The Human Element (ICO) (1994)

The Human Element (ICO) (1994)

26 November 2017 coaching 0

Will Schutz – Picture: 2015

The Human Element: Productivity, Self-Esteem and the Bottom Line.


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To understand the link between productivity, Self-Esteem and the bottom line

 All the most important problems of life are fundamentally insoluble. They can only be surpassed. This “surpassing” shows that it requires a new level of consciousness … it is not logically resolved in its own terms, but disappears when faced with a new and more powerful life force. Carl Jung

… directly linked to the Self-esteem.

I find that people in large organizations (or in the corporate world) are essentially like people.This book is for leaders, executives, self-directed teams but also parents, spouses and families. The principles of telling the truth, choosing and becoming self-aware are the same.

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This book has been translated into 14 languages. Its fundamental purpose is to support people realize their potential. To practice the principles of the human element means to be authentic with oneself and with others, to consciously make choices by thinking about consequences, and to seek to continually increase personal consciousness.

In the end, all business operations can be reduced to 3 words: people, product and profit. People come first. if you do not have a good team, you can not do much with the other 2 elements. Lee Iacocca

High or low self-esteem influence every aspect of our personality and human interaction. It influences our productivity and our ability to think creatively and logically.


Accuracy of perception:

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In my opinion, the highest value is the full realization of oneself and of all people. In fact, the best I can do for anyone is to help them achieve their full potential. I can only do that when I’m not afraid and I’m open.

1.The model of the human element:

  • The truth: great simplifier
  • The choice: I choose my own life, my thoughts, my emotions or I choose not to know that I have a choice
  • Simplicity: is the best
  • The absence of limits: our only limits are those of our beliefs
  • Holism: all aspects of a person are connected (thoughts, behaviors, emotions, and the body)
  • Achievement: which increases efficiency and joy
  • The dimensions: ICO
  • Self-esteem: all behaviors derive from self-esteem

There are many models, and the Human Element model shows the relationship between all these concepts: Warren Bennis (feeling important and competent), Johari’s window (distribution of knowledge), Meyer-Briggs’ indicator (16 personalities or MTBI), Ouchy’s Theory Z, Robert Blake’s Grid and Jane Mouton, Steven Covey (7 Habits of Effective People), Peter Senge (5 Disciplines), The Big Five (Neuroscience, Extroversion, Openness, Awareness others and meticulousness), …. 


2. The inclusion:

Am I important?

inclusion refers to the links between people: the desire to receive attention, to interact, to belong, to be unique. My first decision; Do I want to be part of the group? my inclusion behavior depends on two aspects: rational and defensive. The rational aspect is flexible and can adapt to the situation. The defensive aspect is rigid and does not vary according to the situations.

My biggest fear is that people ignore me or abandon me. My deepest concern is to be worthless, insignificant and unimportant. (note: do I have a place in the team = my role and the importance of it).

When my relationships are social, I’m comfortable being with other people, and I like being alone too. Being important does not necessarily mean being competent or appreciated.


3. The control:

Am I competent?

Control refers to the relationships of power, influence and autonomy between people. The control behavior can also be manifested in the degree of resistance of a person to be controlled.

Be careful, most problems seem to be control bugs, but these symptoms ultimately turn out to be inclusion or openness bp’s. As with inclusion, there is a rational and defensive aspect of my behavior. I am a mix of rational and defensive. The higher my self-awareness and self-esteem, the more rational and non-defensive my behavior is.

When I am a “democrat” (relevant in control), I am not concerned about the fear of my own helplessness, stupidity, or incompetence. I feel competent, and trust that others also have confidence in my decision-making skills.

Competence and choice underlie control.

Feeling competent or not, is related to the ability to make decisions and solve problems. Competent does not mean important or lovable (appreciated). The fear is to be humiliated, embarrassed or vulnerable.

The choice, or also called autonomy. I am not autonomous when I act as if my life were decided by external forces. Without a concept of choice, we consider ourself a victim of the situation. The unconscious choice works like a program that I install in my computer and then that I forget after.

If I accept the concept of choice, I can change my understanding of many key concepts, such as group pressure, manipulation, scapegoating. All these terms imply that something is done to me. But according to the principle of choice, I actually allow something to be done to me.

The choice is a pragmatic, operative principle that allows me to devote all my energy to doing what I want to do, rather than wasting it to find reasons why I do not do what I want to do.

One of the most important benefits of adopting the principle of choice by an organization is the change in how members view accountability.

4. The opening:

am I lovable (appreciated) ?

This is the degree to which I want to be open to another person. Openness varies over time, according to individuals, and according to relationships.

Similarly, there is a rational and defensive aspect. When I’m flexible and rational, I can adapt to situations. When I am rigid and defensive, I react in the same way in all circumstances.

Self-awareness and telling the truth: authenticity.


5. ICO:

The members of a group establish boundaries to clearly determine what is in or out (job descriptions). My concerns are; what is the involvement, the presence, the interest, the preparation, the punctuality of the managers and then the other members to feel comfortable?

Once formed, the group shifts to the control theme to differentiate roles and distribute power (position responsibilities, decision-making procedures and methods, setting objectives). My concerns are; do I have enough power, responsibility and influence to feel comfortable?

At this stage, the group decides to put or not the personal emotions, to be open in the discussions and the sharing of the feelings (Follow-up of the objectives, responsibility of the team and the results). My concerns are; at which level of proximity do I place myself, will I completely open myself and sincerely express all my thoughts and emotions? Can I trust? Am I safe?

A team may want more or less inclusion, control and openness.

Note: It is up to the leader, the manager to lead by example, applying these principles. How many times in my professional and personal experience, have I heard leaders or executives sincerely express “my employees, my managers, my team are bad, or do not understand, or are not capable. I do not understand why … “. When the resolution of the problem begins with them, begins with a personal challenge of the leader.

ICO makes it possible to change that.


In the periodic table of the Human Element, we find:

  • The psychological facets (6 dimensions): 3 behavioral, inclusion, control and openness, and, 3 emotional, importance, competence and “lovable”
  • Directional facets (4D): In relationship, there is an initiator and a receiver. from me to the other, from the other to me, me to me, the other to the other
  • Facets related to the aspect (2D): the perception in me and the wish, of an emotion or a behavior. When perception and desire are at the same level, I have a high self-esteem.

This determines 48 cells that represent all possible combinations, in order to audit, analyze the situation.

The different types of “management”: What is yours? What is your manager’s type? Leader’s type ?

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Defensive behavior indices:

  • I maintain my position rigidly, regardless of ..
  • I do not listen to people
  • I misinterpret what others tell me
  • I stop talking and I start to keep secrets
  • I do not think anyone understands me
  • I do not want to negotiate
  • I am easily irritated
  • I don’t want to talk about certain things
  • I don’t want to investigate or investigate the causes
  • I get indignant when I’m challenged
  • I get angry easily
  • I become disoriented
  • I lose my sense of humor


6. Definition of self-esteem:

It is conscious and unconscious, and begins in childhood. It develops when I create my concept of self in …

  • internalizing or rejecting messages expressed by others (parents, friends, …) to me or to the world and to others
  • defining what I can and can’t do from my own experience (internal and external causes)
  • defining who I am and what I am not

I compare myself to others or to an ideal of the kind of person I wish to be, or to the definitions of others of an ideal.

Inasmuch as I consider myself identical to my ideal and different from the self I want to avoid, I have a positive self-esteem. Conversely, the further I get from my ideal, the more disconcerted and irritated with myself.

When I choose low self-esteem, it’s because I get an advantage.

1 :-what I say   &    2 – what I believe unconsciously

The denier (denial): 1 – for me there is no problem 2- denying I can avoid having to confront me to the problem

The victim (projection): 1 – I interpret as a criticism or an attack 2- Being a victim allows me not to face my feeling of incapacity (there is some reality in my perception, but a large part of the reality depends on my conscience)

The critic (displacement): 1 – I make comments on everything that is not perfect 2- If I show that others are not doing better, it will be easier for me to face my own inaptitudes

The self-accuser (masochism): 1 – everything is my fault 2-if I accuse myself first, I can avoid accusations and therefore not face my own inaptitudes

The rescuer (identification): 1 – I am looking for anyone who needs help. Whether others know and want it or not, I help them – if I focus on the problems of others, I will not have to face my own inadequacies.

The claimant (compensation): 1 – tell me that I am a good person, convince me, it is not enough! 2- someone will compensate for my inaptitudes and thus not to confront me

Everyone feels recognized for their strengths and weaknesses and for who they are, thanks to their good self-esteem, and wish to abandon the accusation in favor of solving common problems.

The 1% rule: I may be right, but I will probably learn more if I assume that at least 1% of what you say is accurate. Listen and learn more about yourself.

The organizational objectives of the Human Element model:


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7. Action:

By analyzing the gap between what I am and what I want to be, I get a measure of my self-esteem. (Note: See dissatisfaction questionnaire p125).

In conclusion, since all the defense mechanisms are based on a distorted perception, if I am totally aware of my own concept (note: and change it or not, does not matter), I have a better chance of seeing myself and to see others as we really are.

Success depends on the ability of the team to function effectively with others and to adapt to changing conditions

See 38. E11 – Execution, the discipline of getting things done



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