Paperback
-
SHIP THIS ITEMIn stock. Ships in 1-2 days.PICK UP IN STORE
Your local store may have stock of this item.
Available within 2 business hours
Related collections and offers
Overview
Product Details
| ISBN-13: | 9781532038433 |
|---|---|
| Publisher: | iUniverse, Incorporated |
| Publication date: | 01/25/2018 |
| Pages: | 122 |
| Product dimensions: | 6.00(w) x 9.00(h) x 0.29(d) |
About the Author
Read an Excerpt
CHAPTER 1
GRAVES IN BRIEF – SUMMARY OF AN INTERVIEW
One of the few film documents of Graves lends itself well to provide an initial impression of his intention, creativity and theory construction. Cliff Macintosh from the Quetico Centre interviewed Prof. Graves. The interview is probably from 1974, the year in which Graves also held a seminar there.
Macintosh and Graves sit comfortably on swiveling chairs. Between them is a small table with cups. On the wall of the room, which is reminiscent of a basement workshop, several flip charts are hung. The atmosphere is relaxed and casual.
When asked why he developed his theory, Graves answers that he wanted to understand the chaos in which humans exist and to develop a framework in which one could effectively deal with the problems of humans. Questioning the behavior of children, managers, or organizations always resulted in diverse and often contradictory answers. Graves wanted to find a way to study these conflicts and discrepancies.
The name ECLET (Emergent Cyclical Levels of Existence Theory) stems from Graves' research. Human psychology is emerging in terms of never-ending change. For Graves, there is no such thing as the adult human or the society. Instead, there are various constellations of problems that must be dealt with and coping mechanisms with which to do so.
On one hand, we attempt to cope with the external world in order to survive. However, if we focus on our inner world, we try to make peace with it. This shift between the external and internal accounts for the cyclical part of the model. By solving a set of problems, a new one is created.
Graves considers two psychological questions to be particularly interesting:
(1) Why do we have such a large brain?
(2) Why is it divided into two hemispheres?
For the purposes of his theory, he answers the first question by stating that we have another form of survival potential that we can develop to higher existential levels if the problems become more complex.
He explains the division into two hemispheres using the cyclical aspect. For the odd systems (beige 1, red 3, orange 5 and yellow 7), the left hemisphere is dominant and for the even systems (purple 2, blue 4, green 6) the right hemisphere is. Contrary to what many assume, the brain does not function like other organs that reach a certain level of maturity and remain there. Instead, it changes infinitely and has the capacity to always create new levels. The process activates parts of the brain that have never been active before.
Looking at one individual, the central question is how to solve his or her problems. Individuals are not a pure type. Instead, components of personality remain at one level while other components have already proceeded. However, one system will always dominate.
According to Graves, one possibility of gaining access is to ask individuals for their opinions on certain topics. For example, what does an individual at the blue level (4, D-Q) think about abortion compared to an individual at the orange level (5, E-R)? The same applies for styles of management. Job enrichment is an excellent motivation for individuals at the orange level (5, E-R), while the opposite is true for individuals at the blue level (4, D-Q). According to Graves, management at the yellow level (7, A'-N') would be different. The organization would seek to hire people from certain levels for certain positions in the enterprise. This type of management would only be possible at the yellow level (seven, A'-N'). All of the previous levels would be convinced that there is only one particular way of doing things. The same rules apply for all parts of the organization e.g. in schools for all grades.
For Graves, a liberal upbringing would be a fine thing if the world were a friendlier place. Such an upbringing does not prepare one for the tough aspects of life. Graves argues for a different approach to childcare: during the time in which a particular system develops, parents should be lax and give the child the possibility to explore this new set of possibilities that arise from within. Some time should be given for stabilization in order to awaken it and confront the difficult aspects of life. This would be particularly difficult for individuals at the green level (6, F-S). With the knowledge that we have about the levels of human existence, we could theoretically raise our children in such a manner that would continue to develop to a particular level. However, parents should be aware of the advantages and disadvantages of the individual levels.
In one example, potential conflicts between different levels become evident. If a woman at the green level (6, F-S) married a man at the orange level (5, E-R), this could lead to a rather miserable existence if they each observe the world from the perspective of their respective levels. If the man believes that ambition and reaching one's goals are more important than existence and shared experiences, his wife could experience difficulties in understanding this. However, if both of them are open and willing to learn, they can understand each other.
Managers should ideally be a level or step ahead of their employees. However, this is only the case if they are familiar with the suitable management principles and can apply them. Otherwise, problems will arise. For example, employees at the red level (3, C-P) cannot be led via reward and punishment because the system for this is not activated. In this case, this type of management is counterproductive.
When asked if there were individuals in the US who were at the beige (1, A-N) and purple levels (2, B-O), Graves answers affirmatively. The beige level (1, A-N) includes demented, severely pathological, senile, and mentally severely impaired individuals. According to Graves, individuals at the purple level (2, B-O) can be found in several reservations near Montreal and in the area between Little Rock and central Pennsylvania.
Cliff Macintosh asks whether fighting poverty in the form of social help is not doomed to failure from the onset. Graves agrees with him. According to him, individuals who are predominantly at the purple level (2, B-O) have a very different understanding of space and time compared to the initiators of such projects. They know their own block but have no perception of the city. They live in the "here and now" and do not plan ahead. However, in order to receive meal vouchers, they must be in a certain place at a certain time. Graves is convinced that this cannot work because of different concepts and will ultimately fail. However, organizations that react at the blue level (4, D-Q) do not understand this difference and would continue to offer programs according to this pattern.
How might an organization that primarily manages at the yellow level (7, A'-N') look like? Graves assumes that such an organization would work in a problem-oriented manner instead of a process-oriented one. The management of operative processes loses importance and problems are dealt with as they arise. The focus here is on producing and offering things that are important for the advancement of humanity and contribute something positive to co-existence and not simply everything that can be sold.
What would the development activity in such an organization look like? Graves first had to clarify whether (1) the individuals were open or closed and (2) the jobs in the organization were changeable or not. Some work can only be performed in a single way in order to achieve the desired result.
If the individuals are closed and the jobs are unchangeable, management should determine the appropriate management system with the appropriate remuneration system and selection process corresponding to the level of the respective area. In this context, progress refers to increasing managerial knowledge for this static system in order to be able to lead it in a better way. However, an organization that changes poses a completely different challenge – just like the individuals that work within it. This entails individuals to be open and to choose whom they would like to work with. If you have open individuals though, organizational development means to establish congruence between management, management processes, the users of these processes and the individuals in the production and customer service areas.
Graves criticizes the traditional concepts for team development because they don't consider whether or not a certain training makes sense for certain people. For example, team training would not benefit the orange level (5, E-R) because the participants would use the knowledge to their own advantage rather than for the community.
He cites a study of different types of organizational developers. According to this, there are three: (1) those fixated on human relations, (2) those with pre-determined success strategies who manipulate the organization until they are implemented, and (3) those with a systemic management approach. The third type of advisor answers the question of where to find the organization's problem with "How would I know? I just got here."
For Graves, there is no reason whatsoever for an end of change. For him, this is a never-ending process; we are a part of nature and nature is a process of never-ending change.
Graves refers to the physicist and Nobel laureate Werner Heisenberg and states that for him, things are simultaneously absolute and relative. Paradoxical thinking and ambiguities are consistent for him because they make sense if they are considered in a wider context.
When asked how he would classify himself, Graves answered that it strongly depended on the topic. However, he often thinks in a blue (4, D-Q) manner. Any theory is described from the level of the author; for this, one tends to need the yellow level (7, A'-N').
After nine years of scientific research, Graves attempted to adequately describe the results with existing theories: he found this process to be terrible because none of them really were a good fit. This made him realize something else. It is not a question of who is right; everybody was right. After two years of trying to find a suitable approach, he started accepting this.
When Graves began to collect his first raw data in 1952, approximately 34% of the subjects were at the blue level (4, D-Q) and 6% were at the yellow level (7, A'-N'By 1969, when he collected the final data, the ratio had nearly inverted. There was to be a great change as soon as the generation of college students from 1969 assumed positions in middle and upper management. By the Orwellian year of 1984, Graves expected a development of management at the yellow level (7, A'-N'), whereby institutional life would take on a new form.
CHAPTER 2CLARE W. GRAVES – THE PERSON
"What constitutes a healthy adult?" – This simple, yet difficult-to-answer question led Graves to many years of research on his model of developmental psychology. During his lifetime, he was certainly not aware of the impact, importance and influence that his work would have.
Clare Wray Graves was born on December 21, 1914 in New Richmond, Indiana. Unfortunately, little is known about his childhood home and the circumstances in which he grew up. This would have been interesting to know because he always stressed how living conditions influenced human development.
New Richmond, which is approximately 60 miles northwest of Indianapolis, has less than 500 inhabitants and is situated in a predominantly agricultural region.
In 1940, he received a Bachelor of Arts in mathematics and sciences from Union College, which is a private university in Schenectady, New York. Today, Union College has an excellent reputation. Despite its small size, it ranked 26th in Forbes Top Colleges in 2009. Founded in 1795, shortly after American independence, Union College was among the first institutions to offer a university education.
It has one of the oldest and most remarkable campuses in the US, which was designed by French architect Joseph Ramée, who resided in the US between 1812 and 1816.
Schenectady is a city in Schenectady County in New York State. It is also the county seat. The city has been chiefly industrial since the 19th century. It is also known as the "Electric City" in honor of the company General Electric, which has been situated there since 1974. The city lies on the Mohawk River close to the junction with the Hudson River, which is approximately 140 miles north of New York City. It is roughly equidistant from the Atlantic to the southeast and Lake Erie to the west.
After completing his Bachelor's degree, Graves received a Master of Arts in psychology from Western Reserve University. In 1826, Western Reserve University was established in Hudson Ohio, which is approximately 26 miles from Cleveland. The university was later relocated to Cleveland as this city experienced substantial growth. The university is currently called Case Western Reserve University.
Graves completed his studies on 10 February 1943. His Master's thesis was entitled "Individual differences in irritability in the male rat". This comprised 41 typed pages and 18 references. He was supervised by Calvin S. Hall to whom he dedicated his work.
His doctoral thesis was entitled "A study of the genesis and dynamics of psychopathic personality as revealed by combining the clinical case history and experimental approaches". Like his Master's thesis at Western Reserve University (working under Calvin S. Hall), he submitted his doctoral thesis to the department of psychology.
Already back then, Graves was characterized by the fact that he thoroughly investigated topics and sources and also questioned and challenged established scientific information.
After several teaching assignments and a position as clinical psychologist in a rehabilitation center, in 1956, Graves returned to Union College as a professor of psychology. He taught and researched there until his retirement in 1978.
Graves felt at home in many professional areas. In many respects, he pursued a typical academic career. During his Master's studies at the Western Reserve University, he worked as a scientist and technical assistant. He then became an assistant professor and later a full professor at Union College (1958), where he taught until 1978.
In addition to his academic career, Graves also worked as a criminal psychologist in Cuyahoga County, Ohio. Furthermore, he was also employed as a clinical psychologist at the Cleveland Rehabilitation Centre between 1943 and 1946.
Alongside his teaching activities, Graves served as an advisor for clinical facilities as well as industry and economy. His clients included Dresser Industries, Apex Vacuum, ALCOA, GM, and New York Bell System. In the clinical field, he supervised youth courts, social services, prisons, rehabilitation centers, hospitals and health departments. The versatility of his practical work experience provided a sound basis for his university research on personality theory.
Graves was a member of respected organizations such as the American Psychological Association, the American Association of University Professors and the American Association for the Advancement of Science.
With the publication of his article "The Deterioration of Work Standards", his research was featured in the Harvard Business Review (1966). Graves, who had been unknown up until then, subsequently received a great deal of demand for his article. This was the most requested article in the history of the Harvard Business Review. According to one anecdote, Graves had one of his students to thank for the publication of his article. The student occasionally performed minor plumbing tasks for Graves. He saw the article in Graves' home and questioned him about it. Graves replied that he had written the article for the Harvard Business Review and that the editors rejected it. The student contacted the editors and expressed his outrage at how such a remarkable individual and article could go unnoticed. As a result, Graves' article was ultimately published.
(Continues…)
Excerpted from "Clare W. Graves"
by .
Copyright © 2018 Rainer Krumm & Benedikt Parstorfer.
Excerpted by permission of iUniverse.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Foreword by Don Beck, v,
Introduction by Prof. Dr. Thomas Ginter, ix,
Preface of the Authors, xi,
List of Illustrations, xvii,
Introduction - "The Theory that Explains Everything", 1,
Graves in Brief – Summary of an Interview, 3,
Clare W. Graves – the person, 9,
Tabular Overview, 17,
The Development Of His Theory, 19,
Motivation and Beginnings: "So Who Is Right?", 19,
Fundamental Questions: What exactly constitutes a Psychologically sound Individual?, 19,
Data Collection, 21,
Questions for Further Study, 22,
Data Processing, 23,
Continuing Research, 25,
Let the data talk, 26,
Conceptualization, 32,
Cyclical, 33,
Neurological systems, 33,
Movement through the systems/levels, 34,
Psychopathology, 34,
Additional research methods, 35,
Graves and Maslow, 36,
Chronological Representation of His Work and Lectures, 38,
Summary of the articles, 43,
Master's thesis: Individual Differences in Irritability in the Male Rat (1943), 45,
Doctoral Thesis: A Study of the Genesis and Dynamics of Psychopathic Personality as Revealed by Combining the Clinical Case History and Experimental Approaches (1945), 47,
An Emergent Theory of Ethical Behavior – Based Upon an Epigenetic Model (1959), 50,
On the theory of ethical behavior (1961), 50,
The Implications to Management of Systems-Ethical Theory (1962), 52,
Levels of Human Existence and their Relation to Value Analysis and Engineering (1964–65), 53,
Value Systems and their Relation to Managerial Controls and Organizational Viability (1965), 55,
With Huntley and Labier: Personality Structure and Perceptual Readiness: an Investigation of their Relationship to Hypothesized Levels of Human Existence (1965), 57,
Deterioration of Work Standards (1966), 59,
With Madden, H.T. and Madden, L.P.: The Congruent Management Strategy (1970), 63,
The Levels of Human Existence and their Relation to Welfare Problems (1970), 75,
How Should Who Lead Whom To Do What? (1971–72), 76,
Levels of Existence Related to Learning Systems (1971), 78,
Human Nature Prepares for a Momentous Leap (1974), 81,
Summary Statement: The Emergent, Cyclical, Double- Helix Model of the Adult Human Biopsychosocial Systems (1981), 86,
Outlook, 93,
About the Authors, 95,
Rainer Krumm, 95,
Benedikt Parstorfer, 96,
Bibliography, 97,
Graves' works – books, articles, and lectures, 97,
Additional literature, 98,
Film documents, 99,
Audio documents, 99,
Internet Sources, 99,
List of Sources for Figures, 101,