C o n t e n t s -- ACKNOWLEDGEMENTS -- I N T R O D U C T I O N -- History of Ideas -- YOU CANNOT NOT MANAGE -- FIRST ENCOUNTER WITH MANAGERS -- PSYCHOLOGIST IN BUSINESS SCHOOL! -- Membership Begins -- Advisory Role -- Insurance Company: Training Dilemma -- Strike at a Nuclear Energy Plant -- Profound Concerns About Consulting -- FROM ACADEMIA TO WALL STREET -- Choice of a Name -- Seminar versus Training -- Unwanted Inspirational Impact -- Advisory Work -- SINGAPORE ADOPTS THE SEMINAR -- Farewell to Academia -- Flashback: Reminiscing -- 1. Despair as a Source of Creativity -- 2. The Power of Shared Perception -- 3. The Potency of Spirituality in Revolutionary Change -- 4. Championship as Leadership -- LEARNING IS A TWO-WAY PROCESS -- Capturing Elusive Insights -- Influence of the Environmental Context -- Household Management -- Language Barrier -- Flashback: OM Seminars -- C H A P T E R T W O -- The Human Person -- DON'T THINK, JUST LOOK! -- MODEL PARAMETERS -- Bio-Psycho-Social System -- The Social Dimension -- A Continuous Process of Becoming -- Emergence of Language -- Unfolding of Potentialities -- Becoming and Time Experience -- Endowed With the Power of Talking and Use of Symbols -- The Upright Posture -- Environmental Force -- SYNTHESIS -- old Concepts through My Experience -- The Upright Posture and Cognition -- Individual Differences -- PRACTICAL IMPLICATIONS -- Value of the Model -- C H A P T E R T H R E E -- Membership and Role Acquisition -- A STATE OF BELONGING -- MEMBERSHIP: A HISTORICAL PROCESS -- The Familiar Stranger -- ROLE ACQUISITION -- Role Perception -- Social Roles and Self Definition -- A Job Entails Many Roles -- Identification -- Decline of Identification -- Case Study: Betrayed by the Management -- C H A P T E R F O U R -- Leading and Managing -- LEADER/MANAGER CONTROVERSY -- Managerial Tasks -- Case Studies: 1 through 6.

REVIEW OF CASE STUDIES -- LEADERSHIP, FELLOWSHIP AND FOLLOWER-SHIP -- Leading or Following as Daily Behavior -- Leading as Habitual Behavior -- Leading as a Formal Role -- Follower-ship (Fo) -- Fellowship (Fe) -- Rationale of LFF Process -- LFeFo Redefines Effective Leadership -- Understanding Tyranny -- Membership and organizational Change -- Apprenticeship -- CENTRAL THESIS: MECHANISMS OF INFLUENCE -- A JOURNEY WITH A DONKEY -- C H A P T E R F I V E -- Social Structures -- THE HUMAN PERSON AS A UNIVERSE -- 1. The Cognitive Mode - knowing -- 2. The Affective Mode - Feeling -- 3. The Conative Mode - Striving18 -- DYADIC STRUCTURES -- Analysis of Dyadic Structures -- 1. Acceptance of otherness -- 2. The Issue of Self Definition -- 3. The Issue of Intimacy -- 4. The Issue of open Boundary -- Value of Dyadic Formation -- Dyadic Structures and Leadership -- TRIADIC STRUCTURES -- The Natural Triad -- Levels of Social Structuring -- SMALL GROUP -- Definition of Small Group -- Describing a Group -- Small groups and the global organization -- Transitory Teams -- Regular Meetings -- Team Spirit and Its Dangers -- Running Meetings -- 1. Chairing a Meeting -- 2. Commonality of the objective -- 3. Composition -- 4. Formal Structure -- 5. Physical Environment -- 6. The Time Factor -- 7. Emergence of Social Roles -- 8. keep Track of Achievements -- C H A P T E R S I X -- Work, Play and Leisure -- SEMANTIC INTRODUCTION -- WORK VERSUS LABOR -- Function of Work -- Morality and Professional Mastery -- 1. Tools -- 2. Clockworks -- 3. Heat Engines -- 4. Information -- PLAY -- LEISURE -- ARISTOTLE'S VIEW -- What do we learn from Aristotle? -- What can we add to Aristotle? -- ENERGY MANAGEMENT -- Job Satisfaction and Job Structure -- Work Habits and Organization Culture -- Psychology of Overload -- FINAL CONCLUSION -- Philosophical Foundations in Quotes.

c o m m u n i c a t i o n -- c o n f l i c t -- c u l t u r e -- e n e r g y -- F a m i l y -- l e a d i n g - m a n a g i n g -- m e m b e r s h i p a n d r o l e s -- m o t i v a t i o n -- o r g a n i z a t i o n s -- p o w e r a n d i n f l u e n c e -- s e l f a w a r e n e s s -- s t r e s s -- t h i n k i n g -- t i m e a n d c h a n g e -- v a l u e s -- REFERENCES -- APPENDIX -- INDEX.