Search This Blog

CCE in brief

My photo
Recovering backpacker, Cornwallite at heart, political enthusiast, catalyst, writer, husband, father, community volunteer, unabashedly proud Canadian. Every hyperlink connects to something related directly or thematically to that which is highlighted.

Wednesday, 24 July 2013

What motivates employees? It’s not just the money (HARVEY SCHACHTER )

 
 
Many managers believe they can motivate most of their employees with money. Others counter that appreciation and recognition is the driving force. But Ilona Jerabek, a Montreal-based psychological researcher, says it’s much more complicated. She has tested 23 tangible and intangible incentives, and says motivating employees is multidimensional.
 
“What we discovered is that we can’t single out one or two motivators and say: ‘These are the Holy Grail of motivation and inspiration; these are the keys that will unlock your team’s potential.’ The idea that motivation is not a one-size-fits-all solution is a concept that many managers fail to grasp, says the president of Psychtests Aim Inc.
 
Ms. Jerabek’s testing found these top 10 motivators: achievement; learning; inspiration (the chance to inspire others); creativity; fun and enjoyment; improvement; financial reward; change and variety; identity and purpose; and stability.
 
So financial rewards fall seventh on the list. (It’s actually fifth for men, but 12th for women.) If employees feel underpaid and used, that will drag down motivation in a work force. But offer financial carrots and many people aren’t particularly revved up (although some definitely are). But many people aren’t particularly revved up by financial carrots.
 
Appreciation and recognition fared even more miserably, landing 14th on the list. Fun and enjoyment does not necessarily mean parties, and it will vary depending on the person. Ms. Jerabek says she finds looking at results from her testing to be highly enjoyable. Somebody else may get excited by the chance to brainstorm. An accountant may relish working with numbers. The key is understanding how employees define their own fun and enjoyment.
 
“If you motivate people properly, their job satisfaction and engagement improves. And when they are engaged and happy, they are more productive,” she says.
 
She feels it’s helpful to categorize employees into five clusters, according to how they prefer to be motivated, while not forgetting that everyone remains an individual with their own particular dynamics:
 
Trailblazers: This is the most common group, with 35 per cent of respondents falling into this category. They want to make an impact on others and leave their mark on the world in general. They have an altruistic streak, they are forward-looking, and they love social contact. They are not extremely ambitious for themselves; they want to be promoted, but they won’t step on other people’s toes. Their top motivators are altruism, customer orientation (the desire to truly satisfy customers), inspiration, achievement, social contact, identity and purpose, learning, creativity, contribution or legacy, and fun and enjoyment.
 
Workhorses: This was the second most common grouping, 23 per cent of the sample. They are the worker bees of your organization, liking structure and wanting to get the job done well. “They are people you can rely on to show up on time and do the job to the best of their ability. Work is really, really important to them,” she says. Ask for 100 per cent and they will give you 150 per cent. Their top motivators are achievement, stability, financial reward, structure and order, recognition and appreciation, power, and status.
 
Heavyweights: This was the third most common type, at 12 per cent. They like a fast-paced, pressured environment, and they are interested in achievement and influencing others. They seek to be in control, craving status and approval. Work-life balance is not a motivator. They are often workaholics and quite enjoy that pressure as long as they are properly compensated. They also cherish challenges. “The more motivated heavyweights are, the more obstacles they will plow through, the more ladders they will climb, the more competition they will dominate,” she observes. Top motivators for this group are achievement, responsibility, active/high-pressure work environment, power, status, and contribution/legacy.
 
Gen-Yers: Members of Generation Y, who account for 11 per cent of the sample, tend to drive many managers crazy, because they seem unmotivated and appear to believe they should be allowed to rise through the ranks without having to pay their dues. But Ms. Jerabek says they’re misunderstood. “Gen-Yers want to do what they love and love what they do. Don’t be mistaken, however; once focused on a goal they love, Gen-Yers are not afraid of hard work, and are the masters of balancing heavy workloads and different life spheres,” she says. They thrive in a job environment that is team-oriented, encouraging participation, enthusiasm and an open mind. Give them projects that allow them to think (and act) outside the box. Top motivators are inspiration, social contact, financial reward, recognition and appreciation, creativity, power, status, mobility, contribution/legacy, and fun and enjoyment.
 
Explorers: The fifth most common group, at 9 per cent, hate routine, preferring change and variety. Don’t expect them to stay in a job for long, but instead arrange it so they can continually learn new things. Generally, they are quite creative. Top motivators are learning, change and variety, job-hopping, creativity, independence, power, mobility, and contribution/legacy.
 
Managers should know what cluster individuals they work with – or want to hire – fall into, and then within that cluster they need to know the key motivating factors for that person. If you understand the motivators, Ms. Jerabek advises, you can arrange any job so it will be fulfilling.
Special to The Globe and Mail
 
Harvey Schachter is a Battersea, Ont.-based writer specializing in management issues. He writes Monday Morning Manager and management book reviews for the print edition of Report on Business and an online work-life column Balance. E-mail Harvey Schachter

What Canada's Political Parties Can Learn From Environics

 
 
I've been pitching variations on this theme to political people for years: train your staff, motivate your staff properly and when parting ways, keep the relationship going.  I keep hearing the same sorts of answers back:
 
   "Politics isn't stable - if you want stability, join the bureaucracy."
   "Staff are transient, so we don't want to invest too heavily in them."
   "Members are elected and it's not the role of Parties to tell them how to train/maintain staff."
   "This is politics. Everyone wants in, so individuals are disposable."
 
To recap, there's no point in training the people who support Legislators, advice legislation and interact with the public, the press and other elected officials because retention isn't the goal.
 
There is a remarkable opportunity right now - the training exists, there are models out there to copy and with the constant headline-grab due to the mistakes of staff who have only ever received political training, there's a pressing need for political parties to internalize the message of this article and the best practices of some Private Sector role models.
 
Oh - and those that do are going to find it a lot easier to motivate the best work from loyal team members, too, meaning better outcomes.  I'd think that's something Parties would be after, but what do I know.
 
 
When Deane Code arrived a year ago to start her job as a senior consultant at Environics Communications Inc. in Toronto, she found her new business cards waiting at her desk. She also knew what her new co-workers looked like and how to get to their offices, thanks to a “family tree” that arrived in the mail a few days earlier, with staff photos and a map of the office.
Stacey Marson had a similar welcome to her new job at LoyaltyOne, a customer insight and strategy firm. Before she started as a co-ordinator of business-to-business public relations and corporate marketing, she got a phone call from her new boss, and a package of information – including a book written by the company’s chief executive officer.
 
The cost of replacing mid-level employees is now estimated to be 1.5 times their annual salary – factoring in recruiting costs, hiring time and training. So it’s not surprising that employers are eager to make sure newcomers quickly learn their roles and feel comfortable with the company, increasing the chances of them becoming stable, long-term employees.
 
Many companies are paying more attention to the ways they can make new hires feel confident, from providing seminars that help them understand an organization’s structure and their place in it, to pairing them with mentors who can take them for coffee and answer informal questions.
 
LoyaltyOne, which employs 1,500 staff mainly in Toronto and Mississauga, introduced its program for employee orientation (“onboarding” in human resources jargon) two years ago. It comprises eight 60- to 90-minute small-group seminars, with additional online elements, and covers everything from benefits to marketing to customer care.
 
The program is designed to be completed over about six months. Employees sign up online and fit the monthly seminars around their regular work schedules.
 
Diane Dowsett, LoyaltyOne’s assistant vice-president of talent management and the driving force behind the program, said the format evolved after surveying staff and finding they wanted face-to-face interaction, shorter sessions rather than half-day events, and scheduling flexibility.
 
The company used to offer orientation in a two-day “boot camp,” but Ms. Dowsett said spreading the information out over a few months makes it easier to absorb.
 
“Joining a company is like learning to speak a new language: In the beginning, the words wash over you and you understand one in five, but over time if you have repeated exposure and people willing to make the effort, you become fluent pretty fast,” she noted.
 
At Home Depot Inc., employee orientation is propelled by the company’s focus on the store level. Store employees receive two days of orientation (in person and online) as well as 35 to 40 hours of training about specific products in their department. And head office staff are required to put in 24 hours at a store in their first three months, including at least a four-hour shift in the first 30 days.
“Everything we do at Home Depot is around supporting store associates because they are front line with the customers,” said Kim Forgues, vice-president of human resources, noting that the practice came about as a way to connect support staff with the stores.
 
“It really gave me an understanding of what’s happening in the stores and how I can help people in the stores provide the best customer service,” said Erika Botond, a manager of public relations and communications for Home Depot, who was hired about a year ago and completed her training in the paint department.
 
New hires value the opportunity to interact with their colleagues. At Environics and Home Depot, a buddy system pairs new and established employees. Environics also hands out a quiz that forces new employees to interact with co-workers across the company to answer questions such as “Which Environics employee met Taylor Swift backstage at a concert?”
 
Employees also want to hear from their managers. At LoyaltyOne, such feedback prompted Ms. Dowsett to incorporate a “graduation” session about the company’s vision and culture, led by the CEO. “People love the fact they get access to the CEO and all of our business leaders so quickly and so it’s a really good opportunity for them to foster engagement,” she said.
 
“Employees come in and do their job for eight hours without being able to see the bigger picture of what they’re looking toward,” LoyaltyOne’s Ms. Marson noted, adding that the orientation program “creates a united work force going forward to the same goals.”
 
Another thing new employees seek is feedback and a bit of personal attention. “I circle back with all new hires, whether or not they’re on my team, four to six weeks after they start,” said Josh Cobden, senior vice-president at Environics.
 
Mr. Cobden, who was hired 16 years ago, recalls a time when the company – which now has 120 employees and offices in Toronto, Montreal, Ottawa and Washington – was small enough for the whole staff to take new hires out to lunch.
 
Given the expense of hiring and training a new employee, companies are finding that paying close attention to a newcomer right from the start pays off with an engaged, long-term staff member.
At Home Depot, for example, Ms. Forgues notes that a 90-day “check-in” with new employees resulted in a 15-per-cent decrease in turnover in the past year.
 
“The type of people we hire are high performers, who put pressure on themselves to demonstrate that hiring them was the right decision,” Mr. Cobden noted. “But what they don’t know is that we put as much pressure on ourselves to prove that joining us was the right decision.”

The moral sensitivity of gifted children and the evolution of society

Not hard to guess why I like this one...



Author Linda Kreger Silverman Citation From Roeper Review. 17(2), 110-16. 
                                    
Abstract: In this article, I use a combination of clinical observations and theoretical propositions to demonstrate that the cognitive complexity and certain personality traits of the gifted create unique experiences and awarenesses that separate them from others. A central feature of the gifted experience is their moral sensitivity, which is essential to the welfare of the entire society. These inner qualities of the gifted are overlooked in most of the formulations of giftedness and talent. Giftedness defined as asynchronous development, a phenomenological approach, focuses on the inner world of gifted children, and stresses their vulnerability in society. I conclude by emphasizing the relationship between abstract reasoning, complexity, moral values and the evolution of society.
Linda K. Silverman is Director of The Gifted Development Center and a Contributing Editor of the Roeper Review.
Antoine (age 6) is a worrier. He bites his nails, he loses sleep and if he is really worried about something he finds it hard to eat or sleep. These worries can be the ozone, endangered animals, NASA funding. I think this sensitivity comes from an in-depth understanding of what the actual consequences of his concerns can be. He knows that if we do not protect a species that it will no longer be in existence so his children and their children will never know what they were like. That’s what makes him worry…. He is my righter of wrongs; truth, justice and fairness are his requirements.
When Antoine was nine months old, he and his mother participated in a child development study. The examiner asked Antoine to pick up a doll and spank it three times. He refused. After the third request, he glared at the examiner, grabbed the doll, gently turned it over and spanked it the required three times. Then he hugged the doll tightly to comfort it and would not give it back to the examiner. Antoine is highly gifted (IQ 150+).
Antoine [a pseudonym] is one of over 1,800 children whose stories are recorded in clinical files at the Gifted Development Center. His sensitivity and empathy, surfacing as early as nine months, appear to be innate. When parents are asked to describe their gifted children, “sensitive” appears more frequently than any other trait (Silverman, 1983). Sensitivity takes many forms: their feelings are easily hurt; they are compassionate toward others, protective, and easily moved to tears; they feel others’ feelings, respond strongly to criticism, and tend to react strongly to light, noise, textures, air pollution, and certain foods. Perfectionism and intensity also appear with great regularity in parental descriptions of gifted children (Silverman, 1993a). Another personality trait that characterizes at least half of the gifted population is introversion (Dauber & Benbow, 1990; Gallagher, 1990; Hoehn & Bireley, 1988; Myers, 1962; Silverman, 1986). Introverts have deep feelings, are reflective and introspective, and withdraw into themselves rather than acting aggressively toward others. While there are many more descriptors that apply to gifted children, these four — sensitivity, perfectionism, intensity and introversion — have particular developmental, psychological, and social salience. In combination, they demonstrate the emotional complexity of the gifted. Their origin and significance are made clearer within the context of Dabrowski’s theory.
Dabrowski’s Theory of Emotional Development

Kazimierz Dabrowski (1964, 1967, 1972), a Polish psychologist and psychiatrist, based his theory of emotional development,(the Theory of Positive Disintegration) on the study of sensitive, nonaggressive, highly intelligent, and creative individuals. He found such individuals oppressed in societies oriented toward competition, power, status, and wealth. Dabrowski postulated that certain innate response patterns provide a foundation for the development of higher order values in adult life. Through neurological examinations, Dabrowski (1972) documented that creatively gifted individuals had more pronounced responses to various types of stimuli. He called this phenomenon “nadpobudliwosc,” (“superstimulatability”); it has been translated as “overexcitability.” This powerful neural excitation comes in five varieties: psychomotor, sensual, imaginational, intellectual and emotional. The overexcitabilities (OEs) may be thought of as an abundance of physical energy, heightened acuity of the senses, vivid imagination, intellectual curiosity and drive, and a deep capacity to care. Individuals may experience one or more of these OEs at varying degrees of intensity. The greater the strength of the OEs, the greater the developmental potential for following an ethical, compassionate path in adulthood (Lysy & Piechowski. 1983; Piechowski, 1979). Numerous studies have shown the gifted to have stronger OEs than nonselected groups (see Nelson, 1989; Silverman, 1993b; and Miller, Silverman & Falk, in press, for reviews).
Sensitivity, perfectionism, intensity and introversion are all aspects of emotional overexcitability: “emotional ties and attachments, concern for others (empathy), sensitivity in relationships”; “self-evaluation and self-judgment, feelings of inadequacy and inferiority”; “intensity of feeling: e.g., extremes of emotion, complex emotions and feelings”; and “inhibition (timidity, shyness)” (Piechowski, 1979, adapted in Silverman, 1993b, p. 14). Therefore, according to Dabrowski’s theory, gifted children who exhibit high degrees of sensitivity are endowed with high emotional OE. Perfectionism begins as a facet of emotional OE, but can evolve into the drive for self-perfection propelling the individual toward higher level development (Silverman, 1990). Intensity, while a strong indicator of emotional OE, has at times been used synonymously with all the OEs (Kitano, 1990; Lind, 1993). Introversion, often perceived negatively in our extraverted society, is actually a developmentally positive trait since it indicates the capacity to inhibit aggression.
Dabrowski (1979/1994) described overexcitable people as: “delicate, gentle, sensitive, empathic, nonaggressive, industrious, wise though unsophisticated, never brutal, often inhibited, likely to withdraw into themselves rather than retaliate, having deep feelings, idealistic” (pp. 87-90). He felt that, because of their sensitivity and integrity, these individuals are capable of bringing humanity to a higher set of values, but that they are at great risk of being destroyed by society because of their inherent differences. The values Dabrowski (1979/1994) considered indispensable to harmonious living include: an empathic attitude toward others; tolerance (not aggression); responsibility for others and for self; a just attitude (treating everybody by the same standards); helping each other; giving thought to the harmed and humiliated, to invalids, to the sick, to the ineffectual and those devastated by their own loneliness; truthfulness; authenticity; and (9) just social care. However, those who have these values are often pushed aside in an insensitive society, and treated as if they were maladjusted. Dabrowski considered the so-called neurotics with high ideals “a mine of social treasure. If their emotionality, talents, interests, and sensitivity were discovered at an early age, society and science would profit” (pp. 87-88).
Moral Sensitivity and the Gifted

 The values endorsed by Dabrowski are seen frequently in parental descriptions of gifted children:
  • R is honest — will tell the truth even if he gets in trouble; sensitive — shows concern for others’ feelings; sensitive — easily hurt; has a clear sense of right and wrong…
  • P is quite sensitive to the feelings of others and has a well developed sense of justice. She befriends the outcasts in her class and will not tolerate cruelty from other children. She comments to me if she feels her teacher is not treating children consistently.
  • N is very sensitive and she is easily upset by criticism or by ignoring her suggestions. She is very mature for her age. She is compassionate, and very aware of other people’s feelings and needs… of fairness… of moral issues and values. She forgives easily those who have offended her.
  • A has a world awareness and consciousness and a well-developed sense of morals and values that goes beyond rules. She thinks about what is right in this situation, this circumstance.
  • B has a strong sense of right and wrong. It almost seems that she came this way. We have been guides and examples of strong principles but B knows what is good and what is not by instinct.
Having observed the development of gifted children for over 35 years, I am continuously impressed by the moral sensitivity of this group. Many parents (such as B’s mother above) have reported that their gifted children seemed to have an innate sense of right and wrong. We have dozens of cases on record of gifted children fighting injustice, befriending and protecting handicapped children, conserving resources, responding to others’ emotional needs, becoming terribly upset if a classmate is humiliated, becoming vegetarian in meat-eating families, crying at the violence in cartoons, being perplexed at why their classmates push in line, refusing to fight back when attacked because they considered all forms of violence — including self-defense — morally wrong, writing letters to the President to try to end the Gulf War, and writing poems of anguish at the cruelty in the world. I have found that the higher the child’s IQ, the earlier moral concerns develop and the more profound effect they have on the child. But it usually takes maturity before the child can translate moral sensitivity into consistent moral action.
The early leaders in the field recognized the moral component of giftedness. Lewis Terman (1925) studied the emotional stability, social adjustment, and moral character of the gifted because he recognized that all of these facets of development are interwoven with advanced cognition. That gifted individuals have complex inner lives, early ethical concerns, and heightened awareness of the world, was apparent to Leta Hollingworth (1942) as well. Many subsequent researchers have found evidence of advanced moral reasoning in this population (Boehm, 1962; dark & Hankins, 1985; Drews, 1972; Galbraith, 1985; Gross, 1993; Janos, Robinson & Lunneborg, 1989; Karnes & Brown, 1981; Martinson, 1961; Passow, 1988; Roeper, 1988; Simmons & Zumpf, 1986; Vare, 1979).
Social psychologist, David Loye (1990, 1993), drawing from psychology, sociology, archeology, history, evolutionary studies, and brain research — particularly the work of Paul MacLean (1973, 1990) biological basis of moral sensitivity. According to Loye (1993), the potential for moral sensitivity is imbedded in a prehuman and human evolutionary sequence; it seems to have originated with the emergence of the sex drive, then expanded with the appearance of parental caring at the reptilian level and sociability at the mammalian level, culminating in full blown moral sensitivity with the human capacities for greater emotionality and higher intelligence largely governed by frontal lobe development. From this perspective, moral sensitivity is believed to be essential to the preservation of the species and appears to increase with higher intelligence (Loye, 1990).
Amplifying the work with Riane Eisler (1987), Loye describes two basic forms of social organization with opposing moral frameworks: a primary partnership mode involving equality, freedom, moral sensitivity and peaceful relationships, and a later, corrupted dominator mode that relies heavily on competition, power, domination and moral insensitivity. Loye views the re-establishment of the morality of the partnership mode as an evolutionary necessity if we are to avoid species’ extinction. Theorists counted among those who detected these two worlds of morality are Kant (1788/1952), Piaget (1932), Fromm (1947), Freud (1966), Dabrowski (1967) and Gilligan (1982).
Csikszentmihalyi (1993), in The Evolving Self, also detects two worlds: one that leads toward harmony by the cooperative use of energy and one that leads toward entropy by the exploitive use of energy. He substantiates the evolutionary thrust of moral concern and explicates the role of complexity in morality:
6) There are two opposite tendencies in evolution: changes that lead toward harmony (i.e., the ability to obtain energy through cooperation, and through the utilisation of unused or wasted energy); and those that lead toward entropy (or ways of obtaining energy for one’s purposes through exploiting other organisms, thereby causing conflict and disorder.) (p. 155, italics in original) 
The final principle of evolution is: (7) Harmony is usually achieved by evolutionary changes involving an increase in an organism’s complexity, that is, an increase in both differentiation and integration. Differentiation refers to the degree to which a system (i.e., an organ such as the brain, or an individual, a family, a corporation, a culture, or humanity as a whole) is composed of parts that differ in structure or function from one another. Integration refers to the extent to which the different parts communicate and enhance one another’s goals. A system that is more differentiated and integrated than another is said to be more complex, (p. 156, italics in original)
Reminiscent of Dabrowski, although Dabrowski’s theory is not referenced in his work, Csikszentmihalyi (1993) goes on to say;
Despite huge differences in emphasis, and striking variations in the metaphors used to explain why some things are right and others wrong, the great moral systems across the world are congruent…in essential respects…. Models of human development still stress the importance of emancipation from instinctual responses, from selfishness, then from conformity to society standards, then from excessive individuality, until at the most advanced levels the autonomous individual ends up blending his or her interests with those of ever larger groups…. All ethical systems channeling thought and behavior away from the past and into the future. The past tradition, the desires of the self future compassionate, more in tune with the reality that transcends our needs necessity weaker, for it is an abstraction, a vision of what might be. (P.161)
From Dabrowski’s and Csikszentmihalyi’s work, it becomes apparent that high moral values require a complex organism with a facility for abstract reasoning. High intelligence is synonymous with abstract reasoning ability and complexity of thought. It is easy to see why individuals with high intelligence are perceived as a threat in highly competitive dominator societies. It is feared that intelligence provides an unfair advantage in the contest for power. However, within more cooperative partnership social contexts, the high intelligence and talents of any member would be seen as a benefit to all. The gentle souls described by Dabrowski are often victimized in dominator cultures, and those who stand firm against injustice are truly a threat to the entire power structure because they can envision a fairer, more humane society in which power is shared. Gifted children, both male and female, seem to have the moral and emotional sensitivity required to help society evolve from a dominator to a partnership mode. Following are some examples of these qualities in very young gifted children.
When Sara Jane was two-and-a-half years old, she saw a television report of an earthquake that hit Russia, leaving countless people homeless. With tears in her eyes, she brought her piggy bank to her mother and said, “Mama, send my money.” The following Christmas, at the age of three, Sara Jane requested that her presents be given to needy children: “I have everything I need. I wish you would give my presents to some little girl or boy who won’t get any” (Silverman, 1993c, p. 313). At age six, Sara Jane contacted a nearby Soup Kitchen to find out what was needed right before Christmas and wrote a letter to her school community requesting donations of specific foods, soap, toothbrushes, shampoo, and gifts for poor children:
If you can earn the money to donate a gift/or a poor child, think of how many children will be happy on this holiday. Please try to bring in a small gift that is wrapped and please put a tag on the gift telling exactly when the present is so they will know who should get this gift. You can help make a child’s holiday much happier. Please bring food and a small gift by December 15.
A four-year-old boy who was assessed at the Gifted Development Center was described by his father as an “incredible peacemaker,” able to keep harmony in groups as large as 19 of all different ages:
A is an exceptionally gentle and kind boy. I have never seen him hit or push and, in fact, have had to teach him that it is not good to let his little brother hit him… He is extremely loving (e.g., he sings, “I’m so glad when Daddy comes home” every day to me). He daily praises my wife and me for taking care of his baby brother. He has an intense love of games and frequently seeks out adults to play with him. When he plays with his friends, he will help them find the best move in a game and deliberately lose is easily upset if he believes someone else has been treated unfairly (e.g., was sobbing because someone had taken his friend’s toy crying). (Silverman, ]993a, p. 63)
Another parent described her nine-year-old daughter as sensitive to the feelings of others “to a degree that almost defied belief.” Kay can’t be convinced “to do anything she perceives as wrong, unsafe, or boring.” From an early age, Kay “exhibited an unusually keen awareness of the world around her, particularly as it relates to the feelings and needs of others.” She often seemed “burdened by the weight of knowledge she has not had the emotional maturity to deal with” (Silverman, 1993a,p.63).
Mark, at the age of nine, picked fruits and vegetables one summer to sell in his neighborhood so that he could earn money to donate to the homeless. This was his own idea, not inspired by teachers or parents. Matt (age 6 1/2) was described by his mother as showing unusual sensitivity to global events and death at a very young age. “While he wants to know all the whys about these things, his sleep will be disturbed when he has the information. He does not seem fearful” times talking with Matt is like talking with an adult with a child’s perspective.” Brett, at the age of eight, had to learn through his teachers, parents and counselor that “kids don’t always mean what they say” because he expected children to be honest and to do what they said they would do.
This is not to say that all gifted children are morally advanced. There are some children who have been emotionally damaged by neglect, abuse, insensitivity or lack of understanding. Victimized by the dominator system, they don the psychological armoring of dominator insensitivity, and perpetuate that insensitivity (Loye, in preparation). An emotionally damaged gifted youth may be of greater danger to society than a young person with less ability, because this individual has a greater intellectual capacity to put in the service of self-aggrandizement. There are also gifted children who are “onesided” in their development, who have been allowed to develop their specific talents without equal attention to their social and emotional development.
In a society in which dominator principles have prevailed for thousands of years, it would be extremely difficult for a child, no matter how gifted, to resist enculturation. Concepts of power, violence and exploitation become imbedded in the child’s understanding of the world. Lovecky (1994) writes:
My own work with gifted children also suggests unusual moral and social concerns. Both boys and girls worry about war, the environment, the homeless, poverty, crime and drugs. And yet, for many gifted boys, there is also a fascination with violence…. In fact, many of the gifted boys I have questioned see violence as the only solution to interpersonal conflicts. Both the influence of peers and of the media around them appear to place gifted children, particularly boys, in conflict with their innermost feelings and judgments. To continue with the generous, compassionate and altruistic responses of early childhood places many gifted boys at considerable risk for peer rejection and ridicule. They are too vulnerable this way, so they often conceal the moral side of themselves behind the same invulnerability modeled for them by others; that is, they wall off and deny compassionate responses to others, (p. 3)
While moral sensitivity appears to be correlated with giftedness in early childhood, it is in danger of being snuffed out or buried through environmental exposure, especially exposure to the inexorable media blitz which glorifies domination, even in children’s cartoons. By the middle grades, morally aware children, especially boys, seem to face two choices: become victims or prove themselves by becoming part of the dominator system.
A mother writes:
While he is caring and sensitive to the feelings of others, his own feelings are easily hurt. J’s eyes would, and still do, flood with tears at any injustice, or when his feelings were hurt, before being “socialized. ” He learned early in school that you had to be “tough. ” J cried when he learned that the earth and ozone layer were being destroyed by pollution and that the rainforests were being cut down and that his parents would die because they smoked…. He quickly learned when class got boring, he could be sent to the principal’s office just by becoming disruptive. He liked it there. It was so much more interesting….
J began his school years as an extremely sensitive child, and as a result of his experiences at school and “socialization ” is becoming “desensitized. ” It saddens me to watch this happen. (T. Csanady, personal communication, May 5, 1994)
In his work with highly sensitive clients, Dabrowski (1964) learned of the deep-seated feelings of shame, guilt, and moral inadequacy carried by those who had not been able to live up to their moral ideals. These overwhelming feelings of moral failure proved to be the first step in the transformation of the personality toward higher level development unshakable values. In the first stages of higher level development, the individual begins to evaluate his or her behavior against an inner ideal. Tension is experienced between “what is” and “what ought to be” (Dabrowski, with Piechowski, 1977, p. 42). As inner conflict intensifies, empathy deepens, and the person exhibits “positive maladjustment, [a] protest against…standards and attitudes of one’s social environment which are incompatible with one’s growing awareness of higher values” (Dabrowski, with Piechowski, 1977, p. 46).
In spite of the powerful force of enculturation, Dabrowski (1964) and Maslow (1968) remind us that there are those who transcend their cultural conditioning to become self-actualizers and moral leaders. Studies of moral exemplars give strong indications that these individuals were intellectually gifted (Brennan, 1987; Brennan & Piechowski, 1991; Grant, 1990; Piechowski, 1978, 1990, 1992). Justice, itself, is an abstract concept, as is the apprehension of “what ought to be”; therefore, the ability to see and resist injustice must require a high level of intelligence, in addition to deep empathy and strong will. Intelligence becomes “a major force helping the individual to seize life deeply, wholly, and objectively” (Dabrowski, 1964, p. 13).
Giftedness or Talent Development?

 The current Zeitgeist in gifted education, reflected in the national report, National Excellence: A Case for Developing America’s Talent (OERI, 1993), seeks to replace the term, “gifted,” with “talented.” The new definition begins: “Children and youth with outstanding talent perform or show the potential for performing at remarkably high levels of accomplishment when compared with others of their age, experience, or environment” (OERI, 1993, p. 26). The movement is an attempt to broaden the concept of giftedness to include a much larger segment of the population so that we do not appear elitist. It is also fueled by the wide endorsement of Gardner’s (1983) multiple intelligences, along with his campaign to kill the IQ test. Students are identified as having special talents by their performance in specific domains. On the surface, this all sounds wonderful, but something important is being lost in the transaction.
In the substitution of a mosaic of talents for giftedness, we have lost the entire moral dimension of giftedness. Gifted individuals, because of their greater facility with abstract reasoning, have complex inner lives, early ethical concerns, and heightened awareness of the world. As we split our understanding of the interrelated intellectual/moral/emotional structure of giftedness into many fragmented talents, we risk creating more one-sided children. And as we place too much value on performance — with competitions, media attention, external recognition and rewards — we may be inadvertently teaching gifted children that they are valued only for what they do, instead of who they are in their totality. Annemarie Roeper (1990) would say that we have forgotten the Self of the child. Yes, we have lost something precious in the bargain: our ability to perceive the morally sensitive inner world of the gifted.
The Columbus Group (1991) definition emerged in reaction to the increasing emphasis on products, performance and achievement in gifted education. A group of practitioners, parents and theorists became deeply concerned with the trends and decided to infuse the Self back into the definition of giftedness. They forged a new, more equitable conception, removed entirely from external ramifications, focused instead on the phenomenological experience of the gifted person throughout the lifespan. This perspective builds upon the insights of Kazimierz Dabrowski (1964, 1972).
Giftedness is asynchronous development in which advanced cognitive abilities and heightened intensity combine to create inner experiences and awareness that are qualitatively different from the norm. This asyn-chrony increases with higher intellectual capacity. The uniqueness of the gifted renders them particularly vulnerable and requires modifications in parenting, teaching and counseling in order for them to develop optimally. (The Columbus Group, 1991)
Giftedness as asynchrony provides a window into the interior regions of the phenomenon. The concept is firmly grounded in developmental theory, rather than the potential for accomplishment, which is subject to the whims of a particular culture. Asynchrony is a universal characteristic of giftedness. Gifted children, in any cultural milieu, have greater discrepancies among various facets of their development than average children (Schetky, 1981; Manaster & Powell, 1983; Terrassier, 1985).
Asynchrony literally means being out-of-sync both internally and externally. A lack of synchronicity in the rates of cognitive, emotional and physical development creates inner tension. For example, when a five-year-old child perceives a horse through eight-year-old eyes, but cannot replicate the horse in clay with her five-year-old hands, she becomes extremely frustrated, bursts into tears and throws the clay across the room. Internal asynchrony is mirrored in external adjustment difficulties since the gifted person often feels different from, or out of place with, others. The greater the degree to which cognitive development outstrips physical development, the more out-of- sync the child feels in relation to the school curriculum. Psychologically, as an amalgam of many developmental ages (Tolan, 1989, p. 7), the child may appear to be different ages in different situations:
In terms of development chronological age may be the least relevant piece of information to consider. Kate, with an IQ score of 170, may be six, but she has a “mental age” often and a half…. Unfortunately, Kate, like every highly gifted child, is an amalgam of many developmental ages. She may be six while riding a bike, thirteen while playing the piano or chess, nine while debating rules, eight while choosing hobbies and books, five (or three) when asked to sit still. How can such a child be expected to fit into a classroom designed around norms for six year olds? (Tolan, 1989, p. 7)
Uneven development can also result in marked discrepancies between strengths and weaknesses that may continue into adult life. Complexity and intensity, and the heightened awareness that ensues from them, are also lifelong attributes of the gifted that complicate self-concept and social relations. Defined in this manner, giftedness is not an advantage; it does not give the individual an edge in the competition. Rather, the cognitive and personality traits that comprise giftedness are disadvantages in a society in which those differences are not valued.
The essence of asynchronous development is the discrepancy between the rates at which mental and physical development occur. Binet constructed the mental age as a means of capturing the degree to which a child’s mental abilities differed from those of other children his or her chronological age (Binet & Simon. 1908). Unfortunately, we’ve all but lost the concept of mental age in modern testing with deviation IQs, but it has proved enormously helpful in our understanding of retardation. We recognize the inherent difficulties of having a 17-year-old body with a nine-year-old mind. However, we still do not understand that it is equally problematic to have a 17-year-old mind trapped in the body of a nine-year-old. This type of asynchrony doesn’t get much sympathy in our society.
Although intelligence tests have been under serious attack in recent years, they do provide valuable information about discrepant rates of development. The intelligence quotient (IQ) began as a ratio of mental age to chronological age. It can be thought of as an index of asynchrony, yielding at least a minimal estimate of the rate at which cognitive development (mental age) outstrips physical development (chronological age).
The higher the child’s IQ, the greater the asynchrony. Chronological age correlates more closely than mental age with physical development, handwriting speed, emotional needs, and social skills, while mental age correlates with interests, peer relations, learning rate, amount of information mastered, and awareness of the world. Gifted children reason more like older children than like their agemates and set standards for themselves more appropriate for older children (Robinson & Noble, 1991).
Asynchrony. intensity, and moral sensitivity are inherent in the experience of giftedness, whether or not a child demonstrates specific talents in a given domain. The search for domain-specific talent is the search for the potentially eminent, an inequitable criterion of giftedness. It has been documented since 1914 that the criterion of eminence suffers dearly from gender, social class and ethnic biases:
Surely we should consider first the established, obvious, inescapable, physical fact that women bear and rear the children, and that this has always meant and still means that nearly 100 per cent of their energy is expended in the performance and supervision of domestic and allied tasks; a field where eminence is impossible. (Hollingworth, 1914, p. 528, italics in original)
Ironically, IQ tests — the nemesis of the new movement – do yield equal numbers of gifted boys and girls in early childhood (Silverman, 1986), whereas all measures of achievement discriminate increasingly against females from junior high school through adulthood (Sadker & Sadker, 1994). Girls make up 49% of the 53 children above 180 IQ (between 3 and 12) that we have found at our Center. By way of contrast, gifted women comprise only 2% of the eminent (Rossiter, 1982; Sadker & Sadker, 1994)! And even children from diverse ethnic backgrounds stand a better chance of being found on IQ tests than on achievement-based measures, since achievement is more a function of environment than ability. Many extremely gifted African-American children would never have been located without IQ tests (Ehrlich, 1977; Kear-ney & LeBlanc, 1993).
The greater the degree of asynchrony, the more complicated it is for the individual to function. Kearney (1992) provides a particularly poignant illustration:
At 14 [Max] can display a ferocious insistence for justice with the passions and tenacity of a 3-xear-old.. .this gets confusing! We were told that at age 9 he displayed “cognitive reasoning skills way beyond his years. ” I wish he came with a blinking sign on his forehead to let me know just who I am dealing with: the 3- year-old, the 14-year-old, or the 25-year-old.





Last summer an ill-placed golf ball landed in the bedroom of a house adjoining a picturesque lighthouse. (Remind me to ask how this boy could ignore the physics of playing golf in a densely populated suburban neighborhood.) …I heard myself asking Max, again and again, “What were you thinking? “

That’s the thing — they think when you least expect them to and go blank at the most inopportune times. My guess is that it’s the tension of being caught between all those ages I just mentioned. But I don’t think my theory would be supported in a textbook, even though I live by it every day in order to give some organized definition to what’s going on. (Estes, 1992, cited in Kearney, 1992, pp. 1, 8).
In the movie, “Searching for Bobby Fischer,” asynchronous development is depicted frequently: e.g., a young girl attends a state chess championship match accompanied by her stuffed rabbit and fake eyeballs. This scene reminded me of the 11-year-old I had assessed (187 IQ) who emerged from an airplane with his calculus book in one arm and his Curious George in another. Regardless of the potential for achievement, asynchronous development presents unique difficulties.
The Columbus Group definition recognizes the emotional component of giftedness: the fact that cognitive complexity gives rise to emotional depth and complexity. Thus, the gifted not only think differently from their peers, they also feel differently.
One of the basic characteristics of the gifted is their intensity and an expanded field of their subjective experience. The intensity, in particular, must be understood as a qualitatively distinct characteristic. It is not a matter of degree but of a different quality of experiencing: vivid, absorbing, penetrating, encompassing, complex, commanding — a way of being quiveringly alive, [italics added] (Piechowski, 1992, p. 181)
Emotionality traditionally has been considered a feminine attribute and antithetical to higher level cognition (Sommers, 1981). With emotion as a key construct of the definition, it is more inclusive of female experience. Enhanced awareness and moral sensitivity derived from the marriage of cognitive complexity and emotional intensity render gifted individuals vulnerable. The greater the asynchrony and moral sensitivity, the greater the vulnerability of the child within a morally insensitive society. It is their vulnerability that warrants special educational and counseling provisions, rather than their potential to contribute to society.
Conclusion

 Honesty, fairness, moral issues, global concerns, and sensitivity to others are common themes in the lives of gifted children. While exceptions can be found, most of the 1,800 children we have assessed at our Center have shown a high degree of moral sensitivity. It is this sensitivity that makes them vulnerable in an educational environment that looks the other way when they are called dweeb and nerd (OERI, 1993). If we want to have moral leaders, we need to understand and nurture the inner world of the gifted. We need to understand the inherent relationship between abstract reasoning, complexity, moral values and the evolution of society. In forsaking the term, gifted, we seem to have abandoned much more than a name. We have chosen to ignore the rich, deep internal milieu from which moral sensitivity and higher level value systems emerge. We have forgotten the Self or soul of the child. This does not appear to be a wise trade.
REFERENCES
Binet, A., & Simon, Th. (1908). Le developpement de I’intelligence chez les enfants. L’Annee Psychologique. 14, 1-94.
Boehm, L. (1962). The development of conscience: A comparison of American children of different mental and socioeconomic levels. Child Development, 33. 575-590.
Brennan, T. P. (1987). Case studies of multilevel development. Unpublished doctoral dissertation. Northwestern University. Evanston. IL.
Brennan, T. P., & Piechowski. M. M. (1991). The developmental framework for self-actualization: Evidence from case studies. Journal of Humanistic Psychology, 31(3), 43-64.
Clark, W. H., & Hankins, N. E. (1985). Giftedness and conflict. Roeper Review, 8, 50-53.
Columbus Group (1991, July). Unpublished transcript of the meeting of the Columbus Group. Columbus, OH.
Csikszentmihalyi, M. (1993). The evolving self: A psychology for the third millennium. New York: Harper Collins.
Dabrowski, K. (1964). Positive disintegration. London: Little, Brown.
Dabrowski, K. (1967), Personality shaping through positive disintegration. New York: Little, Brown.
Dabrowski, K. (1972). Psvchoneurosis is not an illness. London: Gryf.
Dabrowski. K. (1979/1994). The heroism of sensitivity. (E. Hyzy-Sirzelecka, Trans.) Advanced Development. 6, 87-92.
Dabrowski, K., with Piechowski, M. M. (1977). Theory of levels of emotional development (Vol. 1). Oceanside, NY: Dabor Science.
Dauber, S. L, & Benbow, C. P. (1990). Aspects of personality and peer relations of extremely talented adolescents. Gifted Child Quarterly, 34, 10-15.
Drews. E. M. (1972). Learning together. Englewood Cliffs, NJ: Prentice-Hall.
Ehrlich. V. Z. (1978). The Astor Program for gifted children: Prekindergarten through grade three. New York: Teachers College, Columbia University.
Eisler. R. (1987). The chalice and the blade: Our history, our future. New York: Harper Collms.
Freud, S. (1966). Complete introductory lectures. New York: Norton.
Fromm, E. (1947). Man for himself: An inquiry into the psychology of ethics. New York: Holl. Rinehan & Winston.
Galbraith. J. (1985). The eight great gripes of gifted kids: Responding to special needs. Roeper Review. 8, 15-18.
Gallagher, S. A. (1990). Personality patterns of the gifted. Understanding Our Gifted, 3(1). 1, 11-13.
Gardner. H. (1983). Frames of mind: The theory of multiple intelligences. New York: Basic Books.
Gilligan. C. (1982). In a different voice: Psychological theory and women’s development. Cambridge. MA: Harvard University Press.
Grant, B. (1990). Moral development: Theories and lives. Advanced Development, 2, 85-91.
Gross, M. U. M. (1993). Exceptionally gifted children. London: Routledge.
Hoehn, L.,& Bireley, M. K. (1988). Mental processing preferences of gifted children. Illinois Council for the Gifted Journal, 7, 28-31.
Hollingworth, L. S. (1914). Variability as related to sex differences in achievement: A critique. The American Journal of Sociology, 19, 510- 530.
Hollingworlh, L. S. (1942). Children above 180 IQ Stanford-Binet: Origin and development. Yonkers-on-Hudson, NY: World Book.
Janos, P. M., Robinson, N. M., & Lunneborg, C. E. (1989). Markedly early entrance to college: A multi-year comparative study of academic performance and psychological adjustment. Journal of Higher Education, 60, 496-518.
Kant, I. (1788/1952). The critique of practical reason. (T. K. Abbott, Trans.). In R. M. Hutchins (Ed.), The great books of the Western World (Vol. 42, pp. 291-361). Chicago: Encyclopaedia Brittanica.
Kames, F. A., & Brown, K. E. (1981). Moral development and the gifted: An initial investigation. Roeper Review. 3(4), 8-10.
Keamey, K. (1992). Life in the asynchronous family. Understanding Our Gifted, 4(6), 1, 8-12.
Keamey. K., & LeBIanc, J. (1993). Forgotten pioneers in the study of gifted African-Americans. Roeper Review. 15, 192-199.
Kitano, M. K. (1990). Intellectual abilities and psychological intensities in young children: Implications for the gifted. Roeper Review, 13, 5-10.
Lind. S. (1993). Are we mislabeling overexcitable children. Understanding Our Gifted, 5(5A), 1,8-10.
Lovecky, D. V. (1994). The moral child in a violent world. Understanding Our Gifted, 6(3). 3.
Loye. D. (1990). Moral sensitivity and the evolution of higher mind. World Futures: The Journal of General Evolution, 30, 1-2,41-52.
Loye, D. (1993, May). Charles Darwin. Paul MacLean, and the lost origins of “moral sense”: Some implications for General Evolution Theory. Paper presented at the First Brandenburg Colloquium of Evolutionary Thought, Potsdam, Germany. [World Futures: The Journal of General Evolution (in press)]
Loye, D. (in preparation). The river and the star: The lost story of the scientific exploration of goodness.
Lysy, K. Z., & Piechowski, M. M. (1983). Personal growth: An empirical study using Jungian and Dabrowskian measures. Genetic Psychology Monographs, 108, 267-320.
MacLean, P. D. (1973). The triune concept of the brain and behaviour. Toronto: University of Toronto Press.
MacLean, P. D. (1990). The triune brain in evolution: Role in paleocerebral functions. New York: Plenum Press.
Manaster, G. J., & Powell, P. M. (1983). A framework for understanding gifted adolescents’ psychological maladjustment. Roeper Review. 6, 70-73.
Martinson. R. A. (1961). Educational programs for gifted pupils. Sacramento, CA: California State Department of Education.
Maslow.A. H. (1968). Toward a psychology of being (2nd ed.). Princeton, NH: D. Van Nostrand.
Miller, N. B.. Silver-man. L. K.. & Falk. R. F. (in press). Emotional development, intellectual ability and gender. Journal for the Education of the Gifted.
Myers, I. B. (1962). Manual: The Myers-Briggs type indicator. Palo Alto, CA: Consulting Psychologists Press.
Nelson. K. C. (1989). Dabrowski’s theory of positive disintegration. Advanced Development, I, 1-14.
Office of Educational Research and Improvement (OERI). (1993). National excellence: A case for developing America’s talent. Washington. DC: U. S. Government Printing Office.
Passow, A. H. (1988). Educating gifted persons who are caring and concerned. Roeper Review, 11. 13-15.
Piaget, J. (1932). The moral judgment of the child. London: Routledge & Kegan Paul Ltd.
Piechowski, M. M. (1978). Self-actualization as a developmental structure: A profile of Antoine de Saint-Exupery. Genetic Psychology Monographs. 97, 181 -242.
Piechowski, M. M. (1979). Developmental potential. In N. Colangelo & R. T. Zaffrann (Eds.), New voices in counseling the gifted (pp. 25-57). Dubuque, IA: Kendall/Hunt.
Piechowski, M. M. (1990). Inner growth and transformation in the life of Eleanor Roosevelt. Advanced Development. 2, 35-53.
Piechowski. M. M. (1992). Giftedness for all seasons: Inner peace in a time of war. In N. Colangelo. S. G. Assouline, & D. L. Ambroson (Eds.), Talent development (pp. 180-203). Proceedings of the Henry B. and Jocelyn Wallace National Research Symposium on Talent Development. Unionville, NY: Trillium Press.
Robinson, N. M., & Noble, K. D. (1991). Social-emotional development and adjustment ot gifted children. In M. C. Wang. M. C. Reynolds, & H. J. Walberg (Eds.). Handbook of special education: Research and practice. Volume 4: Emerging programs (pp. 57-76). New York: Pergamon Press.
Roeper. A. (1988). Should educators of the gifted and talented be more concerned with world issues? Roeper Review, 11, 12-13.
Roeper, A. (1990). Educating children for life: The modern learning community. Monroe, NY: Trillium.
Rossiter, M. W. (1982). Women scientists in America: Struggles and strategies to 1940. Baltimore: The Johns Hopkins University Press.
Sadker. M. & Sadker. D. (1994). Failing at fairness: How America’s schools cheat girls. New York: Charles Scribner’s Sons.
Schetky, D. H. (1981). A psychiatrist looks at giftedness: The emotional and social development of the gifted child. G/C/T, Issue No. I8, 2-4.
Silverman, L. K. (1983). Personality development: The pursuit of excellence. Journal for the Education of the Gifted, 6( 1). 5-19.
Silverman, L. K. (1986). What happens to the gifted girl? In C. J. Maker (Ed.), Critical issues in gifted education. Vol. I: Defensible programs for the gifted (pp. 43-89). Rockville, MD; Aspen.
Silverman.L. K. (1990). The crucible of perfectionism. In B. Holyst (Ed.). Mental health in a changing world (pp. 39-49). Warsaw: The Polish Society for Mental Health.
Silverman, L. K. (1993a). A developmental model for counseling the gifted. In L. K. Silverman (Ed.), Counseling the gifted and talented (pp. 51-78). Denver: Love.
Silverman, L. K. (1993b). The gifted individual. In L. K. Silvennan (Ed.), Counseling the gifted and talented (pp. 3-28). Denver: Love.
Silverman, L. K. (1993c). Social development, leadership, and gender issues. In L. K. Silverman (Ed.), Counseling the gifted and talented (pp. 291-327). Denver: Love.
Simmons, C. H., & Zumpf, C. (1986). The gifted child: Perceived competence, prosocial moral reasoning, and charitable donations. The Journal of Genetic Psychology, 147(1), 97-105.
Sommers, S. (1981). Emotionality reconsidered: The role of cognition in emotional responsiveness. Journal of Personality and Social Psychology, 41, 553-561.
Terman, L. M. (1925). Genetic studies of genius: Vol. I. Mental and physical traits of a thousand gifted children. Stanford, CA: Stanford University Press.
Terrassier, J-C. (1985). Dyssynchrony-uneven development. In J. Freeman (Ed.). The psychology of gifted children (pp. 265-274). New York: John Wiley.
Tolan, S. (1989). Special problems of young highly gifted children. Understanding Our Gifted. 1(5), 1,7-10.
Vare.J.V. (1979). Moral education for the gifted: A confluent model. The Gifted Child Quarterly. 24, 63-7
- See more at: http://www.sengifted.org/archives/articles/the-moral-sensitivity-of-gifted-children-and-the-evolution-of-society#sthash.lQNu3ftW.dpuf

Tuesday, 23 July 2013

Designing Evolution


Don't laugh at this - but do be a bit squeamish.  See, we've changed evolution already - every disease we cure, every special need we accommodate and every infertile person who gets to have a kid, every piece of technology or feat of specialization we become dependent on takes us one step further away from "what God intended" and more towards what we will become.

As it stands, we haven't planned this social evolution out very well; infrastructure is a mess, healthcare is unaffordable and our economy is way out of whack.
 
We can do better, if we do it consciously, do it together and be proactive about it.
 
Page 197, Massive Change
 
We will design evolution.
 
When Franklin, Crick, and Watson discovered the structure of DNA in 1953, the realm of the living was rendered a system of information.  Since then, we've grown in our capacity to explore every aspect of life as we know it - from biological systems and products to new forms of intervention in medicine and genetic engineering. 
 
As Alvin Toffler wrote in The Third Wave, "Second Wave thinkers conceived of the human species as the culmination of a long evolutionary process; Third Wave thinkers must now face the fact that we are about to become designers of evolution.
 

Reading the Brain: FDA Approves First Scan for Diagnosing ADHD (Alice Park)



 
As Roxanne Khamsi reported in TIME recently, researchers are learning enough about the signature patterns of normal, and abnormal brain activity that they believe it may be possible to diagnose mental illnesses ranging from depression, schizophrenia, autism and attention deficit-hyperactivity disorder (ADHD) by studying readouts of brain waves, much in the way they now rely on elecrocardiograms (EKGs) to diagnose heart problems.
 
The Food and Drug Administration (FDA) approved Neba Health’s device for children aged six years to 17 years. It relies on electroencephalogram (EEG) readings, which track electrical impulses released by active nerves. The test lasts 20 minutes and records the frequency of impulses emitted every second. By studying the resulting wave pattern, doctors can determine with relative confidence whether the child has ADHD, which is characterized by difficulty concentrating and paying attention.
 
As Khamsi wrote, researchers are also investigating how more sophisticated brain imaging techniques, including functional MRI (fMRI) could also improve diagnosis of ADHD:
Other researchers have found evidence that such fMRI scans might also help diagnose attention-deficit/hyperactivity disorder (ADHD), schizophrenia and depression. In an experiment appearing in the forthcoming July issue of Psychiatry Research, Dr. Jonathan Posner of Columbia University and his colleagues looked at 22 children with ADHD who were not yet on medication and compared them with 20 youngsters around the same age without the disorder. Compared with the healthy children, those with ADHD had, on average, less coordinated brain activity between regions such as the prefrontal cortex, an area at the front of the brain thought to be involved in decisionmaking, and the caudate, a region located toward the base of the brain involved in controlling impulses. Such patterns could one day help identify children at highest risk of developing ADHD and provide them with behavioral or educational support to address symptoms early on, when such interventions might have the biggest impact.
It’s also possible that brain waves can inform treatment of mental illnesses:
“I am most interested in us[ing] resting-state fMRI to really examine the effects of treatment,” says Posner. He also published a paper in JAMA Psychiatry last spring showing that antidepressants successfully quieted hyperconnectivity in the brains of individuals with chronic depression.
That trial compared brain scans from 32 people with depression with those from 25 healthy counterparts and confirmed that the former group had more activity in what is known as the default mode network, a collection of disparate brain regions that makes up the baseline, or default level of brain activity necessary to keep a body functioning. When a person performs a mental task, this default network is suppressed. But in the depressed patients, this network was overactive, and that was associated with increased rumination — or overfixating on a thought that could contribute to depression.
The patients with depression were then given a 10-week course of either the antidepressant Cymbalta (duloxetine) or a placebo. At the end of the trial, patients who received the drug showed similar connectivity patterns to those seen in healthy individuals, but the depressed participants who received placebo did not. (The study received some funding support from the pharmaceutical company Eli Lilly, which markets Cymbalta.)
Experts say that advanced in brain imaging technology are making it possible to discern patterns of activity that could distinguish normal cognitive development from cases of autism, ADHD or other disorders. With autism in particular, having such a non-invasive way of identifying infants who are at risk may help them to avoid some of the condition’s more severe symptoms:
With autism, for example, doctors are “really desperate for a biological marker to help with diagnosis and [measuring] treatment response,” says Daniel Smith, senior director of discovery neuroscience at Autism Speaks. Currently, most children are diagnosed around the age of 2, when the behavioral symptoms of inattention and repetitive actions tend to emerge. More studies suggest, however, that intervening with behavioral therapy in children as young as 6 months old could reduce, or even normalize, some of the aberrant brain changes responsible for the disorder, so diagnosing the condition as early as possible could become critical.
Doctors don’t expect that such tests will serve as the only diagnostic tool for detecting complex mental health conditions such as ADHD — indeed, the FDA says the device should be used in combination with medical and psychological evaluations. But they could become an important way of improving diagnosis and identifying patients at earlier phases of their disease, when treatments may be more effective.
 

Political Burnout and the Presenteeism Policy Hurdle

 
 
Here's a conundrum for you:
 
What happens when the Policy Makers in Chief (Legislators) and their core teams are victims of the same occupational mental health stresses/presenteeism issues that they are being pushed to solve?
 
Being a politician (or a political staffer) is a lot like parenting - the job doesn't come with a how-to manual.  Political people are largely left to sort out the day-to-day functioning of their work - what they're supposed to do, how to organize, best practices on questions to ask to solicit the answers required, filing, etc.  Those who could train them (other people in politics) can't, because they're too busy doing the job that would have been more structured and therefore, more efficient if they'd received training when they first started.
 
The best politicians work enormously hard at an unwieldy number of tasks; they drink from the fire hose every day, meaning they are constantly inundated with issues.  When any given day could include meetings with a sick constituent unable to care for a dying parent, a stakeholder talking about the need for increased funding for researching cures for cancer or cystic fibrosis, calls to and from the media about some local crisis, a chat with a fellow Member about a crisis they want your help in addressing, on and on, there's no possible way to stay on top of everything; it's almost inevitable that those files deemed as non-immediate crisis get left on the backburner, until they become full-blown crises of their own.  This is all before looking at the Member's family and their well-being, the isolation Members who spend their week far from home often feel and all the political commitments that come with the job of Legislator. 
 
The same holds true for staff - receiving often semi-clear or totally opaque direction, learning on the job, but on issues for which policy that impacts millions of lives are being written at the same time, managing stakeholders, being there for the boss as they rush between meetings, meeting stakeholders, doing research, etc., etc. - and all without training - can be, to say the least, a challenge.
 
There are lots of great political people out there, some (but not all) with previous experience that informs the work they do.  There are also lots of those with zero experience on the files that absorb their time, nor spare seconds to get anything other than a cursory briefing about.
 
In short, all the things that are identified as causal factors in presenteeism and burnout are present in politics.  Given the competitive and frequently adversarial nature of the field, though, there is an even greater stigma in politics around suggesting supports are required or maybe a break is needed.
 
It's great that so many Private Sector, Not-For-Profit sector and Advocacy groups are embracing the concept of occupational mental health and the need to properly support cognitive labour, but at the end of the day it will take significant policy changes at the government level for the big changes to occur across the board. 
 
This is why it's so important the Sun Life Financials, the Bell Canadas and the Mental Health agencies of the world collaborate and bring one powerful, shared message to government about why occupational mental health is such a critical issue for the social and economic well-being of our communities, provinces and country.
 
Let's work together to ensure everyone has the support they need before we all burn out.

The Politics of Responsibility


A column of mine from the Cornwall FreeNews; the concepts therein are very much in my mind these days.


 
“You can easily judge the character of a man by how he treats those who can do nothing for him.” 
  • James D. Miles
 
Alaskan Airlines is trying to climb out of a hole dug when their employees didn’t provide extra assistance to a man with Parkinson’s Disease.  The public backlash is as significant as it was predictable.  The airline issued an apology and has taken steps to atone for the error, but this incident comes with a caveat; some have suggested it was really up to the customer in question to self-identify.
 
There’s merit to this argument; if you’ve got a severe food allergy or other dietary restriction, it’s not really fair to assume a restaurant will intuit what you can or can’t eat.   If you’re booking a seat on a plane and you’re wheelchair bound, you want to let your customer service representative know in advance so they can provide assistance.  On the other hand, good customer service is about identifying the needs of your customer and adding the extra bit of value.  Many restaurants now actively promote special menus and good customer service reps will ask leading questions about their customers’ special needs.  Washrooms and public transit vehicles now proactively accommodate the mobility challenged; when we each go the extra mile and take that extra measure of situational ownership, we ensure the best experience for everyone.
 
This week, I had a Twitter back-and-forth with Susanna Kelley, Editor-in-Chief/Queen’s Park Bureau Chief for ontarionewswatch.com about cyclists, drivers and road safety in Toronto.  Far too many cyclists do whip through traffic like it’s a video game, without thought as to how others might respond to their behaviour.  Of course, the same applies to drivers and pedestrians, too.  With everyone engrossed in their cellphone, their iProduct or just in a rush, little or no focus is being given to the people around us or the consequences of our actions; we’re abdicating collective responsibility.
 
I know all too well the impact this selfish approach can have – in March of this year, a negligent driver slammed into me with his SUV while doing a left-hand turn at an intersection.  I had the right of way but made the mistake of looking right for a bus I wanted to catch instead of left to see the oncoming vehicle.  More than four months later, I’m still recuperating.
 
Then, there’s Adam Carroll.  If you don’t know the name, Carroll is the Liberal Party of Canada staffer who was behind #Vikileaks, a personal attack on Vic Toews, Canada’s Minister of Public Safety, over his “lawful access” online safety Bill.  When it came to light that it was a Liberal staffer behind this smear campaign, the man was fired and the Liberal’s interim leader, Bob Rae, gave a heartfelt and public apology to Toews.  Alas, it’s recently been revealed that Adam Carroll is now back on the Liberal payroll, bringing in to question the sincerity of the original apology and once again raising the question of whether Carroll acted alone.  Add this to the growing list of scandals perpetrated by a Conservative government that believes “a political truth can sometimes be different” (orange juice, anyone?) or an NDP opposition that takes different positions depending on their audience and there’s no need to question why there is so much cynicism in Canadian politics.
 
Politics, of course, isn’t about doing what’s right – it’s about doing what it takes to get ahead.  The public might decry attack ads, but they will continue to be used because they’re effective.  It might frustrate us when partisan groups get the gravy and friends of politicians get appointments, but if we’re not voting, not donating and not engaging in the political process, what else can we really expect?  Sir John A. MacDonald used to say “Give me better wood and I will make you a better cabinet” – we can only expect our democracy to represent our interests when we actively participate in the process.  But then again, when politicians of all stripes regularly ignore the public trust, how can we possibly expect contributions to have an impact?    It’s a chicken and omelette kind of thing.
 
When we stick within a selfish, reactive frame of behaviour, we are ignoring Newton’s Third Law of Motion – for every action, there is an equal and opposite reaction.  When political operatives behave inconsiderately, the electorate tunes out.  That might work for them in the short term, but eventually, your voting base gets eroded and your access to (and often, interest in) fresh policy ideas diminishes.  The same holds true for business – if you don’t value your customer, you lose them.  You can keep cutting costs to reduce the internal impact of those losses, but if you want to survive in the long run you constantly need to bring new value to the table.
 
The reverse is true, too – inaction breeds inaction.  If you don’t represent your interests to politicians, business or even friends and families, you can’t force them to read your mind.  The only way to guarantee action on your behalf is to be proactive about it.  That’s easier said than done, though; when everyone is pursuing their individual interests independently, you end up with gridlock.  When some people are better or more forceful at communicating, their needs are given more attention than those of others (which is a big factor in why there is still crippling poverty in this country and around the world).  Like the Red Queen of Wonderland, we’re all running as fast as we can to stay in the same place; only a tiny fraction will get ahead and most will fall behind.
 
Despite what the Ayn Rands of the world might try to convince us, “each to his own” doesn’t work; it simply creates tragedies of the commons.  The real way to get ahead is by adding value to your personal, professional and political relationships.  Whether this takes the form of extra emphasis on knowing your customer’s needs and wants to serve them better, political outreach and public consultations or even just listening to friends instead of talking to them, you can only get out of life what you’re willing to put in.
 
Like it or not, society is a collective enterprise; we all drive on the same roads and use the same public services, much as we all inhabit the same planet and breathe the same air.  Yes, there are basic freedoms we must have to achieve and contribute our personal maximum, but the flipside of those rights is responsibility.  Gun ownership provides a great example – if everyone packs heat, there really aren’t any civilians.  So long as we are sharing the same space and using the same resources, we have to balance access with respect for the rights of others.  That way, we can engender the same in return.  After all, altruism is really selfishness that plans ahead.
 
Craig Carter Edwards
 
Born and raised in Cornwall, Craig has lived in or travelled to nearly 30 countries and currently resides in North York with his wife and son.  A political veteran, Craig brings a wealth of government, private and not-for-profit sectors experience to his current role as strategy consultant for the social entrepreneurship sector.
 
(Comments and opinions of Editorials, Letters to the Editor, and comments from readers are purely their own and don’t necessarily reflect those of the owners of this site, their staff, or sponsors.)