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These are the principles of human behavior that have been validated over the forty
years of my work profiling thousands of people in the fields of motivation, persuasion,
and productivity.
YOURS.
This may seem obvious, but most people ignore this concept when they deal with
people of all ages. It is possible to get people to do what you want them to do, even if
their reasons for doing it are different than yours providing they have reasons to do
it. So the question is why would they do what you want them to do because THEY
want to do it. If it is their why, the potential for getting it done increases
dramatically. This is the reason why know why is essential to moving people and
their minds.
communication.
These impressions can be be negative, neutral or passive, or positive and favorable.
These impressions can be controlled if you are aware of them. It has been said that the
most favorable impression you can make on another person is to be a good listener.
Listening is communicating the importance of the other person in your eyes. An
extension of this concept of favorable impressions, is to be genuinely interested in
what the other person is saying.
The imperative today is to really understand what drives your behavior. Fortunately,
the tools and techniques for self assessment and validation are accessible to every
individual. The language of behavior is common to all cultures.
The clearest model postulates two or more players (individuals, groups, states, coalitions)
pursuing a set of goals according to a variety of strategies. If the goals are perceived by the
players as incompatible, that is, only one player may win, we have a so-called "zero-sum" or winlose game, with the players tending to utilize a "minimax" strategy. If, however, they perceive a
possible winwin outcome, their strategies tend to deviate sharply from the conservative minimax
pattern, in which they place prime emphasis on minimizing their maximum losses. The
appropriateness of such a model for an enduring rivalry seems rather evident.
We now turn from these very general conceptual schemes to some of the more limited concepts
found in the specific behavioral disciplines. Looking first at psychology, from learning theory,
stimulus-response theory, and the concepts associated with reinforcement, a wide range of
models can be adapted and modified and could ultimately shed useful light on diplomatic
influence, a central aspect of international relations. For example, is a major power more likely
to shape the policies of a weaker neighbor by punishment, reward, denial, threat, promise, or
calculated detachment? Or, in seeking to explain the way in which public opinion in a given state
ultimately influenced a certain policy decision, we might find some valuable suggestions in
reference-group theory, the concepts of access and role-conflict, or some of the models of
communication nets. To take another problem area, if one were concerned with the emerging
attitudinal characteristics of the international environment, such notions as acculturation,
internalization, relative deprivation, self-image, or consensus might prove to be highly
productive.