By Jim Selman |
Bio
In 1976, I was working with some government
employees in Virginia trying to implement a new system for integrating
human services—a kind of one-stop shop for all the various services
offered at that time. I had just finished the est training the previous
July and was overwhelmed with my own experience and the idea that a
person could transform themselves and their relationship to everything.
Until then, I had bought into the belief that people don’t really
change in fundamental ways, that personalities are fairly fixed, and
that it requires a major crisis to shift our perceptions of reality. It
was during that period that I formulated the idea that[
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Written by eldering at Leadership
Tagged with:
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coaching
eldering
management
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wisdom
By Jim Selman |
Bio
In 1976 I was working with some government
employees in Virginia trying to implement a new system for integrating
human services—a kind of one-stop shop for all the various services
offered at that time. I had just finished the est training the previous
July and was overwhelmed with my own experience and the idea that a
person could transform themselves and their relationship to everything.
Until then, I had bought into the belief that people don’t really
change in fundamental ways, that personalities are fairly fixed, and
that it requires a major crisis to shift our perceptions of reality. It
was during that period that I formulated the idea that there were
things that could be managed or taught and other things that could not
be managed or taught but that could be “coached”. The difference had to
do with how we observe others and ourselves and how we relate to power
and responsibility.[
Read More]
Written by eldering at Wisdom in Action
Tagged with:
aging
coaching
eldering
est
management
paradigm
transformation
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