized services to the service and support industry for over 12 years.
Our founder, Ivy Meadors, brings her 28 years of experience and her vast network of business associates to the forefront to provide you the most exemplary team possible to advance your Help Desks and Service Desks or Call and Contact Centers quickly, realizing measurable revenue gains, contact management improvements.
The Help Desk (Service Desk) is one of the key backbones of the enterprise and the Contact Center the face of the business. All service and support organizations can become corporate assets when designed effectively.
High Tech High Touch Solutions is a full-service Help Desk and Call Center consulting firm whose goal is to revolutionize business making these groups corporate assets through advanced usage and combining of people, process, information, and technology. We are committed to customer service excellence and problem resolution.
A customer-first philosophy offers our customers the service they need in order to be a leader in their industry. Specialists on the team are productive and confident when dealing with all challenges on the job. Tech High Touch Solutions, Inc. will design, plan, project manage, and implement solutions through innovative techniques and ideas.
Our services are distributed worldwide, and include comprehensive assessments, consulting services, technology recommendations and system implementations, direction in knowledge management, plus personal coaching and mentoring. In addition, company president Ivy Meadors is a popular presenter on many help desk and call center related topics.
Benefits Resulting from our Work Efforts
* Increased 1st Call Resolution
* Career Opportunities
* Job Enrichment
* Ownership & Pride in Work
* Improved Morale, motivation, and open communication
* Reduced Turnover
* Increased Knowledge Sharing
* Competitive Advantage
* Efficient Use of Technology & Resources
* Increased Solution Accuracy
* Exemplary Customer Satisfaction Benefits from Implementing Enhancements
* Enhanced customer satisfaction through improved high quality performance
* Higher productivity per person in total calls handled and resolved per day.
* Enhanced performance from increased training and development of employee skills.
* More efficient methods for tracking and trending of call and problem data.
* Significant cost savings from reduced resource requirements.
* Integrated systems for enhanced performance.
* Improved processes with a means for continuous improvement.
Assessments
A service and support environment is a complex operation, and the many parameters that affect its success can make it difficult to identify, prioritize and address the issues to change. Pressure to increase the quality of service and support, the productivity of internal technology users, and the satisfaction of the end customer places increasing strain on limited resources.
Our comprehensive assessments involve analysis of many aspects of the enterprise. Our exclusive assessments bring an operation more into line with industry best practices, reduce costs, create revenue generating service centers and improve morale of the help desk and contact center team.
High Tech High Touch Assessments include tools such as:
Evaluation of staffing levels, assessment of communication and team morale, review of ergonomic concerns, infrastructure, staffing, work environment, and, communication processes.
Analysis of call trends and statistics, review of call handling techniques, observations of agent's phone skills, incident management, and trend analysis Information. Review knowledge sources, and recommended Knowledge Management approaches.
Assessment of call tracking system effectiveness, review of phone system and ACD design, and specialized software is part of our assessment deliverables.
Our assessments also include a valuable Gap Analysis. This analysis represents the comparison of your existing Call Center or Help Desk to the rest of the industry. The charts produced from the analysis can be utilized for future benchmarking. The information can be reassessed every six months and compared to the previous results. This will provide a tool for measuring the rate of improvements as the re-engineered support environment progresses.
Consulting (top)
Our consulting focuses on implementing the findings from the assessment. We provide many consulting services including:
* Re-design staffing patterns.
* Review staff training needs.
* Create skills matrixes and bring all staff up to required skill levels.
* Establish regular staff meetings, change control reviews, and individual performance meetings.
* Design and implement state of the art workstations.
* Create best practice guidelines.
* Compile technical procedures and documentation.
* Implement Automated Call Distribution (ACD) and Voice Response Units (VRU) systems as well as VoIP systems.
* Install state of the art help desk tools, such as remote control / screen emulation systems, and remote software installation utilities.
* Select and install call tracking systems.
Knowledge Management (top)
High Tech High Touch Solutions, Inc. performs assessments on the long-term knowledge needs of our clients. The goals of our knowledge assessments are to:
Introduce the interviewees to Knowledge Management. We provide information about how a solution centered support organization functions and the benefits to the company.
Identify the potential knowledge users and contributors. These may include, but not be limited to, analysts in the support organization, at all levels, and end users. Other staff may be users of the Knowledge Base by-products, such as a listing of the most common problems with custom applications. Groups outside of IT use a Knowledge Base to help their non-technical staff solve information problems.
Identify the sources of existing knowledge. These may include, but not be limited to, knowledge in analysts’ heads, existing call records, email chains of Frequently Asked Questions, existing technical documentation, and analysts’ cheat sheets.
Determine processes in place in the support organization today, including any knowledge management efforts.
Knowledge management is revolutionizing the functionality of the Call Center and Help Desk. Companies want to please their users and have found that implementing a Knowledge Management system is crucial for success.
Technology (top)
Call Centers and Help Desks often already exist and many of them in multiple locations. The true challenge for the business is the reconfiguration of its support resources into a more effective unit. These changes in the Call Center and Help Desk, from being reactive to proactive, can help generate additional revenues for the company.
Selecting and implementing the right set of technology will significantly improve the effectiveness of Call Center and Help Desk operations. Depending on the business, the representatives and technicians need a variety of software products to effectively serve the customers and end users.
There are hundreds of vendors that offer support software. We believe in providing the technology that will work best in your company. That is why we are vendor neutral. This may give us the extra challenge of staying on top of all the support software innovations, but we enjoy seeing the companies we help succeed beyond their expectations.
Motivational Speaking (top)
Company founder and president Ivy Meadors has shared her excitement and knowledge, nationwide, as a keynote speaker. She presents technological, customer focused, and motivational speeches. She creates enthusiasm and excitement by giving attendees new ideas that they can apply immediately. She has received multiple letters from corporate executives and others that say they are still, "powered up" after hearing her speak. Ivy has also been quoted and interviewed for her expertise repeatedly in leading industry trade journals.
Your service and support groups can become proactive education centers aligned with your business units offering unparalleled service. The service and support centers will have a significant and positive impact to the bottom-line by using advanced technological solutions and industry best practices combined with highly motivated, loyal staff.
Described as "Industry Analysts," "Leaders in the Industry," and "a team made up of some of the most advanced people in this industry," High Tech High Touch Solutions, Inc. is proud to offer our professional, and customized services to the service and support industry for over 12 years.
Our founder, Ivy Meadors, brings her 28 years of experience and her vast network of business associates to the forefront to provide you the most exemplary team possible to advance your Help Desks and Service Desks or Call and Contact Centers quickly, realizing measurable revenue gains, contact management improvements.
The Help Desk (Service Desk) is one of the key backbones of the enterprise and the Contact Center the face of the business. All service and support organizations can become corporate assets when designed effectively.
Keajaiban Glass Liquid
Artikel Iptek - Bidang Nanoteknologi dan Material
Kita tentu mengetahui bahwa Piramid di Mesir, Kuil Parthenon, dan Colosseum hingga saat ini masih bisa kita lihat bentuk bangunan aslinya. Kekuatan dan kokohnya bangunan tersebut tentu sangat menarik untuk dipelajari.
Bangunan, seiring dengan waktu akan semakin rapuh pula kekuatannya, karena pengaruh lingkungan. Tentu menjadi impian semua orang memiliki bangunan yang kuat, tahan lama, dan tahan terhadap api. Harapan-harapan tersebut bisa sedikit terjawab dengan ditemukannya glass liquid.
Glass liquid
Glass atau kaca yang kita temukan sehari-hari adalah material padat pada suhu kamar. Untuk mencairkannya diperlukan suhu sekitar 1400 derajat celcius. Tentu hal yang sulit untuk membuat glass dalam keadaan liquid pada suhu kamar. Tapi bagi Masatoshi Shioda, hal tersebut telah menjadi kenyataan setelah melewati penelitian selama sembilan tahun lamanya. Glass ini berbentuk cairan pada suhu kamar, sehingga dinamakan glass liquid. Sekilas jika dilihat dengan mata, serupa dengan air biasa, namun bila dikeringkan dalam mesin pengering dapat membentuk glass atau kaca.
Cairan ini dibuat dengan mencairkan quartz, yang selanjutnya dalam keadaan liquid atau cairan distabilkan, kemudian ditambahkan dengan sekitar 30 jenis enzim. Fungsi enzim ini adalah untuk menghambat partikel-partikel quartz untuk berikatan (menjadi padat) sehingga menyebabkan quartz tetap dalam keadaan cair.
Kayu tahan api
Kayu merupakan bahan yang sering digunakan sebagai bahan untuk membuat rumah atau bangunan. Kayu memiliki sifat sangat mudah terbakar, sehingga jika terjadi kebakaran dapat dipastikan rumah tersebut hangus menjadi abu dan mampu merembet bangunan lainnya. Namun lain halnya jika kayu ini dilapisi dengan glass liquid, menyebabkan tahan api dan tidak mudah terbakar.
Untuk membuktikannya telah dilakukan percobaan dengan membakar miniatur rumah yang terbuat dari kayu. Satu miniatur rumah tanpa dilapisi dengan glass liquid, sedangkan yang lainnya dilapisi dengan glass liquid. Pada percobaan ini, kayu yang tanpa dilapisi glass liquid api dengan cepat membesar dan menimbulkan asap hitam, sedangkan kayu yang dilapisi glass liquid, api tidak membesar, bahkan apinya menjadi padam. Pada akhirnya kayu yang tidak dilapisi glass liquid menjadi abu, sedangkan yang dilapisi glass liquid tetap kokoh.
Pertanyaannya adalah mengapa glass liquid dapat menyebabkan kayu menjadi tahan api? Pada kayu banyak terdapat pembuluh silinder, jika pada kayu dilapisi glass liquid maka glass liquid ini akan menyerap dan menutupi bagian pembuluh-pembuluh tersebut sampai pada kedalaman sekitar lima milimeter. Penutupan pembuluh-pembuluh kayu akan mengubah kayu menjadi lapisan kaca sehingga membuat kayu menjadi tidak mudah terbakar. Seperti disebutkan dibagian awal tulisan ini bahwa untuk mencairkan kaca memerlukan suhu diatas 1400 1400 derajat celcius, sehingga dengan adanya glass liquid ini bangunan atau rumah yang terbuat dari kayu dapat terhindar dari kobaran api bila terjadi kebakaran.
Memperpanjang usia bangunan
Jepang memiliki pemecah gelombang laut yang terbuat dari konkrit untuk mencegah terjadinya gelombang tsunami. Biasanya konkrit untuk bangunan ini terletak pada kondisi lingkungan dingin, mudah terkena air laut, dan sinar ultraviolet yang sangat kuat. Pada lokasi ini pula dilakukan percobaan untuk mengetahui seberapa besar pengaruh glass liquid terhadap kekuatan konkrit.
Konkrit dari pemecah gelombang laut yang dibangun satu tahun lalu, dengan mudahnya terkena air laut sehingga membuat permukaan konkrit menjadi terkorosi dan mudah terkelupas. Namun konkrit yang telah dilapisi dengan glass liquid tidak ditemukan adanya korosi.
Mengapa ketahanan konkrit meningkat? Pada konkrit terdapat banyak rongga kosong, dengan dilapisi glass liquid, akan menutupi rongga kosong tersebut dan kemudian akan terbentuk lapisan kaca. Sehingga air laut dan gas CO2 yang merupakan penyebab terjadinya korosi pada konkrit dapat dicegah.
Konkrit yang digunakan saat ini memiliki masa durability sekitar 50 tahun. Adanya lapisan kaca pada konkrit membuat masa durability konkrit menjadi lebih tinggi, diperkirakan mencapai 200 tahun. Selain itu penggunaan glass liquid ini sangat ramah lingkungan, tidak ada efek samping dan bahaya yang ditimbulkan. Hingga saat ini penggunaan glass liquid ini sudah meluas diberbagai kawasan di Jepang, misalnya terowongan di Hokkaido.
Glass liquid vs Asbes
Asbes merupakan bahan berbahaya bila dipakai pada sebuah bangunan. Serabut asbes apabila terbang diudara sangatlah berbahaya karena bisa mengakibatkan kanker paru-paru pada penghirupnya. Saat ini, pemakaian asbes pada bangunan sudah dilarang diseluruh Jepang mengingat bahaya yang ditimbulkan. Namun diyakini pemakaian asbes di Jepang masih tersisa dibeberapa bangunan.
Saat ini, cara penguraian asbes ada dua cara, yaitu dengan memerangkap pada pelarutnya atau melebur pada suhu tinggi. Tentu kedua cara ini tidaklah gampang dan memerlukan biaya yang cukup mahal.
Pemakaian glass liquid dengan cara menyemprotkan pada asbes, akan terbentuk lapisan kaca dan menutupi lapisan serabut asbes sehingga serabut asbes mengeras (10 jam berikutnya akan menjadi keras secara sempurna). Hal ini menyebabkan serabut-serabut asbes tidak terbang di udara bebas. Cara ini sangatlah mudah dan hanya tidak memerlukan biaya mahal. Selain itu asbes yang yang sudah mengeras ini bisa diolah lebih lanjut menjadi bahan yang tahan api mencapai suhu 1200 derajat celcius.
Walaupun cara ini belum dijadikan cara resmi pemerintah Jepang dalam penanganan asbes, bukan tidak mungkin cara ini akan menjadi cara resmi mengingat begitu banyak manfaat dan keuntungan yang diberikan oleh glass liquid ini.
Penemuan glass liquid ini memberikan dampak besar dalam industri kontruksi karena mampu meningkatkan kualitas konkrit dan membuat bangunan yang terbuat dari kayu menjadi tidak mudah terbakar. Apabila diterapkan di industri konstruksi Indonesia akan membawa dampak positif, bangunan menjadi kuat, jalan tidak mudah rusak, dan pada akhirnya diharapkan dapat menghemat anggaran negara dalam pembangunan sarana transportasi publik. Wallahu alam bishawwab.
Kita tentu mengetahui bahwa Piramid di Mesir, Kuil Parthenon, dan Colosseum hingga saat ini masih bisa kita lihat bentuk bangunan aslinya. Kekuatan dan kokohnya bangunan tersebut tentu sangat menarik untuk dipelajari.
Bangunan, seiring dengan waktu akan semakin rapuh pula kekuatannya, karena pengaruh lingkungan. Tentu menjadi impian semua orang memiliki bangunan yang kuat, tahan lama, dan tahan terhadap api. Harapan-harapan tersebut bisa sedikit terjawab dengan ditemukannya glass liquid.
Glass liquid
Glass atau kaca yang kita temukan sehari-hari adalah material padat pada suhu kamar. Untuk mencairkannya diperlukan suhu sekitar 1400 derajat celcius. Tentu hal yang sulit untuk membuat glass dalam keadaan liquid pada suhu kamar. Tapi bagi Masatoshi Shioda, hal tersebut telah menjadi kenyataan setelah melewati penelitian selama sembilan tahun lamanya. Glass ini berbentuk cairan pada suhu kamar, sehingga dinamakan glass liquid. Sekilas jika dilihat dengan mata, serupa dengan air biasa, namun bila dikeringkan dalam mesin pengering dapat membentuk glass atau kaca.
Cairan ini dibuat dengan mencairkan quartz, yang selanjutnya dalam keadaan liquid atau cairan distabilkan, kemudian ditambahkan dengan sekitar 30 jenis enzim. Fungsi enzim ini adalah untuk menghambat partikel-partikel quartz untuk berikatan (menjadi padat) sehingga menyebabkan quartz tetap dalam keadaan cair.
Kayu tahan api
Kayu merupakan bahan yang sering digunakan sebagai bahan untuk membuat rumah atau bangunan. Kayu memiliki sifat sangat mudah terbakar, sehingga jika terjadi kebakaran dapat dipastikan rumah tersebut hangus menjadi abu dan mampu merembet bangunan lainnya. Namun lain halnya jika kayu ini dilapisi dengan glass liquid, menyebabkan tahan api dan tidak mudah terbakar.
Untuk membuktikannya telah dilakukan percobaan dengan membakar miniatur rumah yang terbuat dari kayu. Satu miniatur rumah tanpa dilapisi dengan glass liquid, sedangkan yang lainnya dilapisi dengan glass liquid. Pada percobaan ini, kayu yang tanpa dilapisi glass liquid api dengan cepat membesar dan menimbulkan asap hitam, sedangkan kayu yang dilapisi glass liquid, api tidak membesar, bahkan apinya menjadi padam. Pada akhirnya kayu yang tidak dilapisi glass liquid menjadi abu, sedangkan yang dilapisi glass liquid tetap kokoh.
Pertanyaannya adalah mengapa glass liquid dapat menyebabkan kayu menjadi tahan api? Pada kayu banyak terdapat pembuluh silinder, jika pada kayu dilapisi glass liquid maka glass liquid ini akan menyerap dan menutupi bagian pembuluh-pembuluh tersebut sampai pada kedalaman sekitar lima milimeter. Penutupan pembuluh-pembuluh kayu akan mengubah kayu menjadi lapisan kaca sehingga membuat kayu menjadi tidak mudah terbakar. Seperti disebutkan dibagian awal tulisan ini bahwa untuk mencairkan kaca memerlukan suhu diatas 1400 1400 derajat celcius, sehingga dengan adanya glass liquid ini bangunan atau rumah yang terbuat dari kayu dapat terhindar dari kobaran api bila terjadi kebakaran.
Memperpanjang usia bangunan
Jepang memiliki pemecah gelombang laut yang terbuat dari konkrit untuk mencegah terjadinya gelombang tsunami. Biasanya konkrit untuk bangunan ini terletak pada kondisi lingkungan dingin, mudah terkena air laut, dan sinar ultraviolet yang sangat kuat. Pada lokasi ini pula dilakukan percobaan untuk mengetahui seberapa besar pengaruh glass liquid terhadap kekuatan konkrit.
Konkrit dari pemecah gelombang laut yang dibangun satu tahun lalu, dengan mudahnya terkena air laut sehingga membuat permukaan konkrit menjadi terkorosi dan mudah terkelupas. Namun konkrit yang telah dilapisi dengan glass liquid tidak ditemukan adanya korosi.
Mengapa ketahanan konkrit meningkat? Pada konkrit terdapat banyak rongga kosong, dengan dilapisi glass liquid, akan menutupi rongga kosong tersebut dan kemudian akan terbentuk lapisan kaca. Sehingga air laut dan gas CO2 yang merupakan penyebab terjadinya korosi pada konkrit dapat dicegah.
Konkrit yang digunakan saat ini memiliki masa durability sekitar 50 tahun. Adanya lapisan kaca pada konkrit membuat masa durability konkrit menjadi lebih tinggi, diperkirakan mencapai 200 tahun. Selain itu penggunaan glass liquid ini sangat ramah lingkungan, tidak ada efek samping dan bahaya yang ditimbulkan. Hingga saat ini penggunaan glass liquid ini sudah meluas diberbagai kawasan di Jepang, misalnya terowongan di Hokkaido.
Glass liquid vs Asbes
Asbes merupakan bahan berbahaya bila dipakai pada sebuah bangunan. Serabut asbes apabila terbang diudara sangatlah berbahaya karena bisa mengakibatkan kanker paru-paru pada penghirupnya. Saat ini, pemakaian asbes pada bangunan sudah dilarang diseluruh Jepang mengingat bahaya yang ditimbulkan. Namun diyakini pemakaian asbes di Jepang masih tersisa dibeberapa bangunan.
Saat ini, cara penguraian asbes ada dua cara, yaitu dengan memerangkap pada pelarutnya atau melebur pada suhu tinggi. Tentu kedua cara ini tidaklah gampang dan memerlukan biaya yang cukup mahal.
Pemakaian glass liquid dengan cara menyemprotkan pada asbes, akan terbentuk lapisan kaca dan menutupi lapisan serabut asbes sehingga serabut asbes mengeras (10 jam berikutnya akan menjadi keras secara sempurna). Hal ini menyebabkan serabut-serabut asbes tidak terbang di udara bebas. Cara ini sangatlah mudah dan hanya tidak memerlukan biaya mahal. Selain itu asbes yang yang sudah mengeras ini bisa diolah lebih lanjut menjadi bahan yang tahan api mencapai suhu 1200 derajat celcius.
Walaupun cara ini belum dijadikan cara resmi pemerintah Jepang dalam penanganan asbes, bukan tidak mungkin cara ini akan menjadi cara resmi mengingat begitu banyak manfaat dan keuntungan yang diberikan oleh glass liquid ini.
Penemuan glass liquid ini memberikan dampak besar dalam industri kontruksi karena mampu meningkatkan kualitas konkrit dan membuat bangunan yang terbuat dari kayu menjadi tidak mudah terbakar. Apabila diterapkan di industri konstruksi Indonesia akan membawa dampak positif, bangunan menjadi kuat, jalan tidak mudah rusak, dan pada akhirnya diharapkan dapat menghemat anggaran negara dalam pembangunan sarana transportasi publik. Wallahu alam bishawwab.
The Corporate Mystic
The Corporate Mystic, Part 1
"Leadership is going where nobody else has gone."
-- Bob Calvin, former chairman, Motorola
If you will open up to being a source of integrity, vision, and intuition in your organization, you step into leadership regardless of what niche you occupy. Many people wait to be instructed or reminded to take full ownership of these powers. The Corporate Mystic knows that real power and real fun comes from being a source. When you are the source, you take full responsibility for bringing into being the corporate culture you want. Everyone can be the source, and when they think they are, they are.
If you are willing to let go of your resistance to being a source, you claim a type of spiritual power that others can feel.
Leaders are comfortable with being a source of integrity, vision, and intuition. They seek to be producers, not consumers of these three rare commodities. Inspired leaders, though, have something extra. They are committed to everyone else being a source. In other words, they are committed to being a source of sources. This takes them out of the power game. If you set yourself up as the source of something while disempowering those around you, look out. It may feel great for a while, but the costs are enormous. You risk playing Daddy or Mommy to people who are still looking for someone to take care of them. Boardrooms are not immune from this problem.
Imagine what could happen in your organization if everyone were trained to be a source of integrity. In a work space in which everyone felt connected to the source of integrity, miracles would happen every day. All the energy usually wasted on cleaning up integrity breaches could be channeled into creativity.
The same thing is true for vision or intuition. Imagine the power of an organization where everyone was empowered to be visionary. In our corporate training workshops we get to see this happen week after week, but it never fails to move us.
The Corporate Mystic, Part 2
A typical situation is that one person in a room of twenty will be the only one operating in the visionary role at the beginning of the workshop. Usually this is the CEO or highest officer; frequently it is the person who arranged for the training to take place. After three days of work, though, the picture is very different. All twenty are now taking responsibility for being the source of vision for the company. The energy in the room is humming with shared excitement. Everyone is on the same frequency because everyone is a source.
Source is where the creativity comes from. It is also where the profits and the fun come from. People who connect with source get to inspire creativity, profits, and fun. Everybody else gets to sit on the bench and grouse. In this part we will explore how to go about becoming the source of integrity, vision, and intuition in your organization.
The surest mark of mystics at work is how they handle integrity lapses. Remember, mystics are not immune to integrity breaches, but they are quicker to fix them than the average person.
Part of the mind-set of the mystic is to greet feedback gracefully. Mystics take care to appreciate both the message and the messenger. They thank and often reward the person who says "You've broken an agreement" or "This isn't fair." Most people do not get this kind of direct feedback because the messenger is afraid to give it. Mystics typically place a higher value on truth than they do on their own comfort.
They are quick to acknowledge lapses they have perpetrated. They can say things like "I realize that I broke our agreement" and "I was not telling you the truth when I said...." Although they may make far fewer mistakes than the average person, they are quick to say "I made a mistake here" or "Looks like I was dead wrong on that issue." People with low self-esteem cannot admit mistakes or cop to a broken agreement: Being right is all they've got. Corporate Mystics will tell you they made a mistake as quickly as they'll tell you the time of day.
Hendricks and Ludeman, The Corporate Mystic, Part 3
Mystics do not waste time with regret; they put their energy into solutions. Sometimes it's as simple as telling whatever truth wasn't told the first time around. Other times you must handle the wounded feelings of the person on the other end of the perpetration. An agreement may need to be renegotiated or an apology issued. Whatever the action, you won't know until you raise the question: "What needs to be done here to fix this and move one"
Once you have determined that a painful phone call has to be made, it is wise to do it before you do anything else. Integrity problems fester faster once you know about them but before you've acted on them. Usually, what is required is a communication or an action, and sometimes both. If your employee has been stealing from Widow Smith's account, you have to replace the money, fire the employee, and give the widow a full accounting of the story. Act quickly and leave no loose ends.
The mystic's response can be broken into four steps.
First: Face squarely what happened.
The number one cause of integrity disasters is looking the other way, not facing them straight on in the early stages. Some of us postpone it for a lifetime. An example: A man who headed one of America's largest companies was having an affair with a charismatic woman, a vice-president some years his junior. As the buzz began to spread through the organization, his top aide told him that he needed to face the situation squarely. The aide later said that his boss literally looked out the window and changed the subject! The cost of not facing it squarely escalated quickly. Soon, with the board of directors on his back, the boss issued a heated denial, saying that he and the vice-president were "just friends." Nobody believed it, and time showed why. Later, after the axe had fallen, the two were quietly married.
The question remains: Why not just face things squarely and cop to them? The answer is the fear that most of us carry with us from junior high school on: We don't want to get caught and look stupid. Mystics know a secret that cures them of this fear: By the time we start getting scared of being caught and looking stupid, we've already been caught and we already look stupid. We have caught ourselves. Might as well admit it cheerfully and get on with it.
The Corporate Mystic, Part 4
Second: Accept the situation.
Suppose you have cheated on your taxes. The first step--facing squarely what happened--means that you drop all the denial, excuse making, rationalizing, and avoidance. You admit it: You cheated.
Accepting goes deeper. It allows you to have a deep-body experience of reality. You haven't accepted something until you feel a shift deep in yourself. This may take time. It means giving up your final resistance to the truth. You accept the part of you that is a cheater. You acknowledge your greed, your irresponsibility, and whatever else motivates your cheating. You accept your cheating history, assuming it's happened before, and you open up to learning everything you need to know about the role cheating plays in your life. Accepting is a very comprehensive action. It may take months, not minutes. However, the moment you truly accept something, no matter how long it takes, you create an open space from which to create a new way of being.
Most of us are kept from genuine acceptance by two barriers. First, we often do not want to accept unpleasant or unsavory aspects of ourselves. But until we have faced and accepted these aspects--"I'm an alcoholic" or "I cheated"--there is no clear space from which to generate change. Second, many people think that if they accept something they will be stuck with it forever. There is a rich paradox here. Not accepting something as it is keeps it in place. Accepting it begins the change process. We have it upside down. We need to understand that a full, deep-body acceptance of reality, exactly as it is, provides the springboard for change.
Three: Make a choice.
Now you must choose. Choosing has enormous power, especially if it comes from a clear space of acceptance. Failure to choose a new path of action causes as many integrity breaches as not facing or not accepting. The ordinary person thinks that not choosing keeps lots of options open. The mystic knows that not choosing keeps us mired in confusion and energy-draining drama. Perry Barlow faced a difficult choice when he took over as CEO of an Australian land-development firm. The preceding six months had been tied up in a dispute of whether to proceed with a resort-development project that violated an Aboriginal sacred site. The previous CEO's reputation had been eroded in the struggle, and Perry had been called in to bail out the company. He called a news conference his first day on the job and announced that the project would be scrapped. He became a hero overnight to the environmentalists, one of whom steered him to a piece of land that was beautifully suited to the project.
Four: Take action.
The fourth step sets you free. It asks you to focus on action:
What do you need to do right now to set the situation right? Suppose you have faced and accepted that you cheated on your income tax. You have taken the third step, choosing to pay the money you owe. What is your fourth step? Is it to write the check and mail it? Is to write the IRS and tell them what you've decided? You don't get back into integrity until you complete the necessary action step.
"Leadership is going where nobody else has gone."
-- Bob Calvin, former chairman, Motorola
If you will open up to being a source of integrity, vision, and intuition in your organization, you step into leadership regardless of what niche you occupy. Many people wait to be instructed or reminded to take full ownership of these powers. The Corporate Mystic knows that real power and real fun comes from being a source. When you are the source, you take full responsibility for bringing into being the corporate culture you want. Everyone can be the source, and when they think they are, they are.
If you are willing to let go of your resistance to being a source, you claim a type of spiritual power that others can feel.
Leaders are comfortable with being a source of integrity, vision, and intuition. They seek to be producers, not consumers of these three rare commodities. Inspired leaders, though, have something extra. They are committed to everyone else being a source. In other words, they are committed to being a source of sources. This takes them out of the power game. If you set yourself up as the source of something while disempowering those around you, look out. It may feel great for a while, but the costs are enormous. You risk playing Daddy or Mommy to people who are still looking for someone to take care of them. Boardrooms are not immune from this problem.
Imagine what could happen in your organization if everyone were trained to be a source of integrity. In a work space in which everyone felt connected to the source of integrity, miracles would happen every day. All the energy usually wasted on cleaning up integrity breaches could be channeled into creativity.
The same thing is true for vision or intuition. Imagine the power of an organization where everyone was empowered to be visionary. In our corporate training workshops we get to see this happen week after week, but it never fails to move us.
The Corporate Mystic, Part 2
A typical situation is that one person in a room of twenty will be the only one operating in the visionary role at the beginning of the workshop. Usually this is the CEO or highest officer; frequently it is the person who arranged for the training to take place. After three days of work, though, the picture is very different. All twenty are now taking responsibility for being the source of vision for the company. The energy in the room is humming with shared excitement. Everyone is on the same frequency because everyone is a source.
Source is where the creativity comes from. It is also where the profits and the fun come from. People who connect with source get to inspire creativity, profits, and fun. Everybody else gets to sit on the bench and grouse. In this part we will explore how to go about becoming the source of integrity, vision, and intuition in your organization.
The surest mark of mystics at work is how they handle integrity lapses. Remember, mystics are not immune to integrity breaches, but they are quicker to fix them than the average person.
Part of the mind-set of the mystic is to greet feedback gracefully. Mystics take care to appreciate both the message and the messenger. They thank and often reward the person who says "You've broken an agreement" or "This isn't fair." Most people do not get this kind of direct feedback because the messenger is afraid to give it. Mystics typically place a higher value on truth than they do on their own comfort.
They are quick to acknowledge lapses they have perpetrated. They can say things like "I realize that I broke our agreement" and "I was not telling you the truth when I said...." Although they may make far fewer mistakes than the average person, they are quick to say "I made a mistake here" or "Looks like I was dead wrong on that issue." People with low self-esteem cannot admit mistakes or cop to a broken agreement: Being right is all they've got. Corporate Mystics will tell you they made a mistake as quickly as they'll tell you the time of day.
Hendricks and Ludeman, The Corporate Mystic, Part 3
Mystics do not waste time with regret; they put their energy into solutions. Sometimes it's as simple as telling whatever truth wasn't told the first time around. Other times you must handle the wounded feelings of the person on the other end of the perpetration. An agreement may need to be renegotiated or an apology issued. Whatever the action, you won't know until you raise the question: "What needs to be done here to fix this and move one"
Once you have determined that a painful phone call has to be made, it is wise to do it before you do anything else. Integrity problems fester faster once you know about them but before you've acted on them. Usually, what is required is a communication or an action, and sometimes both. If your employee has been stealing from Widow Smith's account, you have to replace the money, fire the employee, and give the widow a full accounting of the story. Act quickly and leave no loose ends.
The mystic's response can be broken into four steps.
First: Face squarely what happened.
The number one cause of integrity disasters is looking the other way, not facing them straight on in the early stages. Some of us postpone it for a lifetime. An example: A man who headed one of America's largest companies was having an affair with a charismatic woman, a vice-president some years his junior. As the buzz began to spread through the organization, his top aide told him that he needed to face the situation squarely. The aide later said that his boss literally looked out the window and changed the subject! The cost of not facing it squarely escalated quickly. Soon, with the board of directors on his back, the boss issued a heated denial, saying that he and the vice-president were "just friends." Nobody believed it, and time showed why. Later, after the axe had fallen, the two were quietly married.
The question remains: Why not just face things squarely and cop to them? The answer is the fear that most of us carry with us from junior high school on: We don't want to get caught and look stupid. Mystics know a secret that cures them of this fear: By the time we start getting scared of being caught and looking stupid, we've already been caught and we already look stupid. We have caught ourselves. Might as well admit it cheerfully and get on with it.
The Corporate Mystic, Part 4
Second: Accept the situation.
Suppose you have cheated on your taxes. The first step--facing squarely what happened--means that you drop all the denial, excuse making, rationalizing, and avoidance. You admit it: You cheated.
Accepting goes deeper. It allows you to have a deep-body experience of reality. You haven't accepted something until you feel a shift deep in yourself. This may take time. It means giving up your final resistance to the truth. You accept the part of you that is a cheater. You acknowledge your greed, your irresponsibility, and whatever else motivates your cheating. You accept your cheating history, assuming it's happened before, and you open up to learning everything you need to know about the role cheating plays in your life. Accepting is a very comprehensive action. It may take months, not minutes. However, the moment you truly accept something, no matter how long it takes, you create an open space from which to create a new way of being.
Most of us are kept from genuine acceptance by two barriers. First, we often do not want to accept unpleasant or unsavory aspects of ourselves. But until we have faced and accepted these aspects--"I'm an alcoholic" or "I cheated"--there is no clear space from which to generate change. Second, many people think that if they accept something they will be stuck with it forever. There is a rich paradox here. Not accepting something as it is keeps it in place. Accepting it begins the change process. We have it upside down. We need to understand that a full, deep-body acceptance of reality, exactly as it is, provides the springboard for change.
Three: Make a choice.
Now you must choose. Choosing has enormous power, especially if it comes from a clear space of acceptance. Failure to choose a new path of action causes as many integrity breaches as not facing or not accepting. The ordinary person thinks that not choosing keeps lots of options open. The mystic knows that not choosing keeps us mired in confusion and energy-draining drama. Perry Barlow faced a difficult choice when he took over as CEO of an Australian land-development firm. The preceding six months had been tied up in a dispute of whether to proceed with a resort-development project that violated an Aboriginal sacred site. The previous CEO's reputation had been eroded in the struggle, and Perry had been called in to bail out the company. He called a news conference his first day on the job and announced that the project would be scrapped. He became a hero overnight to the environmentalists, one of whom steered him to a piece of land that was beautifully suited to the project.
Four: Take action.
The fourth step sets you free. It asks you to focus on action:
What do you need to do right now to set the situation right? Suppose you have faced and accepted that you cheated on your income tax. You have taken the third step, choosing to pay the money you owe. What is your fourth step? Is it to write the check and mail it? Is to write the IRS and tell them what you've decided? You don't get back into integrity until you complete the necessary action step.
Menjaga Momentum Pencapaian Target
Pertanyaan seorang mahasiswa terlontar pada suatu kesempatan. Ia sulit sekali untuk bisa menjadi serius dalam belajar. Mudah berubah pikiran dan goyah dalam konsentrasi belajar.
Pertanyaan itu mengingatkan saya pada waktu masih kuliah di Universitas Terbuka. Indeks Prestasi Kumulatif (IPK)yang saya perolehpada semenster pertama model belajar jarak jauh kuliah ini hanya 1,5 (satu koma lima). Prestasi buruk ini tidak menjadikan saya patah arang. Tetapi sebaliknya, saya malah meningkatkan komitmen untuk belajar lebih serius. Saya berjanji pada diri sendiri untuk meningkatkan intensitas, kuantitas dan kualitas belajar.
Tentu saja waktu itu (1987) saya belum mengenal teknik-teknik Neuro-linguistic Programming (NLP) dan apalagi mengenal hypnosis. Tetapi ternyata saya adalah praktisi NLP dan hypnosis alami dalam kaitannya dengan peningkatan keseriusan belajar. Yang saya lakukan adalah menghipnosis diri dan mengelola energi emosi versi NLP.
Menghypnosis Diri
Kalau hypnosis adalah kondisi pikiran yang dihasilkan oleh sugesti, maka saya dalam meningkatkan keseriusan belajar dengan cara menghypnosis kondisi pikiran saya. Ketika diri ini sudah terhypnosis, selanjutnya akan mudah mengarahkan kondisi pikiran untuk tujuan tertentu atau target tertentu.
Pertama, fokuskan pikiran pada target yang saya inginkan. Target yang saya inginkan waktu itu adalah IPK di atas tiga untuk tujuan jangka pendek, lulus sarjana tujuan jangka menengah.
Kedua, yakinkan bahwa target sebesar itu saya benar-benar mau menerima dan benar-benar saya meniginkannya. Saya tidak memikirkan tetang beban belajar yang bakal menyertainya. Pokoknya terima dengan senang hati. Tidak ada rasa pesimis sedikit pun. Apa pun resiko belajar yang bakal terjadi, saya harus ikhlas menjalaninya. Kalau masih ada bagian dalam tubuh yang menolaknya, berarti saya belum ikhlas, kalau belum ikhlas berarti belum dalam kondisi terhypnosis.
Ketiga, saya harus memperjelas visualisasi bila target terpenuhi. Saya membayangkan, menggambarkan dan merasakannya bila target terpenuhi. Saya terhypnosis dengan kebahagiaan yang bakal terjadi bila target terpenuhi. Bukan hanya target IPK saja yang menghypnosis saya, tapi lebih dari itu adalah gambaran “rumah” masa depan saya selalu menghypnosis saya untuk belajar.
Keempat, saya menghypnosis diri dengan kamar kontrakan saya waktu itu. Dalam dinding kamar saya tempel tulisan “SERIUS BELAJAR!” Maksudnya, biar tulisan itu selalu mengingatkan saya. Pada sisi lain, saya bermaksud agar tulisan itu masuk ke alam bawah sadar.
Musik instrumentalia juga sering mengiringi aktivitas belajar. Ternyata musik semacam itu memicu syaraf untuk lebih rileks, otak tdak cepat lelah. Lebih dari itu, kombinasi antara ruangan dan musik telah menghipnosis diri saya untuk belajar serius. Lingkungan (kamar) cukup berperan dalam hypnosis diri. Ini yang disebut environmental hypnosis.
Mengelola Emosi
Waktu itu saya belum mengerti bahwa pendekatan yang saya gunakan untuk meningkatkan keseriusan belajar termasuk pendekatan NLP. Pendekatan yang saya gunakan waktu itu –sampai sekarang juga masih—yakni memanfaatkan energi emosi. Anda juga memiliki emosi, hanya penggunaannya untuk apa?
Manusia dikaruniai energi luar biasa yang disebut emosi. Dengan emosi seseorang bisa bergerak energik, bisa bersemangat, bahagia, bergairah, optimis hingga keteguhan. Namun dengan emosi pula seseorang bisa sedih, menangis, marah, dan bisa bunuh diri. Kita sebagai pemilik harus bijak mengelolanya, kalau tidak ingin hidup kita merana. Kita jangan sampai mati secara emosional yakni hidup tanpa gairah alias monoton seperti mesin.
Kebanyakan kita terjebak dalam perangkap emosi negatif. Kita telanjur keliru memaknai emosi dengan hal-hal yang bersifat negatif seperti: marah, sedih, ketakutan, frustasi dan kekecewaan. Begitu ada sebuah tanda-tanda kesedihan datang –gagal misalnya— kita cenderung menggunakan emosi untuk memperbesar intensitas emosionalnya. Apa jadinya? Kita cenderung mendramatisir sebab-sebab kegagalan, kita terhanyut dalam kesedihan dan akhirnya putus asa, tidak mau mencoba lagi. Yang seperti itu termasuk salah urus dalam pemanfaatan emosi.
Anda adalah manajer energi emosi. Bila saja segera menyadari bahwa pengunaannya hanya akan menghasilkan kesedihan, keputuasaan, frustasi dan sejinisnya, kenapa yang seperti itu harus dipertahankan? Energi emosi hanya akan bermanfaat dan memberdayakan diri bila untuk mendukung tujuan-tujuan positif. Kongkritnya, energi emosi akan lebih bermanfaat bila untuk membuang semua penghambat pencapaian target, ketimbang untuk mendramatisir keadaan menuju kesedihan, keutusasaan dan sejenisnya. Dan Anda pasti mampu karena Andalah penguasa tunggal atas energi emosi itu.
Bagaimana cara memanfaatkan energi emosi untuk meningkatkan keseriusan belajar?
Pertama, saya tetap pegang target IPK yang saya tentukan. Target benar-benar saya lekatkan, saya install dalam pikiran saya hingga menjadi “warning system” yang setia setiap saat mengingatkan saya.
Kedua, saya “menghidupkan” target. Sebab, target hanyalah target saja dan tidak ada ruhnya, tidak ada maknanya tanpa rekayasa dari pemiliknya. Dalam hal ini saya menghidupkan target dengan cara: IPK dapat mendekatkan cita-cita saya, IPK membahagiakan saya, IPK dapat “merubah” nasib saya, dapat meningkatkan gengsi saya, dan sejumlah “ruh” lain yang dapat menjadikan saya benar-benar terhypnosis untuk mencapainya.
Ketiga, saya memperbesar alokasi dan intensitas emosional. Alokasi emosi berarti emosi-emosi yang selama ini digunakan untuk “menghidupkan” rasa malas, kekecewaan kepedihan dan sejenisnya, segera saya tarik untuk dialokasikan ke aktifitas pencapaian target. Intensitas emosional berarti, saya memperbesar daya dukung emosi dengan cara memperbesar daya juang, semangat, gairah dan optimisme hidup. Semua intensitas itu saya tumpahkan ke dalam semangat belajar.
Keempat, saya memelihara semangat belajar pada setiap momentum. Peristiwa apa pun saya selalu mengambil makna positifnya. Ketika melihat orang-orang sukses, hati saya tambah gairah untuk meraih sukses; ketika melihat orang-orang gagal saya mencoba mengambil pelajaran darinya. Ketika ada orang yang menghina dan mencacimaki saya tidak larut bersedih, tapi sebaliknya saya tingkatkan komitmen saya untuk sukses. Begitu pun setiap prestasi kecil yang saya miliki, saya kumpulkan ke dalam satu bentuk optimisme baru. Kumpulan dari semangat ini saya tumpahkan, saya alokasikan dan saya perdayakan untuk membangun semangat belajar.
Ternyata untuk membangun semangat tidak terlalu sulit, cukup sumber di dalam diri kita dan di luar kita yang dapat memicu pikiran agar diri kita tetap semangat dan serius. Pikiran –dalam hal ini neuron (syaraf)—menerima semua stimulus dari luar. Semua stimulus itu berupa sinyal-sinyal listrik ditangkap oleh cortex (kulit otak) dan melalui jaringan syaraf yang kompleks, stimulus diolah menjadi “program”. Atau proses programming versi NLP. Kualitas program sangat ditentukan oleh “dapur” pengolah yang bersemayam dalam pikiran kita. Semakin bagus dapurnya semaikin baik outputnya. Belief (kepercayaan/keyakinan) berdasarkan pengalaman hidup merupakan unsur penting dalam programming pikiran.
Kualitas emosi dan spiritual seseorang sangat menentukan kualitas programming. Belief memang berperan penting dalam programming, namun setelah jadi programming atau jadi file dalam pikiran kita, kualitas emosinal kita yang kemudian berperan. Yang bisa menghidupkan file itu adalah emosi kita. Program bagus, file bagus, kalau malas memanfaatkannya maka file itu (baca program) hanya akan menjadi arsip saja.
Program yang sudah saya buat, yakni target IPK di atas tiga, selalu saya “hidupkan” dengan intensitas emosional yang lebih dari cukup. Toh untuk meningkatkan dan menggunakan emosi tidak butuh biaya. Semua emosi yang kita miliki gratis. Meningkatkan intensitas dan kualitas emosional untuk memenuhi target IPK tertentu menjadikan semangat belajar terus terpelihara.
Hasilnya? IPK pada semester itu mencapai target. Memang bukan prestasi gemilang, namun setidaknya saya telah membuktikan dengan menghypnosis diri dan mengelola emosi secara proporsional dapat meningkatkan prestasi akademik. Bahkan capaian hidup saya saat ini, tidak lepas dari hypnosis diri dan memanfaatkan energi emosi secara proporsional.
Serius belajar dan serius lainnya agar target tercapai bisa ditingkatkan dengan cara menghynosis diri dan mengelola emosi. Bila Anda terhypnosis dengan target Anda, seluruh energi diri mendukung target Anda. Silakan dicoba!
Pertanyaan itu mengingatkan saya pada waktu masih kuliah di Universitas Terbuka. Indeks Prestasi Kumulatif (IPK)yang saya perolehpada semenster pertama model belajar jarak jauh kuliah ini hanya 1,5 (satu koma lima). Prestasi buruk ini tidak menjadikan saya patah arang. Tetapi sebaliknya, saya malah meningkatkan komitmen untuk belajar lebih serius. Saya berjanji pada diri sendiri untuk meningkatkan intensitas, kuantitas dan kualitas belajar.
Tentu saja waktu itu (1987) saya belum mengenal teknik-teknik Neuro-linguistic Programming (NLP) dan apalagi mengenal hypnosis. Tetapi ternyata saya adalah praktisi NLP dan hypnosis alami dalam kaitannya dengan peningkatan keseriusan belajar. Yang saya lakukan adalah menghipnosis diri dan mengelola energi emosi versi NLP.
Menghypnosis Diri
Kalau hypnosis adalah kondisi pikiran yang dihasilkan oleh sugesti, maka saya dalam meningkatkan keseriusan belajar dengan cara menghypnosis kondisi pikiran saya. Ketika diri ini sudah terhypnosis, selanjutnya akan mudah mengarahkan kondisi pikiran untuk tujuan tertentu atau target tertentu.
Pertama, fokuskan pikiran pada target yang saya inginkan. Target yang saya inginkan waktu itu adalah IPK di atas tiga untuk tujuan jangka pendek, lulus sarjana tujuan jangka menengah.
Kedua, yakinkan bahwa target sebesar itu saya benar-benar mau menerima dan benar-benar saya meniginkannya. Saya tidak memikirkan tetang beban belajar yang bakal menyertainya. Pokoknya terima dengan senang hati. Tidak ada rasa pesimis sedikit pun. Apa pun resiko belajar yang bakal terjadi, saya harus ikhlas menjalaninya. Kalau masih ada bagian dalam tubuh yang menolaknya, berarti saya belum ikhlas, kalau belum ikhlas berarti belum dalam kondisi terhypnosis.
Ketiga, saya harus memperjelas visualisasi bila target terpenuhi. Saya membayangkan, menggambarkan dan merasakannya bila target terpenuhi. Saya terhypnosis dengan kebahagiaan yang bakal terjadi bila target terpenuhi. Bukan hanya target IPK saja yang menghypnosis saya, tapi lebih dari itu adalah gambaran “rumah” masa depan saya selalu menghypnosis saya untuk belajar.
Keempat, saya menghypnosis diri dengan kamar kontrakan saya waktu itu. Dalam dinding kamar saya tempel tulisan “SERIUS BELAJAR!” Maksudnya, biar tulisan itu selalu mengingatkan saya. Pada sisi lain, saya bermaksud agar tulisan itu masuk ke alam bawah sadar.
Musik instrumentalia juga sering mengiringi aktivitas belajar. Ternyata musik semacam itu memicu syaraf untuk lebih rileks, otak tdak cepat lelah. Lebih dari itu, kombinasi antara ruangan dan musik telah menghipnosis diri saya untuk belajar serius. Lingkungan (kamar) cukup berperan dalam hypnosis diri. Ini yang disebut environmental hypnosis.
Mengelola Emosi
Waktu itu saya belum mengerti bahwa pendekatan yang saya gunakan untuk meningkatkan keseriusan belajar termasuk pendekatan NLP. Pendekatan yang saya gunakan waktu itu –sampai sekarang juga masih—yakni memanfaatkan energi emosi. Anda juga memiliki emosi, hanya penggunaannya untuk apa?
Manusia dikaruniai energi luar biasa yang disebut emosi. Dengan emosi seseorang bisa bergerak energik, bisa bersemangat, bahagia, bergairah, optimis hingga keteguhan. Namun dengan emosi pula seseorang bisa sedih, menangis, marah, dan bisa bunuh diri. Kita sebagai pemilik harus bijak mengelolanya, kalau tidak ingin hidup kita merana. Kita jangan sampai mati secara emosional yakni hidup tanpa gairah alias monoton seperti mesin.
Kebanyakan kita terjebak dalam perangkap emosi negatif. Kita telanjur keliru memaknai emosi dengan hal-hal yang bersifat negatif seperti: marah, sedih, ketakutan, frustasi dan kekecewaan. Begitu ada sebuah tanda-tanda kesedihan datang –gagal misalnya— kita cenderung menggunakan emosi untuk memperbesar intensitas emosionalnya. Apa jadinya? Kita cenderung mendramatisir sebab-sebab kegagalan, kita terhanyut dalam kesedihan dan akhirnya putus asa, tidak mau mencoba lagi. Yang seperti itu termasuk salah urus dalam pemanfaatan emosi.
Anda adalah manajer energi emosi. Bila saja segera menyadari bahwa pengunaannya hanya akan menghasilkan kesedihan, keputuasaan, frustasi dan sejinisnya, kenapa yang seperti itu harus dipertahankan? Energi emosi hanya akan bermanfaat dan memberdayakan diri bila untuk mendukung tujuan-tujuan positif. Kongkritnya, energi emosi akan lebih bermanfaat bila untuk membuang semua penghambat pencapaian target, ketimbang untuk mendramatisir keadaan menuju kesedihan, keutusasaan dan sejenisnya. Dan Anda pasti mampu karena Andalah penguasa tunggal atas energi emosi itu.
Bagaimana cara memanfaatkan energi emosi untuk meningkatkan keseriusan belajar?
Pertama, saya tetap pegang target IPK yang saya tentukan. Target benar-benar saya lekatkan, saya install dalam pikiran saya hingga menjadi “warning system” yang setia setiap saat mengingatkan saya.
Kedua, saya “menghidupkan” target. Sebab, target hanyalah target saja dan tidak ada ruhnya, tidak ada maknanya tanpa rekayasa dari pemiliknya. Dalam hal ini saya menghidupkan target dengan cara: IPK dapat mendekatkan cita-cita saya, IPK membahagiakan saya, IPK dapat “merubah” nasib saya, dapat meningkatkan gengsi saya, dan sejumlah “ruh” lain yang dapat menjadikan saya benar-benar terhypnosis untuk mencapainya.
Ketiga, saya memperbesar alokasi dan intensitas emosional. Alokasi emosi berarti emosi-emosi yang selama ini digunakan untuk “menghidupkan” rasa malas, kekecewaan kepedihan dan sejenisnya, segera saya tarik untuk dialokasikan ke aktifitas pencapaian target. Intensitas emosional berarti, saya memperbesar daya dukung emosi dengan cara memperbesar daya juang, semangat, gairah dan optimisme hidup. Semua intensitas itu saya tumpahkan ke dalam semangat belajar.
Keempat, saya memelihara semangat belajar pada setiap momentum. Peristiwa apa pun saya selalu mengambil makna positifnya. Ketika melihat orang-orang sukses, hati saya tambah gairah untuk meraih sukses; ketika melihat orang-orang gagal saya mencoba mengambil pelajaran darinya. Ketika ada orang yang menghina dan mencacimaki saya tidak larut bersedih, tapi sebaliknya saya tingkatkan komitmen saya untuk sukses. Begitu pun setiap prestasi kecil yang saya miliki, saya kumpulkan ke dalam satu bentuk optimisme baru. Kumpulan dari semangat ini saya tumpahkan, saya alokasikan dan saya perdayakan untuk membangun semangat belajar.
Ternyata untuk membangun semangat tidak terlalu sulit, cukup sumber di dalam diri kita dan di luar kita yang dapat memicu pikiran agar diri kita tetap semangat dan serius. Pikiran –dalam hal ini neuron (syaraf)—menerima semua stimulus dari luar. Semua stimulus itu berupa sinyal-sinyal listrik ditangkap oleh cortex (kulit otak) dan melalui jaringan syaraf yang kompleks, stimulus diolah menjadi “program”. Atau proses programming versi NLP. Kualitas program sangat ditentukan oleh “dapur” pengolah yang bersemayam dalam pikiran kita. Semakin bagus dapurnya semaikin baik outputnya. Belief (kepercayaan/keyakinan) berdasarkan pengalaman hidup merupakan unsur penting dalam programming pikiran.
Kualitas emosi dan spiritual seseorang sangat menentukan kualitas programming. Belief memang berperan penting dalam programming, namun setelah jadi programming atau jadi file dalam pikiran kita, kualitas emosinal kita yang kemudian berperan. Yang bisa menghidupkan file itu adalah emosi kita. Program bagus, file bagus, kalau malas memanfaatkannya maka file itu (baca program) hanya akan menjadi arsip saja.
Program yang sudah saya buat, yakni target IPK di atas tiga, selalu saya “hidupkan” dengan intensitas emosional yang lebih dari cukup. Toh untuk meningkatkan dan menggunakan emosi tidak butuh biaya. Semua emosi yang kita miliki gratis. Meningkatkan intensitas dan kualitas emosional untuk memenuhi target IPK tertentu menjadikan semangat belajar terus terpelihara.
Hasilnya? IPK pada semester itu mencapai target. Memang bukan prestasi gemilang, namun setidaknya saya telah membuktikan dengan menghypnosis diri dan mengelola emosi secara proporsional dapat meningkatkan prestasi akademik. Bahkan capaian hidup saya saat ini, tidak lepas dari hypnosis diri dan memanfaatkan energi emosi secara proporsional.
Serius belajar dan serius lainnya agar target tercapai bisa ditingkatkan dengan cara menghynosis diri dan mengelola emosi. Bila Anda terhypnosis dengan target Anda, seluruh energi diri mendukung target Anda. Silakan dicoba!
Working With Emotional Intelligence
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1. Slide 2: Working With Emotional Intelligence AUTHOR: Daniel Goleman PUBLISHER: Bantam Books DATE OF PUBLICATION: NUMBER OF PAGES: 464 pages
2. Slide 3: THE BIG IDEA Working with Emotional Intelligence by Daniel Goleman Author reveals the skills that distinguish star performers • in every field, from entry level jobs to middle-level to top executive posts. Most important factor is not IQ, advanced degrees, or • technical expertise, but the quality called “Emotional Intelligence.” This shows that we all possess the potential to improve • our emotional intelligence – at any stage in our careers, as individuals or as team members in an organization.
3. Slide 4: THE NEW YARDSTICK Working with Emotional Intelligence by Daniel Goleman • The rules for work are changing. • We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how we handle ourselves and each other. • This is increasingly applied in choosing who will be hired and not, who will be let go or retained. • In a time with no guarantee of job security, when the very concept of a job is being replaced by “portable skills,” these are prime qualities that make and keep us employable. • Talked about loosely for decades under a variety of names, from “character” and “personality” to “soft skills” and “competence,” there is at last a more precise understanding of these human talents: emotional intelligence.
4. Slide 5: SOME MISCONCEPTIONS Working with Emotional Intelligence by Daniel Goleman • First, emotional intelligence does not mean merely “being nice” Example, bluntly confronting someone with an uncomfortable but consequential truth they have been avoiding. • Second, emotional intelligence does not mean giving free rein to feelings. It means managing feelings so that they are expressed appropriately and effectively. Enabling people to work together smoothly toward their common goal. • Lastly, levels of emotional intelligence are not fixed genetically, nor does it develop in early childhood. Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned. It continues to develop through life and learn from our experiences.
5. Slide 6: WHAT EMPLOYERS WANT Working with Emotional Intelligence by Daniel Goleman • A survey of American employers reveals that more than half the people who work for them lack the motivation to keep learning and improving in their job. • Four in ten are not able to work cooperatively with fellow employees • 19 percent of those applying for entry-level jobs have enough self-discipline in their work habits. • More and more employers are complaining about the lack of social skills in new hires.
6. Slide 7: THE LIMITS OF I.Q. Working with Emotional Intelligence by Daniel Goleman • Given how much emphasis schools and admissions tests put on it, IQ alone explains surprisingly little of achievement at work or in life. • When IQ test scores are correlated with how well people perform in their careers, the highest estimate of how much difference IQ accounts for is about 25 percent. • This means that IQ alone at best leaves 75 percent of job success unexplained.
7. Slide 8: EXPERTISE Working with Emotional Intelligence by Daniel Goleman A combination of common sense plus the specialized • knowledge and skill we pick up in the course of doing any job. comes from in-the-trenches learning. • It shows up as an insider’s sense of the tricks of a trade – • the real knowledge of how to do a job that only experience brings. Be that as it may, expertise is a “threshold requirement.” • The abilities that distinguish the outstanding supervisors • in technical fields are not technical, but rather relate to handling people.
8. Slide 9: EMOTIONAL INTELLIGENCE Working with Emotional Intelligence by Daniel Goleman • Here’s a cautionary tale about two students, Penn and Matt. Penn was a brilliant and creative student, an exemplar of the best Yale had to offer. The trouble with Penn was he knew he was exceptional - – and so was, as one professor put it, “unbelievably arrogant.” Even so, he looked spectacular on paper. - When he graduated, Penn was highly sought after. - He got a lot of invitations for job interviews. - But Penn’s arrogance came across all too clearly; he - ended up with only one job offer from a second-tier outfit. Matt, on the other hand, wasn’t as academically brilliant. But he was adept interpersonally. - Everyone who worked with him liked him. - Matt ended up with seven job offers out of eight - interviews and went on to success in his field, while Penn was let go after two years at his first job. Penn lacked – and Matt had – emotional intelligence.
9. Slide 10: EMOTIONAL COMPETENCE Working with Emotional Intelligence by Daniel Goleman • A learned capability based on emotional intelligence that results in outstanding performance at work. • It determines our potential for learning the practical skills that are based on its five elements: self-awareness Motivation self-regulation Empathy adeptness in relationships • Shows how much of that potential we have translated into on-the-job capabilities. For instance, being good at serving customers is an emotional competence based on empathy. • Likewise, trustworthiness is a competence based on self- regulation, or handling impulses and emotions well. Both customer service and trustworthiness are competencies that can make people outstanding in their work.
10. Slide 11: EMOTIONAL COMPETENCE Working with Emotional Intelligence by Daniel Goleman • Simply being high in emotional intelligence does not guarantee a person will have learned the emotional competencies that matter for work; • it means only that they have excellent potential to learn them.
11. Slide 12: THE LEADERSHIP EDGE Working with Emotional Intelligence by Daniel Goleman • Emotional competence is particularly central to leadership A role whose essence is getting others to do their jobs more effectively. • Interpersonal ineptitude in leaders lowers everyone’s performance: it wastes time creates acrimony corrodes motivation and commitment builds hostility and apathy • A leader’s strengths or weaknesses in emotional competence can be measured in the gain or loss to the organization of the fullest talents of those they manage.
12. Slide 13: TALENTS FOR THESE TIMES Working with Emotional Intelligence by Daniel Goleman • Claudio Fernandez-Araoz In charge of executive searches throughout Latin America from Egon Zehnder International’s Buenos Aires office Compared 227 highly successful executives with 23 who failed in their jobs. He found that the managers who failed were almost always high in expertise and IQ. In every case their fatal weakness was in emotional intelligence – arrogance, over reliance on brainpower, inability to adapt to the occasionally disorienting economic shifts in that region, and disdain for collaboration or teamwork.
13. Slide 14: THE INNER RUDDER Working with Emotional Intelligence by Daniel Goleman • A physician was once offered a business proposition: If he would leave his practice to become medical director of a fledgling condominium health resort and invest $100,000 of his own capital in the venture, his projected share of the business would amount to $4 million within three years. Or so the business plan promised. - He liked the vision of a resort where people could improve their health as they vacationed; coupled with the lure of a possibly fantastic payoff he couldn’t resist. • He sold his medical practice, invested in the resort, and became its medical director. • But during the start-up year he found that there was no medical program to direct yet • he ended up spending his days essentially as a salesman, trying to interest people in buying time-share condos at the resort.
14. Slide 15: THE POWER OF INTUITION: The First Thirty Second Working with Emotional Intelligence by Daniel Goleman • Credit managers must sense when a deal might go bad even if the numbers look fine; executives have to decide whether a new product is worth the time and money it takes to develop; people must make an educated guess about who among a field of candidates for a job will have the best chemistry in a working group. • All such decisions demand the capacity to fold into the decision-making process our intuitive sense of what is right and wrong. • Intuition and gut feeling bespeak the capacity to sense messages from our internal store of emotional memory – our own reservoir of wisdom and judgment. • This ability lies at the heart of self-awareness.
15. Slide 16: EMOTIONAL AWARENESS: Recognizing One’s Emotions and Their Feelings Working with Emotional Intelligence by Daniel Goleman • People with this competence: Know which emotions they are feeling and why Realize the links between their feelings and what they think, do and say Recognize how their feelings affect their performance Have a guiding awareness of their values and goals
16. Slide 17: MANAGING YOUR CAREER Working with Emotional Intelligence by Daniel Goleman • The drive to establish ourselves and make our mark in the world is most urgent in our twenties and thirties, and into our forties. But by our mid-forties and early fifties people typically reevaluate their goals, because they often come to the radical realization that life is limited. With this acknowledgement comes a reconsideration of what really matters. • As the saying goes: “If you don’t know where you’re going, any road will get you there.” The less aware we are of what makes us passionate, the more lost we will be. And this drifting can even affect our health – people who feel their skills are not being used well on the job, or who feel their work is repetitive and boring, have a higher risk of heart disease than those who feel that their best skills are expressed in their work.
17. Slide 18: ACCURATE SELF-ASSESSMENT Working with Emotional Intelligence by Daniel Goleman People with the ability to self-assess are: • Aware of their strengths and weaknesses • Reflective, learning from experience • Open to candid feedback, new perspectives, continuous learning, and self-development • Able to show a sense of humor and perspective about themselves
18. Slide 19: SELF-CONFIDENCE Working with Emotional Intelligence by Daniel Goleman • People with this competence: • Present themselves with self-assurance; have “presence” • Can voice views that are unpopular and go out on a limb for what is right • Are decisive, able to make sound decisions despite uncertainties and pressures
19. Slide 20: THE MANAGED HEART Working with Emotional Intelligence by Daniel Goleman • Emotional self-regulation includes not just damping down distress or stifling impulse; • It can also mean intentionally eliciting an emotion, even an unpleasant one. • Some bill collectors, some say, prime themselves for calls on people by getting themselves worked up into an irritable, ill- tempered state. • Physicians who have to give bad news to patients or their families put themselves into a suitably somber, dour mood, as do morticians meeting with bereaved families. • But best of all, working up changes in emotional states is satisfactory if the need for such a change is relative to work we love to do. • For a nurse who sees herself as a caring, compassionate person taking a few moments to console a patient in distress represents not a burden but what makes her job more meaningful.
20. Slide 21: SELF-REGULATION Working with Emotional Intelligence by Daniel Goleman • means managing impulse as well as distressing feelings • It depends on the working of the emotional centers in tandem with the brain’s executive centers in the prefrontal areas. • These two primal skills – handling impulse and dealing with upsets – are at the core of five emotional competencies: 1. Self-control: Managing disruptive emotions and impulses effectively 2. Trustworthiness: Displaying honesty and integrity 3. Conscientiousness: Dependability and responsibility in fulfilling obligations 4. Adaptability: Flexibility in handling change and challenges 5. Innovation: Being open to novel ideas, approaches, and new information
21. Slide 22: FLOW Working with Emotional Intelligence by Daniel Goleman • Joe Kramer can fix anything. A welder who helps assemble railroad cars in Chicago The guy everyone calls on when any piece of machinery breaks down. He loves the challenge of finding out what makes a machine work. He started as a boy, fixing his mother’s toaster, and from there, he can’t stop tinkering with machines and find out how they tick, or how to deal with them when they conk out. He is an example of people who find their work exhilarating – and who perform at their best. • They key to that exhilaration is not the task itself – Joe’s job is often routine – but the special state of mind he creates as he works. • A state called “flow.” Flow moves people to do their work, no matter what work they do.
22. Slide 23: FLOW Working with Emotional Intelligence by Daniel Goleman Flow blossoms when our skills are fully engaged. The challenge absorbs us so much we lose ourselves in our work, becoming so totally concentrated we may feel “out of time.” In this state, we seem to handle everything effortlessly, nimbly adapting to shifting demands. Flow itself is a pleasure and the ultimate motivator.
23. Slide 24: LOVING WHAT PAYS OFF Working with Emotional Intelligence by Daniel Goleman • People in flow often make the difficult look easy, an external appearance that mirrors what is happening in their brain. • Flow poses a neural paradox: We can be engaged in an exceptionally demanding task Yet our brain is operating with a minimal level of activity or expenditure of energy. • The reason seems to be that when we are bored and apathetic, or frenzied with anxiety, our brain activity is diffused; the brain itself is at a high level of activation, albeit poorly focused, with brain cells firing in far-flung and irrelevant ways. • But during flow, the brain appears efficient and precise in its pattern of firing. • The result is an overall lowering of cortical arousal – even though the person may be engaged in an extremely challenging task.
24. Slide 25: ACHIEVEMENT DRIVE Working with Emotional Intelligence by Daniel Goleman • People with this competence: • Are results oriented, with a high drive to meet their objectives and standards • Set challenging goals and take calculated risks • Pursue information to reduce uncertainty and find ways to do better • Learn how to improve their performance
25. Slide 26: COMMITMENT Working with Emotional Intelligence by Daniel Goleman People with this competence: • Readily make sacrifices to meet larger organizational goal • Find a sense of purpose in the larger missions • Use the group’s core values in making decisions and clarifying choices • Actively seek out opportunities to fulfill the group’s mission
26. Slide 27: EMPATHY BEGINS INSIDE Working with Emotional Intelligence by Daniel Goleman “Mortals can keep no secret. If their lips are silent, they gossip with their fingertips; betrayal forces its way through every pore.”-Freud • Sensing what others feel without their saying so captures the essence of empathy. • Others rarely tell us in words what they feel; instead they tell us in their tone of voice, facial expression, or other nonverbal ways. • The ability to sense these subtle communications builds on more basic competencies, particularly self-awareness and self-control. • Without the ability to sense our own feelings – or to keep them from swamping us – we will be hopelessly out of touch with the moods of others.
27. Slide 28: EMPATHY BEGINS INSIDE Working with Emotional Intelligence by Daniel Goleman • Empathy is our social radar. • Lacking such sensitivity, people are “off.” • Being emotionally tone deaf leads to social awkwardness, whether from misconstruing feelings or through a mechanical, out-of-tune bluntness or indifference that destroys rapport. • One form this lack of empathy can take is responding to other people as stereotypes rather than as the unique individuals that they are.
28. Slide 29: UNDERSTANDING OTHERS Working with Emotional Intelligence by Daniel Goleman People with this competence: • Are attentive to emotional cues and listen well • Show sensitivity and understand others’ perspectives • Help out based on understanding other people’s needs and feelings
29. Slide 30: THE ART OF LISTENING Working with Emotional Intelligence by Daniel Goleman • Listening well and deeply means going beyond what is said by asking questions restating in one’s own words what you hear to be sure you understand. • This is “active” listening. A mark of having truly heard someone else is to respond appropriately, even if that means making some change in what you do.
30. Slide 31: THE POLITICS OF EMPATHY Working with Emotional Intelligence by Daniel Goleman • There is a politics of empathy: Those with little power are typically expected to sense the feelings of those who hold power Those in power feel less obligation to be sensitive in return. • In other words, the studied lack of empathy is a way power-holders can tacitly assert their authority. • But this may hold less true today since more organizations are becoming more team-oriented and less stiffly hierarchical. • The demands of modern leadership now include competence at empathy; the authoritarian style of the past just doesn’t work as well as it once did.
31. Slide 32: DEVELOPING OTHERS Working with Emotional Intelligence by Daniel Goleman People with this competence: • Acknowledge and reward people’s strengths and accomplishments • Offer useful feedback and identify people’s needs for future growth • Mentor, give timely coaching, and offer assignments that challenge and foster a person’s skills
32. Slide 33: THE ART OF INFLUENCE Working with Emotional Intelligence by Daniel Goleman • The Art of Influence entails handling emotions effectively in other people. • Star performers are artful at sending emotional signals, which makes them powerful communicators, able to sway an audience. • In short, they are leaders.
33. Slide 34: EMOTIONS ARE CONTAGIOUS Working with Emotional Intelligence by Daniel Goleman • We influence each other’s moods. • Influencing another person’s emotional state for better or for worse is perfectly natural; • We do it constantly, “catching” emotions from one another like some kind of social virus. • This emotional exchange constitutes an invisible interpersonal economy, part of every human interaction, but it is usually too subtle to notice. • Emotions as a signaling system needs no words – a fact evolutionary theorists see as one reason emotions may have played such a crucial role in the development of the human brain long before words became a symbolic tool for humans.
34. Slide 35: INFLUENCE Working with Emotional Intelligence by Daniel Goleman People with this competence: • Are skilled at winning people over • Fine-tune presentations to appeal to the listener • Use complex strategies like indirect influence to build consensus and support • Orchestrate dramatic events to effectively make a point
35. Slide 36: FIRST, BUILD RAPPORT Working with Emotional Intelligence by Daniel Goleman • Empathy is crucial for wielding influence. • It is difficult to have a positive impact on others without first sensing how they feel and understanding their position. • People who are poor at reading emotional cues and inept at social interactions are very poor at influence. • The first step in influence is building rapport.
36. Slide 37: COMMUNICATION: Listening Openly and Sending Messages Working with Emotional Intelligence by Daniel Goleman People with this competence: • Are effective in give-and-take, registering emotional cues in attuning their message • Deal with difficult issues straightforwardly • Listen well, seek mutual understanding, and welcome sharing of information fully • Foster open communication and stay receptive to bad news as well as good
37. Slide 38: CONFLICT MANAGEMENT: Negotiating and Resolving Disagreements Working with Emotional Intelligence by Daniel Goleman People with this competence: • Handle difficult people and tense situations with diplomacy and tact • Spot potential conflict, bring disagreements into the open, and help de-escalate • Encourage debate and open discussion • Orchestrate win-win solutions
38. Slide 39: RESOLVING CONFLICT - CREATIVELY Working with Emotional Intelligence by Daniel Goleman Here are some classic moves for cooling down conflicts: • First, calm down, tune in to your feelings, and express them • Show a willingness to work things out by talking over the issue rather than escalating it with more aggression • State your point of view in neutral language rather than in an argumentative tone • Try to find equitable ways to resolve the dispute, working together to find a resolution both sides can embrace
39. Slide 40: LEADERSHIP: Inspiring and Guiding Individuals and Groups Working with Emotional Intelligence by Daniel Goleman People with this competence are: • Articulate and arouse enthusiasm for a shared vision and mission • Step forward to lead as needed, regardless of position • Guide the performance of others while holding them accountable • Lead by example
40. Slide 41: WHEN TO BE TOUGH Working with Emotional Intelligence by Daniel Goleman • To be sure, leadership demands a certain toughness – at times. • The art of leadership entails knowing when to be assertive – for example, confronting someone directly about their performance lapses when to be collegial and use less direct ways to guide or influence. • Leadership demands tough decision making. • Someone has to tell people what to do and hold them for their obligations. • A common failing of leaders, from supervisors to top executives, is the failure to be emphatically assertive when necessary.
41. Slide 42: WHEN TO BE TOUGH Working with Emotional Intelligence by Daniel Goleman • One obstacle to such assertiveness is passivity, as can happen when someone is more concerned about being liked that with getting the job done right. • People who are extremely uncomfortable with confrontation or anger are also often reluctant to take an assertive stance even when it is called for.
42. Slide 43: THE CHANGE CATALYST: Key Ingredients Working with Emotional Intelligence by Daniel Goleman • Today, organizations are reshuffling, divesting, merging, acquiring, flattening hierarchies, going global. • The acceleration of change through the 1900s has made the ability to lead it a newly ascendant competence. • In addition to high levels of self-confidence at such pace, effective change leaders have high levels of Influence Commitment Motivation Initiative Optimism Instinct for organizational politics to see organizations through such change.
43. Slide 44: SURVIVAL OF THE SOCIAL Working with Emotional Intelligence by Daniel Goleman • Humans are the primordial team players: Our uniquely complex social relationships have been a crucial survival advantage. Our extraordinary sophisticated talent for cooperation culminates in the modern organization. • The view of the crucial role of cooperation in evolution is part of a radical rethinking of just what the famous phase “survival of the fittest” means. • One modern legacy of this past is the radar for friendliness and cooperation most of us have. • People gravitate to those who show signs of good qualities. • We also have a strong warning device or system that alerts us to someone who may be selfish or untrustworthy.
44. Slide 45: THE ART OF COLLABORATION Working with Emotional Intelligence by Daniel Goleman • John Seely Brown chief scientist at Xerox Corporation and a cognitive theorist himself points out that the crucial nature of social coordination is perhaps nowhere more evident than in today’s scientific enterprises where cutting-edge knowledge grows through orchestrated, collaborative efforts. The art of “making an impact through people is the ability to – pull people together – attract colleagues to the work – create the critical mass for research. Then, once you’ve done that, there’s the next question: – How do you engage the rest of the corporation? – How do you get the message out and convert the rest of the world? To communicate is not just a matter of pushing information at another person. It’s creating an experience, to engage their gut – and that’s an emotional skill.”
45. Slide 46: THE GROUP IQ Working with Emotional Intelligence by Daniel Goleman • What makes a team perform better than the best person on it? The question is key. • Outstanding team performance raises the “group IQ” The sum total of the best talents of each member on a team, contributed to their fullest. • When teams operate at their best, the results can be more than simply additive They can be multiplicative, with the best talents of one person catalyzing the best of another and another, to produce results far beyond what any one person might have done. • The explanation of this aspect of team performance lies in the member’s relationships – in the chemistry between members.
46. Slide 47: BUILDING BONDS: Nurturing Instrumental Relationships Working with Emotional Intelligence by Daniel Goleman People with this competence: • Cultivate and maintain extensive informal networks • Seek out relationships that are mutually beneficial • Build rapport and keep others in the loop • Make and maintain personal friendships among work associates
47. Slide 48: BRING IN THE RELATIONSHIP MANAGERS Working with Emotional Intelligence by Daniel Goleman • Marks & Spencer, the huge British retail chain, gives an unusual gift to its regular suppliers: a special key card that lets them into the chain’s head offices anytime. Although they still have to make appointments, the key card makes them feel like members of the Marks & Spencer family. • The key card is part of an intentional effort of Marks & Spencer to nurture a relationship of trust and cooperation with its suppliers. • That effort also includes trips with suppliers to trade shows and to other countries to visit sources of raw materials. • The goal: to strengthen mutual understanding to spot new possibilities for products they can jointly develop
48. Slide 49: COLLABORATIN AND COOPERATION Working with Emotional Intelligence by Daniel Goleman People with this competence: • Balance a focus on task with attention to relationships • Collaborate, sharing plans, information and resources • Promote a friendly, cooperative climate • Spot and nurture opportunities for collaboration
49. Slide 50: FEELINGS AND THE CLIENT Working with Emotional Intelligence by Daniel Goleman • When a client displayed anxiety or uneasiness the common wisdom in the insurance industry held that the best response was not empathy but a rational argument. • So the advisors were left trying to shut out the client’s emotions as well as their own. • In short, the feelings rolling within clients and planners alike set a miserable emotional tone for their encounter, as a final report put it “A mountain of emotional negativity stood between our sales process and our bottom line.”
50. Slide 51: THE EMOTIONALLY INTELLIGENT ORGANIZATION Working with Emotional Intelligence by Daniel Goleman • At an international business conference recently, people were asked, “Does your organization have a mission statement?” About two thirds raised their hands. • Then they were asked, “Does this mission statement describe the day-to-day reality of life there?” All but a few raised their hands. • An emotionally intelligent organization needs to come to terms with any disparities between the values it proclaims and those it lives. • Clarity about an organization’s values, spirit and mission leads to a decisive self-confidence in corporate decision making.
51. Slide 52: MAXIMIZING THE ORGANIZATION’S INTELLIGENCE Working with Emotional Intelligence by Daniel Goleman • An organization’s collective level of emotional intelligence determines the degree to which that organization’s intellectual capital is realized – and so its overall performance. • The art of maximizing intellectual capital lies in orchestrating the interactions of the people whose minds hold that knowledge and expertise. • When it comes to technical skills and core competencies that make a company competitive, the ability to outperform others depend on the relationships of the people involved.
52. Slide 53: THE BOTTOM LINE Working with Emotional Intelligence by Daniel Goleman • Emotional intelligence can be learned. • Individually, we can add these skills to our tool kit for survival at a time when job stability seems like a quaint oxymoron. • For businesses of all kinds, the fact that emotional competencies can be assessed and improved suggests another area in which performance – and so competitiveness – can be upgraded. • What’s needed amounts to an emotional competence tune-up for the corporation.
53. Slide 54: ABOUT BUSINESSSUMMARIES Working with Emotional Intelligence by Daniel Goleman BusinessSummaries.com is a business book Summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States every week. For more information, please go to http://www.bizsum.com.
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1. Slide 2: Working With Emotional Intelligence AUTHOR: Daniel Goleman PUBLISHER: Bantam Books DATE OF PUBLICATION: NUMBER OF PAGES: 464 pages
2. Slide 3: THE BIG IDEA Working with Emotional Intelligence by Daniel Goleman Author reveals the skills that distinguish star performers • in every field, from entry level jobs to middle-level to top executive posts. Most important factor is not IQ, advanced degrees, or • technical expertise, but the quality called “Emotional Intelligence.” This shows that we all possess the potential to improve • our emotional intelligence – at any stage in our careers, as individuals or as team members in an organization.
3. Slide 4: THE NEW YARDSTICK Working with Emotional Intelligence by Daniel Goleman • The rules for work are changing. • We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how we handle ourselves and each other. • This is increasingly applied in choosing who will be hired and not, who will be let go or retained. • In a time with no guarantee of job security, when the very concept of a job is being replaced by “portable skills,” these are prime qualities that make and keep us employable. • Talked about loosely for decades under a variety of names, from “character” and “personality” to “soft skills” and “competence,” there is at last a more precise understanding of these human talents: emotional intelligence.
4. Slide 5: SOME MISCONCEPTIONS Working with Emotional Intelligence by Daniel Goleman • First, emotional intelligence does not mean merely “being nice” Example, bluntly confronting someone with an uncomfortable but consequential truth they have been avoiding. • Second, emotional intelligence does not mean giving free rein to feelings. It means managing feelings so that they are expressed appropriately and effectively. Enabling people to work together smoothly toward their common goal. • Lastly, levels of emotional intelligence are not fixed genetically, nor does it develop in early childhood. Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned. It continues to develop through life and learn from our experiences.
5. Slide 6: WHAT EMPLOYERS WANT Working with Emotional Intelligence by Daniel Goleman • A survey of American employers reveals that more than half the people who work for them lack the motivation to keep learning and improving in their job. • Four in ten are not able to work cooperatively with fellow employees • 19 percent of those applying for entry-level jobs have enough self-discipline in their work habits. • More and more employers are complaining about the lack of social skills in new hires.
6. Slide 7: THE LIMITS OF I.Q. Working with Emotional Intelligence by Daniel Goleman • Given how much emphasis schools and admissions tests put on it, IQ alone explains surprisingly little of achievement at work or in life. • When IQ test scores are correlated with how well people perform in their careers, the highest estimate of how much difference IQ accounts for is about 25 percent. • This means that IQ alone at best leaves 75 percent of job success unexplained.
7. Slide 8: EXPERTISE Working with Emotional Intelligence by Daniel Goleman A combination of common sense plus the specialized • knowledge and skill we pick up in the course of doing any job. comes from in-the-trenches learning. • It shows up as an insider’s sense of the tricks of a trade – • the real knowledge of how to do a job that only experience brings. Be that as it may, expertise is a “threshold requirement.” • The abilities that distinguish the outstanding supervisors • in technical fields are not technical, but rather relate to handling people.
8. Slide 9: EMOTIONAL INTELLIGENCE Working with Emotional Intelligence by Daniel Goleman • Here’s a cautionary tale about two students, Penn and Matt. Penn was a brilliant and creative student, an exemplar of the best Yale had to offer. The trouble with Penn was he knew he was exceptional - – and so was, as one professor put it, “unbelievably arrogant.” Even so, he looked spectacular on paper. - When he graduated, Penn was highly sought after. - He got a lot of invitations for job interviews. - But Penn’s arrogance came across all too clearly; he - ended up with only one job offer from a second-tier outfit. Matt, on the other hand, wasn’t as academically brilliant. But he was adept interpersonally. - Everyone who worked with him liked him. - Matt ended up with seven job offers out of eight - interviews and went on to success in his field, while Penn was let go after two years at his first job. Penn lacked – and Matt had – emotional intelligence.
9. Slide 10: EMOTIONAL COMPETENCE Working with Emotional Intelligence by Daniel Goleman • A learned capability based on emotional intelligence that results in outstanding performance at work. • It determines our potential for learning the practical skills that are based on its five elements: self-awareness Motivation self-regulation Empathy adeptness in relationships • Shows how much of that potential we have translated into on-the-job capabilities. For instance, being good at serving customers is an emotional competence based on empathy. • Likewise, trustworthiness is a competence based on self- regulation, or handling impulses and emotions well. Both customer service and trustworthiness are competencies that can make people outstanding in their work.
10. Slide 11: EMOTIONAL COMPETENCE Working with Emotional Intelligence by Daniel Goleman • Simply being high in emotional intelligence does not guarantee a person will have learned the emotional competencies that matter for work; • it means only that they have excellent potential to learn them.
11. Slide 12: THE LEADERSHIP EDGE Working with Emotional Intelligence by Daniel Goleman • Emotional competence is particularly central to leadership A role whose essence is getting others to do their jobs more effectively. • Interpersonal ineptitude in leaders lowers everyone’s performance: it wastes time creates acrimony corrodes motivation and commitment builds hostility and apathy • A leader’s strengths or weaknesses in emotional competence can be measured in the gain or loss to the organization of the fullest talents of those they manage.
12. Slide 13: TALENTS FOR THESE TIMES Working with Emotional Intelligence by Daniel Goleman • Claudio Fernandez-Araoz In charge of executive searches throughout Latin America from Egon Zehnder International’s Buenos Aires office Compared 227 highly successful executives with 23 who failed in their jobs. He found that the managers who failed were almost always high in expertise and IQ. In every case their fatal weakness was in emotional intelligence – arrogance, over reliance on brainpower, inability to adapt to the occasionally disorienting economic shifts in that region, and disdain for collaboration or teamwork.
13. Slide 14: THE INNER RUDDER Working with Emotional Intelligence by Daniel Goleman • A physician was once offered a business proposition: If he would leave his practice to become medical director of a fledgling condominium health resort and invest $100,000 of his own capital in the venture, his projected share of the business would amount to $4 million within three years. Or so the business plan promised. - He liked the vision of a resort where people could improve their health as they vacationed; coupled with the lure of a possibly fantastic payoff he couldn’t resist. • He sold his medical practice, invested in the resort, and became its medical director. • But during the start-up year he found that there was no medical program to direct yet • he ended up spending his days essentially as a salesman, trying to interest people in buying time-share condos at the resort.
14. Slide 15: THE POWER OF INTUITION: The First Thirty Second Working with Emotional Intelligence by Daniel Goleman • Credit managers must sense when a deal might go bad even if the numbers look fine; executives have to decide whether a new product is worth the time and money it takes to develop; people must make an educated guess about who among a field of candidates for a job will have the best chemistry in a working group. • All such decisions demand the capacity to fold into the decision-making process our intuitive sense of what is right and wrong. • Intuition and gut feeling bespeak the capacity to sense messages from our internal store of emotional memory – our own reservoir of wisdom and judgment. • This ability lies at the heart of self-awareness.
15. Slide 16: EMOTIONAL AWARENESS: Recognizing One’s Emotions and Their Feelings Working with Emotional Intelligence by Daniel Goleman • People with this competence: Know which emotions they are feeling and why Realize the links between their feelings and what they think, do and say Recognize how their feelings affect their performance Have a guiding awareness of their values and goals
16. Slide 17: MANAGING YOUR CAREER Working with Emotional Intelligence by Daniel Goleman • The drive to establish ourselves and make our mark in the world is most urgent in our twenties and thirties, and into our forties. But by our mid-forties and early fifties people typically reevaluate their goals, because they often come to the radical realization that life is limited. With this acknowledgement comes a reconsideration of what really matters. • As the saying goes: “If you don’t know where you’re going, any road will get you there.” The less aware we are of what makes us passionate, the more lost we will be. And this drifting can even affect our health – people who feel their skills are not being used well on the job, or who feel their work is repetitive and boring, have a higher risk of heart disease than those who feel that their best skills are expressed in their work.
17. Slide 18: ACCURATE SELF-ASSESSMENT Working with Emotional Intelligence by Daniel Goleman People with the ability to self-assess are: • Aware of their strengths and weaknesses • Reflective, learning from experience • Open to candid feedback, new perspectives, continuous learning, and self-development • Able to show a sense of humor and perspective about themselves
18. Slide 19: SELF-CONFIDENCE Working with Emotional Intelligence by Daniel Goleman • People with this competence: • Present themselves with self-assurance; have “presence” • Can voice views that are unpopular and go out on a limb for what is right • Are decisive, able to make sound decisions despite uncertainties and pressures
19. Slide 20: THE MANAGED HEART Working with Emotional Intelligence by Daniel Goleman • Emotional self-regulation includes not just damping down distress or stifling impulse; • It can also mean intentionally eliciting an emotion, even an unpleasant one. • Some bill collectors, some say, prime themselves for calls on people by getting themselves worked up into an irritable, ill- tempered state. • Physicians who have to give bad news to patients or their families put themselves into a suitably somber, dour mood, as do morticians meeting with bereaved families. • But best of all, working up changes in emotional states is satisfactory if the need for such a change is relative to work we love to do. • For a nurse who sees herself as a caring, compassionate person taking a few moments to console a patient in distress represents not a burden but what makes her job more meaningful.
20. Slide 21: SELF-REGULATION Working with Emotional Intelligence by Daniel Goleman • means managing impulse as well as distressing feelings • It depends on the working of the emotional centers in tandem with the brain’s executive centers in the prefrontal areas. • These two primal skills – handling impulse and dealing with upsets – are at the core of five emotional competencies: 1. Self-control: Managing disruptive emotions and impulses effectively 2. Trustworthiness: Displaying honesty and integrity 3. Conscientiousness: Dependability and responsibility in fulfilling obligations 4. Adaptability: Flexibility in handling change and challenges 5. Innovation: Being open to novel ideas, approaches, and new information
21. Slide 22: FLOW Working with Emotional Intelligence by Daniel Goleman • Joe Kramer can fix anything. A welder who helps assemble railroad cars in Chicago The guy everyone calls on when any piece of machinery breaks down. He loves the challenge of finding out what makes a machine work. He started as a boy, fixing his mother’s toaster, and from there, he can’t stop tinkering with machines and find out how they tick, or how to deal with them when they conk out. He is an example of people who find their work exhilarating – and who perform at their best. • They key to that exhilaration is not the task itself – Joe’s job is often routine – but the special state of mind he creates as he works. • A state called “flow.” Flow moves people to do their work, no matter what work they do.
22. Slide 23: FLOW Working with Emotional Intelligence by Daniel Goleman Flow blossoms when our skills are fully engaged. The challenge absorbs us so much we lose ourselves in our work, becoming so totally concentrated we may feel “out of time.” In this state, we seem to handle everything effortlessly, nimbly adapting to shifting demands. Flow itself is a pleasure and the ultimate motivator.
23. Slide 24: LOVING WHAT PAYS OFF Working with Emotional Intelligence by Daniel Goleman • People in flow often make the difficult look easy, an external appearance that mirrors what is happening in their brain. • Flow poses a neural paradox: We can be engaged in an exceptionally demanding task Yet our brain is operating with a minimal level of activity or expenditure of energy. • The reason seems to be that when we are bored and apathetic, or frenzied with anxiety, our brain activity is diffused; the brain itself is at a high level of activation, albeit poorly focused, with brain cells firing in far-flung and irrelevant ways. • But during flow, the brain appears efficient and precise in its pattern of firing. • The result is an overall lowering of cortical arousal – even though the person may be engaged in an extremely challenging task.
24. Slide 25: ACHIEVEMENT DRIVE Working with Emotional Intelligence by Daniel Goleman • People with this competence: • Are results oriented, with a high drive to meet their objectives and standards • Set challenging goals and take calculated risks • Pursue information to reduce uncertainty and find ways to do better • Learn how to improve their performance
25. Slide 26: COMMITMENT Working with Emotional Intelligence by Daniel Goleman People with this competence: • Readily make sacrifices to meet larger organizational goal • Find a sense of purpose in the larger missions • Use the group’s core values in making decisions and clarifying choices • Actively seek out opportunities to fulfill the group’s mission
26. Slide 27: EMPATHY BEGINS INSIDE Working with Emotional Intelligence by Daniel Goleman “Mortals can keep no secret. If their lips are silent, they gossip with their fingertips; betrayal forces its way through every pore.”-Freud • Sensing what others feel without their saying so captures the essence of empathy. • Others rarely tell us in words what they feel; instead they tell us in their tone of voice, facial expression, or other nonverbal ways. • The ability to sense these subtle communications builds on more basic competencies, particularly self-awareness and self-control. • Without the ability to sense our own feelings – or to keep them from swamping us – we will be hopelessly out of touch with the moods of others.
27. Slide 28: EMPATHY BEGINS INSIDE Working with Emotional Intelligence by Daniel Goleman • Empathy is our social radar. • Lacking such sensitivity, people are “off.” • Being emotionally tone deaf leads to social awkwardness, whether from misconstruing feelings or through a mechanical, out-of-tune bluntness or indifference that destroys rapport. • One form this lack of empathy can take is responding to other people as stereotypes rather than as the unique individuals that they are.
28. Slide 29: UNDERSTANDING OTHERS Working with Emotional Intelligence by Daniel Goleman People with this competence: • Are attentive to emotional cues and listen well • Show sensitivity and understand others’ perspectives • Help out based on understanding other people’s needs and feelings
29. Slide 30: THE ART OF LISTENING Working with Emotional Intelligence by Daniel Goleman • Listening well and deeply means going beyond what is said by asking questions restating in one’s own words what you hear to be sure you understand. • This is “active” listening. A mark of having truly heard someone else is to respond appropriately, even if that means making some change in what you do.
30. Slide 31: THE POLITICS OF EMPATHY Working with Emotional Intelligence by Daniel Goleman • There is a politics of empathy: Those with little power are typically expected to sense the feelings of those who hold power Those in power feel less obligation to be sensitive in return. • In other words, the studied lack of empathy is a way power-holders can tacitly assert their authority. • But this may hold less true today since more organizations are becoming more team-oriented and less stiffly hierarchical. • The demands of modern leadership now include competence at empathy; the authoritarian style of the past just doesn’t work as well as it once did.
31. Slide 32: DEVELOPING OTHERS Working with Emotional Intelligence by Daniel Goleman People with this competence: • Acknowledge and reward people’s strengths and accomplishments • Offer useful feedback and identify people’s needs for future growth • Mentor, give timely coaching, and offer assignments that challenge and foster a person’s skills
32. Slide 33: THE ART OF INFLUENCE Working with Emotional Intelligence by Daniel Goleman • The Art of Influence entails handling emotions effectively in other people. • Star performers are artful at sending emotional signals, which makes them powerful communicators, able to sway an audience. • In short, they are leaders.
33. Slide 34: EMOTIONS ARE CONTAGIOUS Working with Emotional Intelligence by Daniel Goleman • We influence each other’s moods. • Influencing another person’s emotional state for better or for worse is perfectly natural; • We do it constantly, “catching” emotions from one another like some kind of social virus. • This emotional exchange constitutes an invisible interpersonal economy, part of every human interaction, but it is usually too subtle to notice. • Emotions as a signaling system needs no words – a fact evolutionary theorists see as one reason emotions may have played such a crucial role in the development of the human brain long before words became a symbolic tool for humans.
34. Slide 35: INFLUENCE Working with Emotional Intelligence by Daniel Goleman People with this competence: • Are skilled at winning people over • Fine-tune presentations to appeal to the listener • Use complex strategies like indirect influence to build consensus and support • Orchestrate dramatic events to effectively make a point
35. Slide 36: FIRST, BUILD RAPPORT Working with Emotional Intelligence by Daniel Goleman • Empathy is crucial for wielding influence. • It is difficult to have a positive impact on others without first sensing how they feel and understanding their position. • People who are poor at reading emotional cues and inept at social interactions are very poor at influence. • The first step in influence is building rapport.
36. Slide 37: COMMUNICATION: Listening Openly and Sending Messages Working with Emotional Intelligence by Daniel Goleman People with this competence: • Are effective in give-and-take, registering emotional cues in attuning their message • Deal with difficult issues straightforwardly • Listen well, seek mutual understanding, and welcome sharing of information fully • Foster open communication and stay receptive to bad news as well as good
37. Slide 38: CONFLICT MANAGEMENT: Negotiating and Resolving Disagreements Working with Emotional Intelligence by Daniel Goleman People with this competence: • Handle difficult people and tense situations with diplomacy and tact • Spot potential conflict, bring disagreements into the open, and help de-escalate • Encourage debate and open discussion • Orchestrate win-win solutions
38. Slide 39: RESOLVING CONFLICT - CREATIVELY Working with Emotional Intelligence by Daniel Goleman Here are some classic moves for cooling down conflicts: • First, calm down, tune in to your feelings, and express them • Show a willingness to work things out by talking over the issue rather than escalating it with more aggression • State your point of view in neutral language rather than in an argumentative tone • Try to find equitable ways to resolve the dispute, working together to find a resolution both sides can embrace
39. Slide 40: LEADERSHIP: Inspiring and Guiding Individuals and Groups Working with Emotional Intelligence by Daniel Goleman People with this competence are: • Articulate and arouse enthusiasm for a shared vision and mission • Step forward to lead as needed, regardless of position • Guide the performance of others while holding them accountable • Lead by example
40. Slide 41: WHEN TO BE TOUGH Working with Emotional Intelligence by Daniel Goleman • To be sure, leadership demands a certain toughness – at times. • The art of leadership entails knowing when to be assertive – for example, confronting someone directly about their performance lapses when to be collegial and use less direct ways to guide or influence. • Leadership demands tough decision making. • Someone has to tell people what to do and hold them for their obligations. • A common failing of leaders, from supervisors to top executives, is the failure to be emphatically assertive when necessary.
41. Slide 42: WHEN TO BE TOUGH Working with Emotional Intelligence by Daniel Goleman • One obstacle to such assertiveness is passivity, as can happen when someone is more concerned about being liked that with getting the job done right. • People who are extremely uncomfortable with confrontation or anger are also often reluctant to take an assertive stance even when it is called for.
42. Slide 43: THE CHANGE CATALYST: Key Ingredients Working with Emotional Intelligence by Daniel Goleman • Today, organizations are reshuffling, divesting, merging, acquiring, flattening hierarchies, going global. • The acceleration of change through the 1900s has made the ability to lead it a newly ascendant competence. • In addition to high levels of self-confidence at such pace, effective change leaders have high levels of Influence Commitment Motivation Initiative Optimism Instinct for organizational politics to see organizations through such change.
43. Slide 44: SURVIVAL OF THE SOCIAL Working with Emotional Intelligence by Daniel Goleman • Humans are the primordial team players: Our uniquely complex social relationships have been a crucial survival advantage. Our extraordinary sophisticated talent for cooperation culminates in the modern organization. • The view of the crucial role of cooperation in evolution is part of a radical rethinking of just what the famous phase “survival of the fittest” means. • One modern legacy of this past is the radar for friendliness and cooperation most of us have. • People gravitate to those who show signs of good qualities. • We also have a strong warning device or system that alerts us to someone who may be selfish or untrustworthy.
44. Slide 45: THE ART OF COLLABORATION Working with Emotional Intelligence by Daniel Goleman • John Seely Brown chief scientist at Xerox Corporation and a cognitive theorist himself points out that the crucial nature of social coordination is perhaps nowhere more evident than in today’s scientific enterprises where cutting-edge knowledge grows through orchestrated, collaborative efforts. The art of “making an impact through people is the ability to – pull people together – attract colleagues to the work – create the critical mass for research. Then, once you’ve done that, there’s the next question: – How do you engage the rest of the corporation? – How do you get the message out and convert the rest of the world? To communicate is not just a matter of pushing information at another person. It’s creating an experience, to engage their gut – and that’s an emotional skill.”
45. Slide 46: THE GROUP IQ Working with Emotional Intelligence by Daniel Goleman • What makes a team perform better than the best person on it? The question is key. • Outstanding team performance raises the “group IQ” The sum total of the best talents of each member on a team, contributed to their fullest. • When teams operate at their best, the results can be more than simply additive They can be multiplicative, with the best talents of one person catalyzing the best of another and another, to produce results far beyond what any one person might have done. • The explanation of this aspect of team performance lies in the member’s relationships – in the chemistry between members.
46. Slide 47: BUILDING BONDS: Nurturing Instrumental Relationships Working with Emotional Intelligence by Daniel Goleman People with this competence: • Cultivate and maintain extensive informal networks • Seek out relationships that are mutually beneficial • Build rapport and keep others in the loop • Make and maintain personal friendships among work associates
47. Slide 48: BRING IN THE RELATIONSHIP MANAGERS Working with Emotional Intelligence by Daniel Goleman • Marks & Spencer, the huge British retail chain, gives an unusual gift to its regular suppliers: a special key card that lets them into the chain’s head offices anytime. Although they still have to make appointments, the key card makes them feel like members of the Marks & Spencer family. • The key card is part of an intentional effort of Marks & Spencer to nurture a relationship of trust and cooperation with its suppliers. • That effort also includes trips with suppliers to trade shows and to other countries to visit sources of raw materials. • The goal: to strengthen mutual understanding to spot new possibilities for products they can jointly develop
48. Slide 49: COLLABORATIN AND COOPERATION Working with Emotional Intelligence by Daniel Goleman People with this competence: • Balance a focus on task with attention to relationships • Collaborate, sharing plans, information and resources • Promote a friendly, cooperative climate • Spot and nurture opportunities for collaboration
49. Slide 50: FEELINGS AND THE CLIENT Working with Emotional Intelligence by Daniel Goleman • When a client displayed anxiety or uneasiness the common wisdom in the insurance industry held that the best response was not empathy but a rational argument. • So the advisors were left trying to shut out the client’s emotions as well as their own. • In short, the feelings rolling within clients and planners alike set a miserable emotional tone for their encounter, as a final report put it “A mountain of emotional negativity stood between our sales process and our bottom line.”
50. Slide 51: THE EMOTIONALLY INTELLIGENT ORGANIZATION Working with Emotional Intelligence by Daniel Goleman • At an international business conference recently, people were asked, “Does your organization have a mission statement?” About two thirds raised their hands. • Then they were asked, “Does this mission statement describe the day-to-day reality of life there?” All but a few raised their hands. • An emotionally intelligent organization needs to come to terms with any disparities between the values it proclaims and those it lives. • Clarity about an organization’s values, spirit and mission leads to a decisive self-confidence in corporate decision making.
51. Slide 52: MAXIMIZING THE ORGANIZATION’S INTELLIGENCE Working with Emotional Intelligence by Daniel Goleman • An organization’s collective level of emotional intelligence determines the degree to which that organization’s intellectual capital is realized – and so its overall performance. • The art of maximizing intellectual capital lies in orchestrating the interactions of the people whose minds hold that knowledge and expertise. • When it comes to technical skills and core competencies that make a company competitive, the ability to outperform others depend on the relationships of the people involved.
52. Slide 53: THE BOTTOM LINE Working with Emotional Intelligence by Daniel Goleman • Emotional intelligence can be learned. • Individually, we can add these skills to our tool kit for survival at a time when job stability seems like a quaint oxymoron. • For businesses of all kinds, the fact that emotional competencies can be assessed and improved suggests another area in which performance – and so competitiveness – can be upgraded. • What’s needed amounts to an emotional competence tune-up for the corporation.
53. Slide 54: ABOUT BUSINESSSUMMARIES Working with Emotional Intelligence by Daniel Goleman BusinessSummaries.com is a business book Summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States every week. For more information, please go to http://www.bizsum.com.
Manfaat Buah
Khasiat Dan Manfaat Buah-Buahan Alami Bagi Tubuh Manusia - Ilmu Kesehatan Masyarakat
Sun, 18/11/2007 - 12:56pm — godam64
Buah adalah salah satu jenis makanan yang memiliki kandungan gizi, vitamin dan mineral yang pada umumnya sangat baik untuk dikonsumsi setiap hari. Dibandingkan dengan suplemen obat-obatan kimia yang dijual di toko-toko, buah jauh lebih aman tanpa efek samping yang berbahaya serta dari sisi harga umumnya jauh lebih murah dibanding suplemen yang memiliki fungsi yang sama.
Di bawah ini kita dapat melihat kandungan, khasiat dan manfaat sehat dari beberapa jenis buah yang ada di bumi :
1. BUAH TOMAT (TOMATO)
- tomat mengandung vitamin A, B1 dan C.
- tomat dapat membantu membersihkan hati hati dan darah kita.
- tomat dapat mencegah beragam penyakit dan gangguan kesehatan lain seperti :
a. gusi berdarah.
b. rabun senja / kotok ayam.
c. penggumpalan darah.
d. usus buntu.
e. kanker prostat dan kanker payudara.
2. BUAH PEPAYA (PAPAYA)
- pepaya mengandung vitamin C dan provitamin A.
- pepaya dapat membantu memecah serat makanan dalam sistem pencernaan.
- pepaya dapat mebuat lancar saluran pencernaan makanan.
- pepaya dapat menanggulangi atau mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. menyembuhkan luka.
b. menghilangkan infeksi.
c. menghilangkan alergi
3. BUAH PISANG (BANANA)
- pisang mengandung vitamin A, B1, B2 dan C.
- pisang dapat membantu mengurangi asam lambung.
- pisang bisa membantu menjaga keseimbangan air dalam tubuh.
- pisang dapat menanggulangi atau mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. gangguan pada lambung.
b. penyakit jantung dan stroke
c. stress
d. menurunkan kadar koleterol dalam darah.
4. BUAH MANGGA (MANGO)
- mangga mengandung vitamin A, E dan C.
- mangga dapat bertindak sebagai disinfektan.
- mangga dapat membersihkan darah.
- mangga dapat menanggulangi atau mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. bau badan / bb / bau tubuh yang tidak enak.
b. menurunkan panas tubuh saat demam.
5. BUAH STRAWBERRY (STRAWBERRY)
- stoberi mengandung provitamin A, vitamin B1, B dan C.
- stobery mengandung antioksidan untuk melawan zat radikal bebas.
- strawbery memiliki kegunaan / fungsi kesehatan lain seperti :
a. mengobati gangguan kesehatan pada kandung kemih.
b. menjadi anti virus
c. menjadi anti kanker
6. BUAH APEL (APPLE)
- apel mengandung vitamin A, B dan C.
- aple dapat membantu menurunkan kadar kolesterol dalam darah.
- apel mempunyai kegunaan / fungsi kesehatan lain seperti :
a. menjadi zat anti kanker.
b. mengurangi nafsu makan yang terlalu besar.
7. BUAH JERUK (ORANGE)
- jeruk mengandung vitamin A, B1, B2 dan C.
- jeruk mengandung antikanker bagi tubuh.
- jeruk dapat mencegah dan mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. mengobati sariawan.
b. menurunkan resiko terkena kardiovaskuler, kanker, dan katarak.
8. BUAH PEAR / PIR (PEAR)
- pear mengandung vitamin C dan provitamin A.
- pear mengandung anti oksidan yang baik untuk menjaga kesehatan.
- pear dapat mencegah beragam penyakit dan gangguan kesehatan lain seperti :
a. menurunkan demam / panas tubuh.
b. mengencerkan dan menhilangkan dahak pada batuk berdahak.
9. BUAH JAMBU BIJI MERAH / JAMBU MERAH (GUAVA)
- jambu merah mengandung vitamin C yang sangat banyak.
- jambu merah mengandung zat antioxidan dan antikanker.
- jambu merah mempunyai kegunaan / fungsi kesehatan lain seperti :
a. menurunkan kadar kolesterol darah
b. mengobati infeksi.
c. menjaga mengobati sariawan.
d. memperlancar peredaran darah.
e. melancarkan saluran pencernaan.
f. mencegah konstipasi.
10. BUAH SEMANGKA (WATERMELON)
- semangka mengandung vitamin C dan provitamin A.
- semangka dapat menjadi antialergi.
- semangka mempunyai kegunaan / fungsi kesehatan lain seperti :
seperti :
a. menurunkan kadar kolesterol.
b. mencegah dan menahan serangan jantung.
11. BUAH MELON (HONEYDEW)
- melon mengandung vitamin C dan provitamin A.
- melon mengandung zat anti kanker dan anti oksidan.
- melon mempunyai kegunaan / fungsi kesehatan lain seperti :
a. mencegah darah menggumpal.
b. membersihkan kulit.
c. menlancarkan saluran pencernaan.
d. menurunkan kadar kolestrerol.
12. BUAH WORTEL (CARROT)
- wortel kaya akan vitamin A.
- wortel baik untuk menjaga kesehatan mata.
- wortel mempunyai kegunaan / fungsi kesehatan lain seperti :
a. meningkatkan kekebalan dan ketahanan tubuh jasmani.
b. menjaga hati tetap sehat.
13. BUAH BELIMBING (STAR FRUIT)
- belimbing mengandung vitamin C dan provitamin A.
- belimbing dapat membantu memperlancar pencernaan makanan.
- belimbing mempunyai kegunaan / fungsi kesehatan lain seperti :
a. menurunkan tekanan darah.
b. menurunkan kadar / tingkat kolesterol dalam tubuh.
14. BUAH NANAS (PINEAPPLE)
- nanas mengandung vitamin B dan C.
- nanas dapat mencegah terkena serangan jantung dan stroke / struk.
- nenas dapat mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. menyembuhkan luka.
b. menyembuhkan infeksi pada saluran pencernaan.
Untuk menjadi sehat alami tanpa bahan kimia makanlah berbagai buah secukupnya setiap hari demi kesehatan badan kita yang sangat berharga.
* kesehatan masyarakat
Sun, 18/11/2007 - 12:56pm — godam64
Buah adalah salah satu jenis makanan yang memiliki kandungan gizi, vitamin dan mineral yang pada umumnya sangat baik untuk dikonsumsi setiap hari. Dibandingkan dengan suplemen obat-obatan kimia yang dijual di toko-toko, buah jauh lebih aman tanpa efek samping yang berbahaya serta dari sisi harga umumnya jauh lebih murah dibanding suplemen yang memiliki fungsi yang sama.
Di bawah ini kita dapat melihat kandungan, khasiat dan manfaat sehat dari beberapa jenis buah yang ada di bumi :
1. BUAH TOMAT (TOMATO)
- tomat mengandung vitamin A, B1 dan C.
- tomat dapat membantu membersihkan hati hati dan darah kita.
- tomat dapat mencegah beragam penyakit dan gangguan kesehatan lain seperti :
a. gusi berdarah.
b. rabun senja / kotok ayam.
c. penggumpalan darah.
d. usus buntu.
e. kanker prostat dan kanker payudara.
2. BUAH PEPAYA (PAPAYA)
- pepaya mengandung vitamin C dan provitamin A.
- pepaya dapat membantu memecah serat makanan dalam sistem pencernaan.
- pepaya dapat mebuat lancar saluran pencernaan makanan.
- pepaya dapat menanggulangi atau mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. menyembuhkan luka.
b. menghilangkan infeksi.
c. menghilangkan alergi
3. BUAH PISANG (BANANA)
- pisang mengandung vitamin A, B1, B2 dan C.
- pisang dapat membantu mengurangi asam lambung.
- pisang bisa membantu menjaga keseimbangan air dalam tubuh.
- pisang dapat menanggulangi atau mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. gangguan pada lambung.
b. penyakit jantung dan stroke
c. stress
d. menurunkan kadar koleterol dalam darah.
4. BUAH MANGGA (MANGO)
- mangga mengandung vitamin A, E dan C.
- mangga dapat bertindak sebagai disinfektan.
- mangga dapat membersihkan darah.
- mangga dapat menanggulangi atau mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. bau badan / bb / bau tubuh yang tidak enak.
b. menurunkan panas tubuh saat demam.
5. BUAH STRAWBERRY (STRAWBERRY)
- stoberi mengandung provitamin A, vitamin B1, B dan C.
- stobery mengandung antioksidan untuk melawan zat radikal bebas.
- strawbery memiliki kegunaan / fungsi kesehatan lain seperti :
a. mengobati gangguan kesehatan pada kandung kemih.
b. menjadi anti virus
c. menjadi anti kanker
6. BUAH APEL (APPLE)
- apel mengandung vitamin A, B dan C.
- aple dapat membantu menurunkan kadar kolesterol dalam darah.
- apel mempunyai kegunaan / fungsi kesehatan lain seperti :
a. menjadi zat anti kanker.
b. mengurangi nafsu makan yang terlalu besar.
7. BUAH JERUK (ORANGE)
- jeruk mengandung vitamin A, B1, B2 dan C.
- jeruk mengandung antikanker bagi tubuh.
- jeruk dapat mencegah dan mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. mengobati sariawan.
b. menurunkan resiko terkena kardiovaskuler, kanker, dan katarak.
8. BUAH PEAR / PIR (PEAR)
- pear mengandung vitamin C dan provitamin A.
- pear mengandung anti oksidan yang baik untuk menjaga kesehatan.
- pear dapat mencegah beragam penyakit dan gangguan kesehatan lain seperti :
a. menurunkan demam / panas tubuh.
b. mengencerkan dan menhilangkan dahak pada batuk berdahak.
9. BUAH JAMBU BIJI MERAH / JAMBU MERAH (GUAVA)
- jambu merah mengandung vitamin C yang sangat banyak.
- jambu merah mengandung zat antioxidan dan antikanker.
- jambu merah mempunyai kegunaan / fungsi kesehatan lain seperti :
a. menurunkan kadar kolesterol darah
b. mengobati infeksi.
c. menjaga mengobati sariawan.
d. memperlancar peredaran darah.
e. melancarkan saluran pencernaan.
f. mencegah konstipasi.
10. BUAH SEMANGKA (WATERMELON)
- semangka mengandung vitamin C dan provitamin A.
- semangka dapat menjadi antialergi.
- semangka mempunyai kegunaan / fungsi kesehatan lain seperti :
seperti :
a. menurunkan kadar kolesterol.
b. mencegah dan menahan serangan jantung.
11. BUAH MELON (HONEYDEW)
- melon mengandung vitamin C dan provitamin A.
- melon mengandung zat anti kanker dan anti oksidan.
- melon mempunyai kegunaan / fungsi kesehatan lain seperti :
a. mencegah darah menggumpal.
b. membersihkan kulit.
c. menlancarkan saluran pencernaan.
d. menurunkan kadar kolestrerol.
12. BUAH WORTEL (CARROT)
- wortel kaya akan vitamin A.
- wortel baik untuk menjaga kesehatan mata.
- wortel mempunyai kegunaan / fungsi kesehatan lain seperti :
a. meningkatkan kekebalan dan ketahanan tubuh jasmani.
b. menjaga hati tetap sehat.
13. BUAH BELIMBING (STAR FRUIT)
- belimbing mengandung vitamin C dan provitamin A.
- belimbing dapat membantu memperlancar pencernaan makanan.
- belimbing mempunyai kegunaan / fungsi kesehatan lain seperti :
a. menurunkan tekanan darah.
b. menurunkan kadar / tingkat kolesterol dalam tubuh.
14. BUAH NANAS (PINEAPPLE)
- nanas mengandung vitamin B dan C.
- nanas dapat mencegah terkena serangan jantung dan stroke / struk.
- nenas dapat mengobati beragam penyakit dan gangguan kesehatan lain seperti :
a. menyembuhkan luka.
b. menyembuhkan infeksi pada saluran pencernaan.
Untuk menjadi sehat alami tanpa bahan kimia makanlah berbagai buah secukupnya setiap hari demi kesehatan badan kita yang sangat berharga.
* kesehatan masyarakat
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