Using general semantics for effective self-management.

Using general semantics for effective self-management. IN THE PAST, people had little need to manage their careers; theywere born into their stations in life. More recently, people relied ontheir companies to map their career paths. But times have radicallychanged--today it is essential that we understand how to manageourselves. To take charge of our work lives, Peter F. Drucker, author ofManagement Challenges for the 21st Century, suggests that we askourselves the following questions: What are my strengths? How do Iperform? What do I value? How can I effectively manage my relationships? This article, using ideas and formulations from general semantics gen��er��al semantics?n. (used with a sing. verb)A discipline developed by Alfred Korzybski that proposes to improve human behavioral responses through a more critical use of words and symbols. ,offers practical advice that can help individuals to answer thesequestions. (1) What are my strengths? It's important to know our strengths, because it is easier tobuild on what we do well, than on what we do poorly. But assessing whatwe are good at can be tricky. Drucker maintains that most people thinkthey know what they are good at, but are usually wrong. He argues thattypically people know what they are not good at--and even then morepeople are wrong than right. To discover one's strengths, Drucker suggests doing a"feedback analysis." This consists of writing down what youthink will happen whenever you make a significant decision or take asignificant action and then, nine or twelve months later, comparing theactual results with your expectations. In Drucker's case, feedbackanalysis showed that he had an intuitive understanding Intuitive understanding is comprehension without any necessary contemplation or explanation.When designing products it is useful to think as the "na?ve user", someone who will use the product but has no knowledge of how to use it. of technicalpeople and that he didn't resonate res��o��nate?v. res��o��nat��ed, res��o��nat��ing, res��o��natesv.intr.1. To exhibit or produce resonance or resonant effects.2. very well with generalists. (Thefeedback analysis technique is based on the scientificmethod--experiment, analyze, predict. General semantics emphasizes thescientific approach as a preferred orientation, or generalized gen��er��al��izedadj.1. Involving an entire organ, as when an epileptic seizure involves all parts of the brain.2. Not specifically adapted to a particular environment or function; not specialized.3. way ofsolving problems.) Strengths can be maximized using Korzybski's "extensionaltheory of happiness." (This theory contends that to reach a measureof contentment ContentmentAglaospoor peasant said by the Delphic oracle to be happier than the king because he was contented. [Gk. Myth.: Benét, 15] and a sense of success, we ought to form reasonableexpectations, work hard, and be prepared to get not exactly what wewant.) For example, let's say feedback analysis shows you are goodat resolving conflicts. Applying the extensional theory of happiness tothis talent would give you a reasonable expectation that: (i) you willsuccessfully resolve conflicts much of the time; (ii) you will need towork hard at resolving conflicts; and (iii) you will not always succeedin your efforts to reduce conflicts. The last part of the"happiness theory," be prepared to get not exactly what youwant, is especially useful in helping individuals avoid becomingdepressed if things don't work out according to according toprep.1. As stated or indicated by; on the authority of: according to historians.2. In keeping with: according to instructions.3. plans. Many people find it relatively easy to improve their strengthsbecause they are starting out from a relatively strong position.Problems are more likely to develop when it comes to acknowledging whatone is not so good at, and then trying to master it. For instance, somein the engineering world take pride in knowing very little aboutpeople--perhaps human behavior is far too unpredictable for thetechnical mind to waste time trying to understand it. Human relations human relationsnpl → relaciones fpl humanasprofessionals, on the other hand, often esteem themselves for theirignorance of quantitative analyses. To actualize their strengths, bothgroups would do well to also improve their weak skills and knowledge. "Dating" (a general semantics tool that involvesattaching dates to our evaluations as a reminder that things change overtime) can help to motivate individuals to work on improving theirweaknesses. For example, engineers (today) who are not interested inhuman behavior can imagine themselves as engineers (tomorrow) who willbe interested in human interactions. And, HR professionals (in thepresent) who blithely ignore quantitative matters can picture themselvesas HR experts (in the future) who take an interest in numerical doings.Actually, we all change physically, mentally, and emotionally over time,as new data becomes available and new circumstances emerge. Rigidlysticking to old positions can keep us from seeing and making changesthat might be beneficial. If feedback shows that our good work consistently fails whencooperation is required, it may indicate a lack of courtesy for others.Manners are a lubricant LubricantA gas, liquid, or solid used to prevent contact of parts in relative motion, and thereby reduce friction and wear. In many machines, cooling by the lubricant is equally important. for effective human relations. Without them,friction between human beings can lead to dysfunctional dys��func��tionalso dis��func��tion ?n.Abnormal or impaired functioning, especially of a bodily system or social group.dys��func relationshipsand decreased productivity. Some people are oblivious to the importance of manners at work.They think comments like "How do you do?" or "How areyou?" are superfluous su��per��flu��ous?adj.Being beyond what is required or sufficient.[Middle English, from Old French superflueux, from Latin superfluus, from superfluere, to overflow : because they are mere figures of speech. Butgeneral semanticists know that some remarks are not meant to directlyinform. Certain forms of language contribute to a social mood andestablish workplace rapport The former name of device management software from Wyse Technology, San Jose, CA (www.wyse.com) that is designed to centrally control up to 100,000+ devices, including Wyse thin clients (see Winterm), Palm, PocketPC and other mobile devices. . Exhibiting good manners Noun 1. good manners - a courteous mannercourtesypersonal manner, manner - a way of acting or behavingniceness, politeness - a courteous manner that respects accepted social usageurbanity - polished courtesy; elegance of manner at work is a strength that is useful tohave and wise to develop. This topic is further explored in the lastsection of this article titled, "How can I effectively manage myrelationships?" How do I perform? Improving on-the-job performance can help a person to be moresuccessful at work. To facilitate such improvement, it is a good idea toknow something about how you perform. For example, what learning styledo you use? Schools tend to be organized on the assumption that there is onlyone right way to learn and that it is the same for everyone. But when welook at learners in the "real world," that assumption provesfalse. There are actually many different ways to learn. Churchill learned by writing. So did Beethoven. That great Germancomposer left behind many sketchbooks, yet he never consulted them whenhe composed. Beethoven maintained that he needed to put down histhoughts in writing so as not to forget them. Some people learn by doing. (A former boss of mine used thismethod. He liked to plunge into things rather than read or talk aboutthem.) Others learn by hearing themselves talk. (Drucker reports this istrue for many successful trial lawyers, medical diagnosticians, and forhimself.) The important thing is to identify your learning style. Oncethat is done, you can build on it to solve work problems. Asking questions that can be answered through empirical observation Adv. 1. through empirical observation - in an empirical manner; "this can be empirically tested"by trial and error, empirically can also help us to improve our performance at work--such questions arecalled "useful" in general semantics. Two examples of"useful" work-related questions are, "Do I work well withpeople, or am I a loner lonerPsychiatry A single young man estranged from society and family, who suffers from psychogenic pain, and tends to live 'on the edge', vacillating between aggression and depression; loners often have unrealistic goals, but are unable to work towards those goals ?" and "If I work well with people, amI best as a leader or a subordinate?" (Some people work best assubordinates. According to Drucker, World War II hero General GeorgePatton was one of those individuals. "... When he was proposed foran independent command, General George Marshall, the U.S. chief ofstaff--and probably the most successful picker of men in U.S.history--said, 'Patton is the best subordinate the American armyhas ever produced, but he would be the worst commander.'") (2) A particularly valuable question to ask oneself is, "Do Iperform well under stress or am I more comfortable in a highlystructured and predictable environment?" However you answer thisquestion, it is important to understand that stress and change areubiquitous in life. Because that is so, it makes sense to learn how todeal with stress and adapt to change no matter what the conditions areat work. General semantics asserts that questions that cannot be answeredthrough testing and empirical observation can upset us emotionally."Am I a failure?" and "Am I a success?" are two suchquestions. They are unanswerable except in terms of opinion or belief. What do I value? To be an effective self-manager, it is important to know what onevalues. But the term "values" is an abstract word that can bedefined in many ways (general semantics labels such words high-levelabstractions). To be of use in self-management, "values" needsto be defined with greater specificity. The following list of commonwork priorities, adopted from an inventory devised by psychologistTheodore Rubin, offers some precision. (3) Common Work Priorities Self-identification Our feelings toward work can be complex. Some people stronglyidentify with the work they do and for them the right job is meaningful,inspiring, and restorative re��stor��a��tiveadj.1. Of or relating to restoration.2. Tending or having the power to restore.n.A medicine or other agent that helps to restore health, strength, or consciousness. . Others see work as a necessary evil toprovide money for family living and leisure activities. How we viewwork, and our relationship to it, can have a strong influence indetermining the right job to choose. Money Money has an obvious practical value in terms of the products andservices that one can buy with it. Money also has a vast range ofsymbolic associations, such as power, status, security, expertise,longevity longevity(lŏnjĕv`ĭtē), term denoting the length or duration of the life of an animal or plant, often used to indicate an unusually long life. , freedom, energy, and self-esteem. For a vast group inAmerican society, money is the key priority in selecting an occupation. Security Job security is an important value to many people--there are moreoffice jobholders in the United States United States,officially United States of America, republic (2005 est. pop. 295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the world's third largest country in population and the fourth largest country in area. than independent entrepreneurs,and many seek the security of tenured positions and civil serviceemployment. If job security is a main value to an individual and it isignored, painful anxiety will ensue en��sue?intr.v. en��sued, en��su��ing, en��sues1. To follow as a consequence or result. See Synonyms at follow.2. To take place subsequently. . Prestige, Power, and Recognition (PPR PPRpeste des petitis ruminants. ) There are some people who find prestige, power, and recognition(PPR) highly motivating values. If this combination is a major value foryou, it is best to recognize that quickly. Individuals who prize PPR,but fool themselves into thinking that they are "simple, benevolent be��nev��o��lent?adj.1. Characterized by or suggestive of doing good.2. Of, concerned with, or organized for the benefit of charity. people," will make wrong job choices and feel constantlyshortchanged. Sociability versus Solitude Most of us feel gregarious gre��gar��i��ous?adj.1. Seeking and enjoying the company of others; sociable. See Synonyms at social.2. Tending to move in or form a group with others of the same kind: gregarious bird species. sometimes, and want solitude at othertimes. But usually one of these two needs predominates. If you are anindividual with an extreme desire for sociability or solitude, it isimportant to acknowledge it. "Socializers" are not going to bevery good as back-room catalogers and "hermits" will probablyfail at sales. Physical Comfort and Convenience American society was founded on the Puritan ethic of hard work andputting up with discomfort. But there is no law that says a person hasto comply with this doctrine. One has a perfect right to value physicalcomfort and convenience. If you are such an individual, it is probably amistake to take a job that involves long hours of commuting or workingin an uncongenial physical setting. Freedom from Stress If minimizing stress is an important priority, it must be takenseriously. Failure to do so can result in a person securing employmentthat will cause psychological and physical harm. One way to have lessstress is to take a job in which the trio of Prestige, Power, andRecognition does not play a significant role. Creative Activity The need for self-expression through art, music, writing, acting,etc., can be a chief priority. When it is dominant, it can demandexclusive attention. Not paying attention Noun 1. paying attention - paying particular notice (as to children or helpless people); "his attentiveness to her wishes"; "he spends without heed to the consequences"attentiveness, heed, regard to this priority can doom aperson to a life of disappointment and regret. Excitement, Stimulation, and Variety (ESV ESVend-systolic volume. ) Individuals who are highly motivated by excitement, stimulation,and variety (ESV) should seek employment that will provide thosebenefits. If such persons find themselves in "boring" jobs,they may manufacture crises to liven up Verb 1. liven up - make lively; "let's liven up this room a bit"liven, enliven, invigorate, animateenergize, perk up, energise, stimulate, arouse, brace - cause to be alert and energetic; "Coffee and tea stimulate me"; "This herbal infusion doesn't their work. Some business peopleare so galvanized gal��va��nize?tr.v. gal��va��nized, gal��va��niz��ing, gal��va��niz��es1. To stimulate or shock with an electric current.2. by ESV that they value it even above profit. How can I effectively manage my relationships? Happiness and success, with respect to managing relationships,depends on how well we are able to reach agreement with people and howwell we are able to get along with people, whether or not we agree withthem. The following general semantics ideas and formulations can improveyour performance in both these areas. Qualify Your Responses Most people will not give you a hard time if, when expressing youropinion, you add the phrase "so far as I know" to indicatethat you are not speaking with the voice of ultimate authority. Saying"so far as I know" does not undermine your position. Who hasthe right to say more? In a process world, where knowledge is bydefinition incomplete, there are no absolute answers. Benjamin Franklin was a great believer in the power of thequalified response. In his Autobiography, he attributes much of hissuccess to the adoption of the "so far as I know" attitude: "I made it a rule to forbear for��bear?1?v. for��bore , for��borne , for��bear��ing, for��bearsv.tr.1. To refrain from; resist: forbear replying.See Synonyms at refrain1. all direct contradiction to thesentiments of others, and all positive assertions of my own. I evenforbid for��bid?tr.v. for��bade or for��bad , for��bid��den or for��bid, for��bid��ding, for��bids1. To command (someone) not to do something: I forbid you to go.2. myself the use of every word or expression in the language thatimported a fixed opinion, such as certainly, undoubtedly, etc., and Iadopted, instead of them, I conceive conceive/con��ceive/ (kon-sev��)1. to become pregnant.2. take in, grasp, or form in the mind.con��ceivev.1. To become pregnant.2. , I apprehend, or I imagine a thingto be so or so, or it so appears to me at present." (4) Delay Your Reactions A useful way to get along better with others is to follow theadvice of general semantics expert Robert Potter Robert Potter (c. 1800–1842) was a Congressional Representative from North Carolina; born in Granville County, North Carolina near Williamsboro (now part of Vance County, North Carolina), about 1800; attended the common schools; midshipman in the United States Navy 1815-1821; to treat the"semantic handicaps" of individuals with the sameconsideration you would afford persons with physical disabilities. (5)If you walk with a person who is lame lame(lam) incapable of normal locomotion; deviating from normal gait. lameadj.1. Disabled so that movement, especially walking, is difficult or impossible.2. , you do not run ahead. You adjustyour pace to that of your slower companion. Similarly, in talking withan individual who exhibits a semantic disability, such as "being aknow-it-all" or a "knee-jerk reactor," you do not advancethe discussion by insulting or chastising the person for their style ofdiscourse. That will only cause the individual to become defensive. Amore effective approach is to delay your desire to correct theperson's semantic handicaps and instead offer your take on theparticular subject under consideration. (If an individual with semantichandicaps seems receptive to your opinions, perhaps then you can talkabout his or her semantic disabilities.) Be a "Good" Listener Are you a good listener? Do you try to understand someone'spoint of view in order to pick up clues that will make for goodconversation, or do you search for evidence to find fault with the wordsof others? If you do the former, you will get along better with people. One way to gain listening proficiency pro��fi��cien��cy?n. pl. pro��fi��cien��ciesThe state or quality of being proficient; competence.Noun 1. proficiency - the quality of having great facility and competence is to become an "activelistener." Active listening Active listening is an intent to "listen for meaning", in which the listener checks with the speaker to see that a statement has been correctly heard and understood. The goal of active listening is to improve mutual understanding. skills include setting aside youropinions and prejudices on the speaker's statements, facing andmaking eye contact with the speaker, paraphrasing back to the speakerwhat you think he or she has just said, asking clarifying questions, andexpressing appreciation for the opportunity to share information. Usingthese skills can facilitate accurate communications and improve yourrelationships. (So can attending to "non-verbal" elements inconversations. General semantics practitioners point out that suchelements as body language, facial expressions facial expression,n the use of the facial muscles to communicate or to convey mood. , and tone of voice canconvey more meaning than what a person says.) Beware the "Is of Projection" General semanticists have long observed that the structure of ourlanguage encourages us to talk and think as if "qualities"exist "in" things. As a result, the role of the observer isobscured. For example, consider the following three sentences:"John is smart." "Fred is a dope." "Mary is Mary I, 1516–58, queen of EnglandMary I(Mary Tudor), 1516–58, queen of England (1553–58), daughter of Henry VIII and Katharine of Aragón. lazy." We appear to be talking about John, Fred, and Mary. Yet thewords smart, dope, and lazy refer to evaluations made by the observer,not to what it "out there." These statements would be moreaccurate if followed by "to me." (The word is, in the previousexamples, is known in general semantics as the "is ofprojection." In this usage, we project our reactions onto the world"out there.") Our projections can bias the way we think about individuals andlead us to make erroneous erroneousadj. 1) in error, wrong. 2) not according to established law, particularly in a legal decision or court ruling. conclusions about them. A more useful approachis to focus on a person's actions. For example, instead of saying"Fred is a dope" or "Mary is lazy," we can inquire in��quire? also en��quirev. in��quired, in��quir��ing, in��quiresv.intr.1. To seek information by asking a question: inquired about prices.2. into their behaviors--e.g., "Fred, why do you keep interrupting meduring our conversations?" "Mary, why do you keep coming inlate to the office?" Asking questions like these, and carefullyobserving how individuals act, can yield valuable information on humanmotivation and increase our understanding of other people. Avoid Either-or-Thinking The structure of our language can lead us to take an"either-or" approach in dealing with people. (Because Englishis loaded with polarizing terms, like "good-bad,""old-young," "strong-weak," it is easy to speakabout extremes. It takes an active effort to talk in terms of degrees.)An either-or approach, by restricting the choices that we offerindividuals in situations, can be an impediment A disability or obstruction that prevents an individual from entering into a contract.Infancy, for example, is an impediment in making certain contracts. Impediments to marriage include such factors as consanguinity between the parties or an earlier marriage that is still valid. to getting along withothers. Using an either-or approach (a "two-valued" approach, ingeneral semantics terminology) can cause us to develop "hardening hardening,in metallurgy, treatment of metals to increase their resistance to penetration. A metal is harder when it has small grains, which result when the metal is cooled rapidly. of the categories." This malady malady/mal��a��dy/ (-ah-de) disease. mal��a��dyn.A disease, disorder, or ailment.maladya disease or illness. can be seen in PresidentBush's statement that, "You're either with us or againstus in the fight against terror." (6) To avoid this"disease," general semantics recommends using a multi-valuedapproach--this approach involves considering the either-or choices andalso the options that fall in between them. A person using amulti-valued approach would not say, "It's either my way orthe highway "My Way or the Highway" is the 20th episode of the American sitcom Scrubs. It originally aired as Episode 20 of Season 1 on April 16, 2002. PlotThe episode begins with a direct parody of West Side Story with the surgical vs. medical scene. J.D. ." Instead, he or she might say, "I hope you willjoin me in my proposal. If you choose not to, perhaps we can negotiate amutually satisfactory alternative plan. But if that doesn't workout, I reserve the right to proceed with my original idea." Make Accurate Inferences General semantics stresses that faulty inferences can lead toflawed flaw?1?n.1. An imperfection, often concealed, that impairs soundness: a flaw in the crystal that caused it to shatter.See Synonyms at blemish.2. judgments and disturbed relationships. The following are threeexamples of this dysfunctional dynamic. Example I Fact: John delivers to his boss a report that he has worked hard toprepare. The boss glances at the document, gives John a "dirtylook," and walks away. John's inference (logic) inference - The logical process by which new facts are derived from known facts by the application of inference rules.See also symbolic inference, type inference. : The boss doesn't like my report. John's judgment: The boss is a jerk. I'm not putting outlots of effort for this guy. Reality: The boss was preoccupied pre��oc��cu��pied?adj.1. a. Absorbed in thought; engrossed.b. Excessively concerned with something; distracted.2. Formerly or already occupied.3. with a pressing business problem.His "dirty look" was a reaction to a negative thought he washaving on that problem. Example II Fact: Mary tells her staff, "During the next twelve months thecompany will be spending over a million dollars to promote ourdepartment. We'll all have to pitch in and work hard to fill theorders that will be generated from this advertising." Mary's inference: The staff will be excited about gettingincreased responsibilities. Mary's judgment: The staff must think I'm a great bossbecause I have brought extra recognition to our department. Reality: The staff is demoralized de��mor��al��ize?tr.v. de��mor��al��ized, de��mor��al��iz��ing, de��mor��al��iz��es1. To undermine the confidence or morale of; dishearten: an inconsistent policy that demoralized the staff. to learn about the advertising.They figure the money spent on it will mean they won't be receivinga raise for the year. Example III Fact: Mike spends the weekend trying to solve a perplexing per��plex?tr.v. per��plexed, per��plex��ing, per��plex��es1. To confuse or trouble with uncertainty or doubt. See Synonyms at puzzle.2. To make confusedly intricate; complicate. businessproblem. He fails to solve it. Mike's inference: I'll never be able to solve thisproblem. Mike's judgment: I guess I'm not cut out for business. Reality: It was a difficult problem that many others with moreexperience in Mike's company had failed to solve. No one in thecompany expected Mike to solve the problem. To increase our degree of certainty in a situation, we can collectmultiple inferences that lead to a similar conclusion, or set ofconclusions, about a particular circumstance. With a higher number ofconverging con��verge?v. con��verged, con��verg��ing, con��verg��esv.intr.1. a. To tend toward or approach an intersecting point: lines that converge.b. inferences, we can place more confidence in our conclusions. Assumptions Have Consequences The formulation of logical fate says that assumptions andconsequences are related: from assumptions, consequences follow--tochange consequences, examine and change your assumptions. Some of thebest assumptions on how to improve human relations have been offered byDale Carnegie, the author of How to Enjoy Your Life and Your Job, andmany other books on human development. His suggestions on how to getalong well with others have been used by millions of people to positiveeffect. Among his ideas are the following: (7) 1. Instead of condemning people when they do badly, try to understand their motivations and offer constructive suggestions on how to improve their performance. 2. If you like something that someone does, tell them about it--give honest and sincere appreciation for their work. 3. People are interested in what they want, not what you want. To motivate people to work with you, take a genuine interest in their desires. 4. Show respect for the other person's opinions. Be diplomatic in correcting the errors of others. Do not say, "You're wrong." 5. In talking with people, don't begin by discussing the things on which you differ. Begin by emphasizing the things on which you agree. 6. Appeal to a person's nobler motives. This will not work for everyone all the time, but many people will respond to a call to do the "right" thing. 7. Most individuals do not like to be ordered around by others. While sometimes orders have to be given, in many instances a better policy is to ask people questions. 8. Even if we are right, and the other person is definitely wrong, we only destroy ego and risk revenge by humiliating others. A better policy is to let the other person save face. 9. People will be more inclined to comply with your wishes if you talk about your own mistakes before criticizing theirs.10. Begin in a friendly way. Remember what Lincoln said: "A drop of honey catches more flies than a gallon of gall." Conclusion It is an axiom in general semantics that we cannot say or know allabout anything; there is always more to be said, more to be learned.Applying that axiom to this article, there is more to be discoveredabout effective self-management than I can say here. Attaining thatobjective is a journey, not a destination. NOTES 1. This article includes a number of arguments, explanations, andrecommendations from Peter F. Drucker's excellent book, ManagementChallenges for the 21st Century (New York New York, state, United StatesNew York,Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of : HarperCollins, 1999). Hisbook offers many useful suggestions for succeeding at work. 2. Peter, F. Drucker, Management Challenges for the 21st Century(New York: HarperCollins, 1999), p. 174. 3. These common work priorities, and others, are more fullydiscussed in Theodore Rubin, Overcoming Indecisiveness in��de��ci��sive?adj.1. Prone to or characterized by indecision; irresolute: an indecisive manager.2. Inconclusive: an indecisive contest; an indecisive battle. (New York: Avon,1985), pp. 73-98. 4. Kenneth S. Keyes Jr., How to Develop Your Thinking Ability (NewYork: McGraw Hill, 1950), p. 152. 5. Robert R. Potter, Making Sense: Exploring Semantics semantics[Gr.,=significant] in general, the study of the relationship between words and meanings. The empirical study of word meanings and sentence meanings in existing languages is a branch of linguistics; the abstract study of meaning in relation to language or and CriticalThinking (New York: Globe, 1974), p. 194. 6. Kenneth, G. Johnson, General Semantics: An Outline Survey, ThirdRevised Edition (Fort Worth, TX: Institute of General Semantics The Institute of General Semantics is a not-for-profit corporation established in 1938 by Alfred Korzybski, located in Fort Worth, Texas. Its membership roles include members from 30 different countries. , 2004),p. 41. 7. These ideas are more fully developed in Dale Carnegie, How toEnjoy Your Life and Your Job (New York: Pocket, 1985). REFERENCES Carnegie, Dale Carnegie, Dale(kär`nəgē, kärnā`gē), 1888–1955, American lecturer and writer on self-improvement, b. Maryville, Mo., as Dale Carnagey; grad. State Normal School Number Two, Warrensburg, Mo. (1908). . How to Enjoy Your Life and Your Job. New York:Pocket, 1985. Drucker, Peter Drucker, Peter (Ferdinand)(1909–) writer, management consultant; born in Vienna, Austria. He emigrated to the U.S.A. in 1937. He had a varied early career as an economist, journalist, and philosophy professor before settling into a career teaching , F. The Effective Executive. New York:HarperBusiness, 1993. Drucker, Peter, F. Management Challenges for the 21st Century. NewYork: Harper Collins, 1999. Eppler, Mark. Management Mess-Ups: 57 Pitfalls You Can Avoid (andStories of Those Who Didn't). Franklin Lakes, NJ: Career Press,1997. Johnson, Kenneth, G. General Semantics: An Outline Survey, ThirdRevised Edition. Fort Worth, TX: Institute of General Semantics, 2004. Keyes, Kenneth S., Jr., How to Develop Your Thinking Ability. NewYork: McGraw Hill, 1950. Kodish, Susan and Bruce Kodish. Drive Yourself Sane: Using theUncommon Sense of General Semantics, Revised Second Edition. Pasadena,CA: Extensional Publishing, 2001. Parikh, Jagdish. Managing Yourself: Management by DetachedInvolvement. Cambridge, MA: Blackwell, 1994. Rubin, Theodore. Overcoming Indecisiveness. New York: Avon, 1985. MARTIN H. LEVINSON, PH.D.* * Martin H. Levinson, Ph.D., author of many ETC articles, recentlyretired as director of PROJECT SHARE, a New York City New York City:see New York, city. New York CityCity (pop., 2000: 8,008,278), southeastern New York, at the mouth of the Hudson River. The largest city in the U.S. school-based drugprevention program. Dr. Levinson also writes the ETC "Books"feature.