- Helping is at the heart of all social life (…) If we can be more effective as helpers, it will improve life for all of us (p. 157)
- Help is an important but complicated human process (p. 4)
- Learning when and how to show respect is one of the most important areas of social learning (p. 23)
- If we understand the dynamics of building any relationship, we can build a more effective helping relationship (p. 10)
- Sometimes we are overhelped (p. 147)
- Never assume that you know what specific form of help is needed without checking first (p. 148)
- It is psychologically hard to say with humility: ‘I don’t know if I can help or not’ or ‘I cannot really help you’ (p. 34)
- Effective help occurs when both giver and receiver are ready (p. 147)
- The trap for the helper is to move too rapidly to solutions (p. 37)
- Giving advice too soon puts the client down (p. 40)
- The need to feel in control is especially strong in those cultures in which growing up means becoming independent (p. 32)
- To build a successful helping relationship requires interventions on the part of the helper that build up the client’s status (p. 47)
- The helper’s dilemma is to find the right mix of objectivity and involvement (p. 44)
- Only the client knows what will work for him in the culture in which he lives (p. 62)
- It is absolutely essential in organizational consulting to keep the client involved in planning next steps (p. 155)
- What is crucial [in the helping relationship] is the communication process that will enable both –the helper and the client- to figure out what is actually needed (p. 66)
- If a client insists on getting a recommendation from you, always give him at least two alternatives so that he still has to make choice (p. 156)
- Effective helping starts with pure inquire (p. 153)
- Especially in deciding when to switch from the pure inquiry into the diagnostic or confrontational mode, time is crucial (p. 80)
- One of the key roles of leadership is to create the conditions for teamwork (p. 128)
- The essence of teamwork is the development and maintenance of reciprocal helping relationship among all the members (p. 107)
- Feedback is generally not helpful if it is not asked for (p. 118)
- Feedback not only needs to be solicited, but it needs to be specific and concrete (p. 118)
- Feedback works best if it is descriptive rather than evaluative (p. 121)
- By making a judgment on what you should have done, the helper is taking on the expert or doctor role (p. 121)
- By making a descriptive observation, the helper stays in the inquiring process consultant role, which allows elaboration and explanation on the client’s part (p. 121)
- [In order] to create a learning situation that will facilitate feedback, humble leadership is required (p. 127)
- [A crucial point is] deciding what can be fixed at the level of the department and what needs to be passed up to the CEO (p. 137)
- Leadership is both a process of setting goals and helping others (subordinates) to achieve those goals (p. 143)
- Every client or situation produces new dilemmas for which I am not prepared (p. 156)
Edgar H. Schein, “Helping. How to offer, give,
and receive help”, Berret-Koehler, San Francisco 2009, 167 pp.
a helping man is always spending his valuable time, health, or welth on whatever motive. Thus this mentality to be with others and for others is what I think more important.
ResponderEliminar