EXAMINE YOUR PARADIGMS

Individuals are products of learning and experience, and no two individuals share the same
knowledge base or the same set of experiences. Consequently, no two people share identical
paradigms.
Think of a time or an event in your life in which you experienced a Paradigm Shift (e.g.,
experienced a role change, witnessed a dramatic event, saw someone in a new light, and
learned new information.)

1. What was the event or circumstance?

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2. What did you learn that changed your paradigm?

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3. How did that Paradigm Shift affect your behavior?

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4. What results did you get?

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YOUR P/PC BALANCE

1. What results are you responsible for on your job?

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2. How do the following resources help you produce the desired results?
Physical:
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Financial:
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Human:
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Technological:
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3.

What are you and your organization doing to maintain these resources?
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4.

How healthy is your P/PC Balance at work?

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STIMULUS

FREEDOM

RESPONSE

TO
CHOOSE

The Four Human Endowments

Self-awareness
Independent Will

Imagination

Conscience

1. Think of a situation where you consistently respond in a reactive way (e.g., losing your
patience, avoiding confrontation, lacking self-discipline).
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2. What is a better, more effective way to respond?
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3. What would be the positive consequences of responding in this new way?
(Who would be affected? What would be the impact?)
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4. What is your commitment level to respond in this new way the next time you are in this
situation? (Circle the number that corresponds to your commitment level)
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1

LOW

10
HIGH

PROACTIVE VS. REACTIVE RESPONSES

For the third time this week, you have heard rumors that your company will be re structuring
again. You feel threatened by these rumors and believe there is truth to them. You know that
upper management has been searching for ways to save money. Lately you have felt the
scrutiny of upper management they have started to blame you and your department for recent
failures.
You believe that you have made substantial contributions during the past seven years, but you
are not certain upper management is aware of the value you have brought to the organization. In
addition, you and your team have worked hard to develop good relations with other
departments. Nevertheless, even if upper management is aware of your contributions, your
department might be downsized or even eliminated.

1. What are the moods, feelings, and circumstances associated with this situation?
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2. What are some reactive responses to this situation? What would be the consequences of
responding reactively?
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3. What are some proactive responses? What would be the consequences of responding
proactively?
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4. What is your Mission Statement.

ENVISION OUTCOMES BEFORE YOU ACT

1. What are the top 3

goals for your team or
organization this
year?

2.

How will you know if

you reach them?
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Habit 2 Checklist
Do you begin with the end in mind
At the start of every meeting?
When you plan a new year, week, or day?
When you begin a new project?
When you plan a vacation?
Before you begin crucial conversation?
Applying Habit 2
Identify some areas in your life in which you could benefit from Habit 2: Begin with
the end in mind.
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WRITE TRIBUTE STATEMENTS FOR KEY ROLES

Effective people take time to define the legacy they want to leave in each of their key roles.
Their roles represent important relationships and key responsibilities.
The following activity will help you define the legacy you want to leave in each of your roles.
Use the boxes on the next page to complete the following steps:
1. Identify and write up to four key roles (Both Professional and personal).
2. Identify and write a key persons name for each role.
3. Visualize your 80th birthday celebration. Attending the celebration are the are the key
people from each role. In the Tribute Statement boxes, write a brief statement
articulating how you would want the key person in the each role to describe you. For
example, how would someone describe your influence on his or her life (your legacy)?
ROLES & RELATIONSHIPS

TRIBUTE STATEMENTS

Role 1:
Key Person:

Role 2:
Key Person:

Role 3:
Key Person:

Role 4:
Key Person:

TIME MATRIX

IMPORTAN

NOT IMPORTANT

URGENT

NOT URGENT

II

III

IV

Important: Activities that repreent your values, mission, and high priority goals.
Urgent: Activities that require immediate attention.

ELIMINATE THE UNIMPORTANT

TIME MATRIX

IMPORTAN

NOT IMPORTANT

URGENT

NOT URGENT

II

III

IV

1. What are chronic Quadrant III activities in your workplace?

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2.

How can you help reduce or eliminate these Quadrant III activities?
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SIX PARADIGMS OF HUMAN INTERACTION

WIN-WIN: Lets find a solution that works for both of us.

People who choose to win and make sure others also win practice win-win. They search for
solutions that will make them happy and simultaneously satisfy others.

Characteristics

Seeks mutual benefit.

Is cooperative, not competitive.
Listens more, stays in communication longer, and
communicates with more courage

WIN-LOSE: Im going to beat you no matter what.

People with a win-lose paradigm are concerned with themselves first and last. They want to
win and they want others to lose. They achieve success at the expense or exclusion of
anothers success. They are driven by comparison , competition, position, and power.

Characteristics

Is very common scripting for most people.

Is the authoritarian approach.
Uses position, power, credentials, possessions, or
personality to get the win.

LOSE-WIN: I always get stepped on.

People who choose to lose and let others win show high consideration, but lack the courage
to express and act on their feelings and beliefs. They are easily intimidated and borrow
strength from acceptance and popularity

Characteristics

Voices no standards, no demands, no expectations of

anyone else.
Is quick to please or appease
Buried a lot of feelings

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LOSE-LOSE: If Im going down, youre going down with me.

People who have a lose-lose paradigm are low on courage and consideration. They envy and
criticize others. They put themselves and others down.

Characteristics

Is in the mindset of highly dependant person.

Is a no-win because nobody benefits.
Is a long-term result of win-lose or win

WIN: As long as I win, I dont care if you win or lose.

People who hold a win paradigm think only of getting what they want. Although they dont
necessarily want others to lose, are personally set on winning. They think independently in
interdependent situations, without sensitivity or awareness of others.

Characteristics

Is self-centered.
Thinks me first
Doesnt really care if the other person wins or loses

WIN-WIN or NO DEAL: Win-Win or No Deal is the highest form of win-win. People who
adopt this paradigm seek first for win-win. If they cannot find an acceptable solution, they
agree to disagree agreeably.

Characteristics

Allows each party to say no.

Is the most realistic at the beginning of a relationship or
business deal.
Is the highest form of win-win

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