human centric leading toolkit: triads€¦ · everything you think, feel and do serves to meet your...

Human Centric Leading Toolkit: Triads

What Are Triads? Triads reflect the internal human architecture that makes up the human experience.

They are the thoughts, feelings and behavior that we use on a daily basis. They show on our faces, we feel them palpably yet sometimes, we’re oblivious to them before we start to think about them. Our triads are visible everywhere and in fact, you’re already good at understanding them, even if you don’t yet know that. Look at these photos and think about what the people are thinking and feeling in order to do what they’re doing:1

Triads are not random. Our thoughts, feelings and behavior are linked together in common, often predictable ways. Yet, when they seem unpredictable, they scare us because we fear they lack humanity. See the photo of Elliot Rodgers (on right) before he killed his fellow students. He 2

seems calm and maybe even entitled or righteous before he does something horrific. This calm sense in face of mass shootings defies our expectation of how specific thoughts, feeling and behavior flow. However, psychologists who analyze mass shootings find perfect triads, meaning people’s triads are always logical when put together, even when they seem like they don’t go together. For instance, Elliot Rodgers may seem calm, yet

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this was influenced by the medication he was taking rather than his actual experience of feeling calm before murder and suicide.

Other ways that triads can shock, are those that inspire us. See the photo of Ieshia Evans (on right) and how she stays 3

calm and grounded in face of aggression and danger. This unpredictable triad is very powerful and we are willing to follow her lead even when we’re not near her or in that specific situation. Her triad empowers us to access our own courage to respond to fear in a way that transform us from one behavior to another.

What’s so wonderful about triads is that you can choose which ones you use, rather than be victims to the triads that come to you automatically or reactively. This is what human-centric leading is all about; with the use of triads, you learn how to become a deliberate leader who uses specific triads. This results in influencing others in positive ways, regardless of your position power or authority.

Triads help you realize that:

1. your thoughts, feelings and behavior are interdependent

2. you have the power to choose your triads at any time

3. as a human, you are separate from your thoughts, feelings and behavior — you can change them at any time

4. there is always a perfect flow between thoughts, feelings and actions and because there is a perfect flow, everyone is “right” from his/her viewpoint

5. each person has multitudes of triads, as they reflect each possible combination of thoughts, feelings and actions

6. you can chart your triads to become aware of patterns in your behavior, which help you affect change

7. you can chart out others’ triads to empathize with what they might be thinking and feeling when they’re behaving in ways you might think is inappropriate

The Facts about Triads Triads provide profound insights into the human experience that go contrary to what we’re socialized to understand. We are taught that we, humans, are motivated extrinsically by position power, prestige and money and that we’re only as good as what we produce or achieve; otherwise, it’s assumed that we have no value.

This mentality is a legacy from the Industrial Revolution, the legacy industrial model that is the predominant model in place today. We’ve all come to see life through this lens because we’ve been socialized that way through the education system. Triads, however, teach us that we are 4

inherently valuable and motivated intrinsically by invisible needs that motivate everything we think, feel and do.5

Multitude of Triads Each person has a multitude of triads that change throughout the day, week, etc., because they represent the totality of possible thought/feeling/behavior combinations possible. Having said that, you are likely to have patterns of triads that you




tend to use, so you’ll notice that over time and be able to see exactly where you can make changes that catapult you to a broader and deeper personal leadership experience.

Perfect Flow Triads reflect a perfect flow of thoughts, feelings and behavior. That means there is a logic in each person’s triads, even if it doesn’t look that way from the outside. If you judge your own or someone else’s behaviors as “good” or “bad,” try instead to wonder what the person was thinking and feeling. That will give you insight into the reasons of their behavior.

An example: if you think it’s ok to lie because you think it will protect your family, then you’re very likely to lie throughout your life. On the other hand, if you think there are no good reasons to lie, then it’s unlikely that you would lie. Your thoughts about lying affect the ways you behave.

Thoughts and feelings lead to behavior, so if you don’t like your behavior, wonder “what do I need to think to take that action or behave in that way?” or “what do I feel in order to take that action or behave in that way?”

If you consider someone else’s behavior as inappropriate, you can wonder “what must s/he think to do that?” or “what must s/he feel to do that?”

Another example: if you assume that respect to authority is more important than honesty, they you might just do what your boss tells you even if it’s immoral or illegal (think Enron accountants who fudged the financials). If you consider 6

honesty a higher value than respect to authority, then you are likely to resist or quit if your boss encourages you to fabricate financial data, as an example.

Interdependence Thoughts, feelings and behavior are interdependent.

While people in today’s business world tend to focus on the cognitive/logical thinking and behavior needed to create great results, they often miss the emotional aspect. When emotional intelligence is added to the repertoire of leadership development, the thinking, emotional and behavioral capacities are still often seen as independent, when they’re actually closely interlinked; they’re interdependent.

An example: if you feel good, those feelings affect how you think and behave. Have you ever noticed how easy things are when you’re in a good mood? On the other hand, if you think pessimistically, that affects the way you feel and behave. Have you ever noticed how hard things feel when you’re worried about something? If you act reactively, for instance, you have to think and feel in specific — and predictable ways to behave accordingly.

In human-centric leading, all aspects of the triad are considered so that you can see how your thoughts, feelings and behavior affect each other. When you look at your triads, you can efficiently identify patterns that affect your results and as a result, can make adjustments accordingly.

To affect change, you can start considering a thought, feeling or behavior and notice the interdependence between them:

• if you change a thought — your feelings and behavior will also change

• if you change a feeling — your thoughts and behavior will also change

• if you change your behavior — you’ll need new thoughts and feelings to be able to behave that way

Triads Meet Basic Human Needs Everything you think, feel and do serves to meet your basic human needs. Every human is motivated to fill invisible, 7

inner needs — this is universal. What differs is the ways we each fill these needs and the variety is enormous. At the same time, we can fill our needs in functional or dysfunctional ways. The more functional the ways we fill our needs, the more functionally we live in the world. The more dysfunctional ways we fill our needs, the more dysfunctional our lives become.




Examples of functional and dysfunctional ways of filling needs: If I fill my need for significance by criticizing people, for instance, it’s considered dysfunctional because it’s not satiating my need at the core level and there’s an unnecessary cost to my relationships.

On the other hand, if I fill my need for significance by seeing myself as inherently valuable, it’s considered functional because it satiates my need at the core level, plus there is no cost to anyone. If I go to the extreme, and think that I’m the most valuable person in the world, then I’ve moved into the dysfunctional side of the continuum.

Feeling In-Control Being aware of your triads increases your self-awareness, which gives you choice about what to think, feel and do, which increases your sense of control. When you feel in control, your self-confidence and sense of calm increase and you can respond to whatever comes your way with clarity.

What Triads Teach Us Triads highlight general truths about ourselves, as humans, which help us live and lead more effectively:

Thoughts, feelings and behave are equally valuable While we’ve been socialized to value what we think and do, and discriminate against what we feel, new research informs us that emotions are experienced in the brain even before thoughts or action. As a result of this, plus the insight from 8

the emotional intelligence movement, emotions are now increasingly embraced and brought to the same respectability as thoughts and behavior/action.

In fact, emotions are an essential part of the human experience and therefore, at the center of human-centric leading. We can use emotions as data that help increase our awareness and choice, so that we solve problems more effectively, in alignment with our logical thinking.

Everyone is right Triads teach us that everyone is “right’ from his/her point of view. Hence, no need to waste time and energy arguing or trying to prove who is “right” and “wrong” — that’s a futile exercise that undermines relationships and postpones progress. Life becomes easy when it’s acknowledged and respected that everyone has his/her truth and we all move on from there. People may disagree, but can still listen to each other and figure out how to move toward common goals. The point is: if we’re all right, then what?

When you notice yourself thinking that someone is doing something “wrong” or “stupid,” that means you’re forgetting to take into consideration what s/he is thinking and feeling. Triads are in perfect flow, so someone’s behavior makes sense from his/her view and is understandable when taking into account the entire triad.

When working on teams, it’s beneficial to inquire and understand the logic or emotions behind a specific behavior, rather than judge it or judge the person behaving in that way.

Nothing is personal Triads help you realize that nothing is personal, rather transpersonal. The logic goes like this: if everything we think, feel and do seeks to meet our basic needs, then what we think, feel and do is to fill those needs for ourselves. In essence, we are so busy meeting our needs that anything we do to others is a byproduct rather than a personal attack.

Example - Criticisms: In the education system, which is based on a rewards and punishment model, we’ve been taught to use criticisms (plus, judgements and blame) to discourage specific behavior. We criticize mistakes with the hopes that people won’t make them the next time. We criticize people’s leadership styles, so that they’ll do things differently, etc. Criticisms are not personal attacks, even when they feel that way. Rather, they are targeted at anyone who is doing something deemed inappropriate.




Example - Judgements: We’ve been taught what is “right” and “wrong” or “good” and “bad,” yet those terms depend on our families, socio-economic statuses, countries of origin, gender, age and the like. Who defines these terms? It depends on the context, which makes things complicated. If sunny weather good and rainy weather bad? Is the Greek language good and English bad? Is a burkini good and a bikini bad? It depends on who you talk to; therefore, judgements of right and wrong, good and bad are not helpful unless everyone agrees. Does everyone agree that honesty is good and deception bad? Human rights are good, human mistreatment bad? Financial equity good and inequity bad? It depends. The point is, when judgements are used toward someone, they reflect the person judging, not the targeted person specifically, and therefore, are not personal.

Example - Work situation: You might work for a person who is very nice when things are going well, yet abrupt when stressed or things are going badly. It’s unlikely that this person intends to be disrespectful, yet her reactions come off that way. If you take her behavior personally, you suffer. If you realize that her behavior is a function of her own triads, you can stay detached and calm.

TIP: The more you can look at life through a transpersonal lens and look at someone’s behavior wondering what they need to feel better, you can calm and detached, yet empathic. No need to get entangled in someone else’s triad if it’s going to be unpleasant. Better to guide the discussion toward what’s needed, rather than react to someone’s dysfunctional triads.

Benefits of Using Triads You can experience the benefits of using triads when you draw them out.

Drawing triads helps you gain insight into emotions, solve problems or replicate positive experiences. Truths and insights surface from triads and inform you of what you’re actually going on and what you could do to make other choices.

Some common benefits:

1. Self-awareness: getting to know yourself and others

2. Choice: (an outcome of self-awareness) - being able to choose the ways you think, feel and behave instead of reacting to triggers such as self-judgement, the rainy weather, other people’s behavior, etc.

3. Empathy: better understanding yourself, as well as someone else’s point of view

4. Problem solving: identifying what you’re contributing to a problem (or solution, opportunity, etc.) and what you could think, feel and do to affect positive change

Drawing Triads Drawing triads is fun. You can start with either a thought, feeling or behavior; most people start with behaviors. Experienced triad users include several thoughts, feelings and behaviors on one diagram instead of making new ones for each new combination.




To build out a triad from a behavior, you ask yourself:

• what do I have to think to behave that way?

• what do I have to feel to behave that way?

To continue with the example of avoiding conflict, the answers the above questions help you identify your associated thoughts and feelings. They may look like the “Beginning triad” below. If you find it difficult to identify the thoughts and feelings that go with the act of avoiding conflict, take a bit more time and repeatedly ask the above questions and insight will start to flow.

Knowing your current or beginning triad helps you become more aware of yourself, plus it gives you choice as to what you want to think, feel and do. As a result, you can draw out a desired triad using the same above questions, now from a behavior that you’d like to have in reference to conflict. To improve your leadership skills, learning to face and embrace conflict is highly recommended and to do so, you will have to think and feel specific thoughts and feelings to make that happen. See the “Desired triad” below as an example; you may come up with different thoughts and feelings that support your ability to face conflict, so use what works for you:

What you’ll notice with triads is that there are specific thoughts, feelings and actions/behavior that go together. For instance, it’s unlikely that someone will feel calm, enjoying a beautiful day and aggressively throw rocks at a dog. Or someone who feels very scared, thinks s/he’s in danger in face of violence on the street and sits down to meditate. That’s why certain triads are so powerful — they defy the common thought-feeling-behavior formulas and as a result, can create enormous influence. Look again at the photo of Ieshia Evans on page 2 and notice what you think, feel and want to do if you ever find yourself in a similar situation.

TIP: When you have your desired triad, you can ask yourself: “What do I need to think, feel and do to get from my current to desired triad?” By thinking about that, you will come up with the answers, even if not immediately. Stick with it for a bit, even sleep on it overnight and you’ll be amazed to see that the answers will surface. The only way to do this successfully and easily is to drop judgements. If you judge yourself for your current triad, it will be hard to move forward. If you respect your triads, you will quickly learn to shift from one to another without delay (delays = judgements) and this becomes essential if you want to be a deliberate leader, who uses specific triads in difficult times to inspire others.

Insight into Yourself Triads give you insight into yourself.

When you use triads to access insight into yourself, you can achieve clarity, identify patterns in your thoughts/ feelings/behaviors to solve problems and replicate successes. In all instances, you’ll be amazed to see how much is revealed when you draw out your triads. Putting everything on paper reduces overwhelming feelings and helps you identify how you might think, feel and do differently.




To achieve clarity Drawing out triads reduces confusion because situations feel bigger and amorphous when in our heads and smaller and manageable when on paper. Charting out triads also helps you stop ruminating on the fact that you’re thinking about the same story over and over in your mind without end.

When you achieve clarity about a situation, you feel lighter and more capable of further reflection or taking action. This is even more true when you see the situation from a judgement-free awareness.

To solve a problem To solve a problem, you can chart your existing and desired triads and then figure out how to close the gap.

Let’s say you find it uncomfortable to interact with someone at work who you consider “difficult” and you tend to avoid him. To draw out your triad, you answer the questions:

• what do I have to think to avoid him?

• what do I have to feel to avoid him?

With the answers, let’s say you came up with the triad on the right (“Beginning Triad” on right). Do you se how the thoughts and feelings “fit” and make sense with avoiding someone? In that way, triads always make sense; they’re always logical when analyzed together.

Let’s say you needed to establish or continue a relationship to this person and so, you need a new triad. You answer these questions to fill out the triad:

• what do I have to think to talk to him?

• what do I have to feel to talk to him?

With the answers the questions you create a new triad (see “Desired triad” below). Now you have to decide how to “be” that new triad. Notice that you need nothing other than this triad to change your behavior. You may find it difficult at first to be calm in face of someone “difficult,” yet you can always question your thought: is that person really difficult from his point of view or does he merely think differently than you? If you respect his triad, your judgements will fall away and you’ll be able to chat with him. Just see him as a human, with his own talents, experience and fears, and he’ll become more approachable to you. When you feel calm, grounded and curious, it’s easy to talk to someone — even if you’ve judged them as difficult. If you think that listening is a good idea and respect that everyone is right, then it’s easy to talk to someone. If you talk to him, then you can stay calm when you think that all you need to do is listen and not do much else. In other words, when you craft a triad, it helps you move forward in a coherent way, with a set of thoughts, feelings and behavior that are in perfect flow. You can be deliberate instead of reactive.

If you notice that you cannot put a triad into action, that means you need to sort out a few more thoughts and feelings that might be preventing you. For instance, if you try to put the desired triad into practice and then slip into overwhelm or anxiety again, you can ask yourself what you’re thinking or what you’re afraid of. In most cases, people are afraid of the consequences of their actions and believe (at a




conscious or subconscious level) that they can’t handle those consequences. To overcome such fears, you can chart out a triad for that fear and thought, too, which helps you unravel layers of fears and assumptions that hold you back.

Now, this is not encouragement to avoid or ignore your existing triads, as if it’s something “bad.” Quite the contrary, when charting triads, you respect all the thoughts, feelings and behavior equally and choose what you’d like to do from a judgement-free awareness.

What’s fun about triads is that they usually lead to interesting and revealing outcomes. They inform you about how you function internally, which can be scary if you judge yourself and exciting if you’re open to what you find without judgement.

To identify patterns Another way of accessing insight into yourself is to identify patterns in your triads. This can save you time and effort in self-growth and leadership development.

If you’re ambitious to get to know yourself well, you can start journaling regularly and documenting your triads every day. This can be especially useful if you want to sort through specific emotions such as frustration, anxiety, anger, or pessimism. Over time, you’ll notice patterns in the ways you tend to think, feel and behave. You’ll notice how these patterns contribute to any challenges you might have, and how your patterns contribute to solutions and opportunities. Through the patterns, you’ll also notice things about yourself that you’ve unlikely noticed in the past. Such awareness gives you the opportunity to choose your triads to successfully affect change.

Example: a former UC Berkeley student of mine noticed a pattern of “feeling unloved” that came up frequently in her triads when charting out her challenges at work, such as being criticized by her boss (while feeling unloved seems like it has nothing to do with being defensive at work, you’d be surprised at what surfaces with triads!) To make a change, she tried to stop being defensive when her boss criticized her and that didn’t work (before using triads). When she started using triads and spent time on the issues her triads revealed, she realized that she needed to redefine the terms love, self-love, self-empathy, self-compassion, self-respect. Why? Because her triads revealed that, at the core, she felt “unloved” and that made her react to people’s criticisms — i.e., “if I’m not “perfect” then nobody will love me,” which led to reactive behavior. When she accepted that everyone is “right” from his/her point of view, she could accept her boss’ criticisms as merely his viewpoint, rather than “the truth” about her. When she also learned to fill her own needs for love, connection and significance/self-respect, her defensive behavior started to fall away because she was respecting herself without needing to be perfect. Her boss didn’t stop criticizing, but she could stay calm enough to reframe the discussion toward what was useful in solving the problem at hand. As a result, she could guide the discussion vs continue to react to her boss’ criticisms, with negative affects to her self-confidence.

Through triad journaling, you will see a few recurring thoughts, feelings and behavior, rather than an enormous list of patterns you have to navigate. Some people fear that they’ll uncover a lot of “bad information” about themselves and get overwhelmed. No worries and please, no judgement! You’re ok regardless of what you uncover and you’ll realize that there is always hope for positive change. We’re all socialized to expect machine-like perfection in ourselves, yet being human is so much more. If you find that you’re frazzled when charting triads, merely focus on one triad or one pattern at a time and then move on from there.

When you identify your patterns, you’ll have found the few issues that underpin a wide assortment of limiting behavior and outcomes. When you work with those patterns, you’ll expand your capacity to stay calm and grounded in face of any type of problem. In addition, when you focus on one or two patterns and work with them, you release the related pent-up emotions that may not have had an outlet in the past. This helps you feel lighter, less stressed and more confident. You’ll then notice that all sorts of problems in your life fall away at the same time because they were “hooked” onto a few core patterns. It’s amazing and can save years of therapist chair time.

Example: Let’s say you notice a pattern in your own thinking: “I can’t…”

• “I can’t give good speeches”

• “I can’t get the promotion I want”© 2017 All Rights Reserved • Eleni Pallas • LeadersforGood.net • [email protected] • +1 415 987 8592

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• “I can’t handle criticism”

• “I can’t solve conflict successfully”

• “I can’t be patient”

Instead of holding the pattern of “I can’t” for the duration of your life (see “Beginning Triad “for “Avoid doing things that I can’t” on right), you can question your thoughts and figure out how you can do what you want to do. The mind works with evidence, but sometimes, the evidence comes from the past when we have not questioned or updated our underlying assumptions. You can just as easily convince yourself that you “can’t” do something as well as you “can” with evidence.

Example: Let’s say you fear giving speeches, yet have to give a big presentation at work — and your triad looks like the one on the right (see “Beginning Triad” for “Avoid giving speeches” below). It’s easy to see why someone hates giving speeches if they think and feel like that!

On the other hand, let’s say you’re ready to rise to the occasion, seeing that you “have” to present your project at work, anyway. What will you have to think and feel to give a great presentation? If you use the “I can” thought patterns (see the “Desired Triad” for “Do the things I think I can” below); an “I can” triad inspires you to take the first step in learning new things. Nothing you want sits in your comfort zone!

To get to your desired triad for speaking, ask yourself:

• what do I have to think to give good speeches?

• what do I have to feel to give good speeches?

With the answers to those questions, you come up with a triad that you can use to give speeches (see “Desired Triad” for “Give a speech” below):




To replicate a success Yet another way of accessing insight into yourself through triads is to learn to replicate successes.

Triads are not only for drawing out situations that you want to solve, but also to repeat. Have you ever done something really well, yet didn’t know how to do that again? By creating a triad, you can always remember or relearn how to do it at any time.

Example: Let’s say you had a great day and wanted to feel that way every day. There’s a triad for a great day, so you can draw it out. In this example, I’ll list it in a way one of my former UC Berkeley students does it in line form, instead of a triangle:

thoughts feelings behavior I feel good (I slept well) rested stay calm

I get lots of things done motivated focus on my priority list

I can figure out how to solve any challenge happy stay engaged and curious

I appreciate life grateful get things done

I’m ok calm interact well with colleagues

Can you imagine replicating this triad — or any other one you create for having a great day? Consider experimenting with it and notice that having a great day can be a daily experience; a choice choice about how to respond to whatever comes your way.

Insight into Other People Charting other people’s triads can be dangerous if you assume that you know exactly what’s going on with that person’s experience. Please remember to chart out triads to glean useful info, yet stay humble that you might be off-mark. To check your assumptions, verify with the person you’re charting to make sure you’re understanding him/her accurately.

In Leaders for Good workshops, we often draw out people’s triads to access insight into what might be going on with the goals of empathizing and seeking to understand; not assuming we know best. While it’s important to remain curious and inquire, there are patterns with triads and it’s easy to guess what might be going on.

Example: when the news came out that Volkswagen engineers rigged emissions software to show lower-than-actual emissions results in US tests (2015), we charted their triads to see what we could learn (see “VW Triad” below).9

We asked ourselves:

• what did the engineers have to think to rig the software?

• what did the engineers have to feel to rig the software?

During the process, what was fascinating is that “being dishonest” never showed up on the triad we drew out. As a result, we learned that it’s possible to behave in immoral and illegal ways without realizing it, because there’s a focus on other things. In this VW case, if we assume what was written in the news was accurate, the engineers were focusing on how they could contribute to meeting the revenue targets while also believing they’d never get caught.

While we have no idea if this triad is accurate, it gives us a way to empathize with the engineers and realize that they’re not bad people, rather doing things deemed inappropriate by our societies (people are separate from their behavior). If




we had to interact or work with the involved VW engineers, instead of judging them as bad, unethical or otherwise, we could meet them with judgement-free, empathy and explore what happened from there. That would allow us to listen with curiosity, rather than judge with indignation or moral superiority and punish without discussion or learning. You might wonder if firing them on the spot is the best thing to do. That’s the most common reaction, yet what would that achieve? If there’s pressure to achieve revenue targets that nobody can figure out how to achieve legally, then it’s likely people will try to cheat.

As you become experienced using triads, you’ll be able to chart them in your head. It’s really fun, but be careful that you don’t do it so much that you can’t listen to what’s being said when you’re talking with people! When you get to a sophisticated triads-in-your-head level, you can ask questions in the moment that lead you to more clarity around the situation at hand.

Example: if I’m negotiating with someone for a higher salary than offered to me in an interview and the interviewer is pushing back, I can imagine she has the following triad (see “Salary Triad”). If that was her triad, I could inquire accordingly. For instance, I could verify during the negotiation with questions such as, “Are there any negative repercussions in giving me $xyz salary?” or “Is there a concern about keeping costs low for this position?” and then see what she says. If I feel that she wants to “win” in the salary negations, I can find ways to make her feel successful with a win-win, etc. As a result, I can assume things about her triad and inquire to see if I’m right, all along, getting to know her better and understanding the situation more so as to help me decide what to do.

Summary In total, triads are powerful, multi-purpose tools that you can use to increase your awareness of yourself and others, which expands your capacity to lead effectively by empathizing, listening, communicating at a core level, solving problems and nurturing positive relationships and outcomes.

Endnotes

- Blue bra incident: http://www.npr.org/sections/pictureshow/2011/12/21/144098384/the-girl-in-the-blue-bra 1

- Child with drawing: http://www.economist.com/news/china/21720711-country-where-siblings-are-so-rare-many-see-communal-living-good-their-offspring-chinas

- Chancellor Merkel: http://www.economist.com/blogs/kaffeeklatsch/2017/04/most-powerful-man-berlin

- Pic of refugees: https://www.pri.org/stories/2017-04-10/refugees-suffer-ptsd-and-attempt-suicide-greece

Elliot Rodgers: http://time.com/114128/elliott-rodgers-ucsb-santa-barbara-shooter/2

Ieshia Evans: https://www.theguardian.com/world/2017/apr/11/protest-photos-the-power-of-one-woman-against-the-world3

For more information about the legacy industrial model, otherwise described as the “operating system” of our society that’s in 4

place today, read about it here: http://leadersforgood.net/human-centric-leading/

To read about the invisible needs, read the toolkit named, Basic Human Needs5


https://www.theguardian.com/world/2017/apr/11/protest-photos-the-power-of-one-woman-against-the-world



http://www.economist.com/news/china/21720711-country-where-siblings-are-so-rare-many-see-communal-living-good-their-offspring-chinas



http://www.economist.com/blogs/kaffeeklatsch/2017/04/most-powerful-man-berlin

https://www.pri.org/stories/2017-04-10/refugees-suffer-ptsd-and-attempt-suicide-greece

If you’re not aware of the Enron scandal, start reading about it here: http://www.nytimes.com/2002/01/15/business/enron-s-collapse-6

the-auditors-who-s-keeping-the-accountants-accountable.html

You can read about the basic human needs in the toolkit with that name7

To learn more about the neuroscience of emotions, review the work of Antonio Damasio and Joseph Ledoux8

An internet search for “VW faulty emissions testing and 2015” provides a slew of articles on this topic9




http://www.nytimes.com/2002/01/15/business/enron-s-collapse-the-auditors-who-s-keeping-the-accountants-accountable.html

http://www.nytimes.com/2002/01/15/business/enron-s-collapse-the-auditors-who-s-keeping-the-accountants-accountable.html

human centric leading toolkit: triads€¦ · everything you think, feel and do serves to meet your...

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