Category Archives: conflict resolution

community, conflict resolution, facilitation, human development, leadership, self organization, teens, young people

Youth leadership cannot wait until the future. It is needed today.

June 25, 2018 Jean-Pierre Kallanian

“We realize the importance of our voices only when we are silenced.” -Malala Jousafzai

Youth Leadership — Nobel laureate Malala Yousafzai attends the annual meeting of the World Economic Forum in Davos, Switzerland, January 25, 2018. Photo: Markus Schreiber/AP

The right for youth to speak about injustice

On October 9, 2012, at the age of 15, Malala Jousafzai and two other girls were riding in a bus when a Taliban hitman came on board. After asking Malala to identify herself or everyone would be shot, she did so. Although making a full recovery, with one bullet she was shot through the head, neck, and shoulder. Malala’s assassination attempt was in retaliation for her activism. Her crime. Malala wanted an education.

What had Malala remained fearful and silent? What had she not told her story? And what had she not advocated for female rights to an education? Who if not Malala would speak up and act? Six years later and halfway across the world, high school students in Florida would be asking themselves the same question.

On February 14, 2018, 17 students and faculty of Parkland High School were maliciously gunned down during school hours. This had not been the first mass school shooting in recent US history, but it was the first time students, young people, like Malala, had had enough of condolences and empty promises. Like with previous school shootings, adults with the authority to take action paid mostly lip service to an, unfortunately, more common phenomenon in American society. Enough was enough.

Youth leadership in action

Similar to Malala’s courage to advocate in the face of harm, the Parkland student-led rally in Washington D.C. is a mind-blowing example of how youth leadership can influence current social and political conditions. In the past, a young social or political activist had hurdles to climb regarding accessibility to media, funding, and networking. Today, it may very well be advantageous to be young and an activist. Through the use of social media, the media, a GoFundMe account, and with the help of private donations from well-connected sympathizers, Parkland students raised $5.5 Million, of which $1.7 Million was raised in just three days.

As impressive, on March 24th, 2018, a mere five weeks after the devasting Parkland high school shooting, roughly 1.2 Million people marched world-wide for gun control. It was the biggest youth protest since the Vietnam War. Both times young Americans organized to this extent was to protest the senseless deaths of young people from weapons and from policymakers doing very little to advocate for their safety and lives.

What accounted for the swift actions of young people who before Parkland were neither fundraisers, event organizers, nor political and social activists? Led not by lobbyists and special interests this youth leadership operated on intention, social media savvy, networking, and everything fundamentally meant to be human. The clarity and precision of their actions rivaled anything any political organization or event planner could execute.

The role basic needs play in mobilizing youth leadership

Regardless of the system (family, organization, or community), harmful patterns can repeat themselves until the system collapses or the cycle is broken. Subsequent reoccurrences can increase in intensity until one of two things occurs. Either one accepts the dysfunction as normal or one takes a stand to change it. Malala and students at Parkland High School both chose the later.

All behavior is for the sake of fulfilling at least one of the basic needs (Survival, Belonging, Freedom, Fun, and Power). The more needs being fulfilled through a behavior, the more significant that behavior becomes. One basic need that mobilizes action regardless of age, gender, race, or religion, is the need for survival. Fight or flight. Sadly, the threat to safety and security in schools is a palatable one felt by too many communities across the United States. In addition to survival, the needs for power (feeling worthwhile to self and others), belonging, freedom, and fun were also jeopardized by the shootings. The response from Parkland High School students (see picture below) is a clear example of how the threat to all five basic needs, mobilized young people to take swift and historic action.

Organizers of the March For Our Lives fulfilled the need for power, satiating a strong desire to not remain a victim. They took meaningful action to improve not only their community but the nation as a whole. The need to belong to a group i.e., the school, was triggered by the shootings. Their community came under attack and the need to protect it and those of students across the US gave clear purpose for the organizers. Like Malala, students everywhere want to have the freedom to an education and have fun in the process without having to worry about losing their lives.

What can we learn from youth leadership today?

Young people are more informed and engaged than any other previous generation. When students no longer feel safe in school and adults are seen as doing too little to significantly address the most basic of basic needs, is it really a surprise to see articulate, well-intended, and technologically savvy young people taking matters into their own hands? As a result, they are shaping public opinion through their response to events. This trend will likely continue.

The deleterious impact of social, corporate, political, and environmental irresponsibility currently transpiring is not a future young people desire. Why wait to do something about it? Young people, with the help of technology and social media, have leveled the playing field in their ability to take action, speak up, organize, and most importantly influence social, political, and environmental change. Young people are more transparent, capturing events in picture or video and broadcasting them globally through social media.

Youth leadership skills are currently needed. Young people are listening, showing empathy, and actively responding to injustices and policies affecting them and their future. Authoritative and dictatorial leadership caters to self-interest and special interest rather than to the common good. Forms of leadership embraced by young people place emphasis on purpose, authenticity, community, and the environment. They are replacing the idiom ‘the end justifies the means’ with ‘the means need to justify the end.’

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Expert. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

barefoot running, community, conflict resolution, health, human development, leadership, philosophy, psychology, self organization

The numerous benefits of barefoot running

April 6, 2018 Jean-Pierre Kallanian

Barefoot running background

Barefoot running occurs naturally as a child. As an adult, it usually begins once you have read “Born to Run”, by Christopher McDougall. At least it did for me. One late summer day in 2010, while reading McDougall’s book about the Tarahumara Indians of Copper Canyon in Mexico, I decided to do something I had yet to even consider.

Overcoming the anxiety of what the neighbors would think, I jogged about 100 meters barefoot up the road and quickly went inside. The sensation I felt connecting with the pavement was amazing. I was no longer running. Every step was one of sensation. Like electricity running through my body, what I felt with every step–through the over 200,000 nerve endings in the soles of my feet–was instantaneously felt throughout my body to the ends of the hairs on my head.

After this unforgettable experience, there was no turning back to running shoes. Barefoot running gave the movement a whole new meaning. It became fun and not a chore. It became a want and not a must. Running became explorative and not exercise. For the next several months I slowly and impatiently transitioned from shod to bare, using my running shoes as hand weights when not in use.

Can you get injured from barefoot running?

Running injuries occur with or without shoes. Other factors to consider are previous injury history, overtraining, fatigue, and technique. Most of my injuries resulted from simply overdoing it. I enjoyed it too much. Eventually, my body forced me to listen. Blood blisters, calf strains, and the worst was a hairline fracture in my left fibula sustained during a 10K race. I still managed to hobble across the finish line.

The most frequently asked questions are ‘Doesn’t it hurt?’ and ’Don’t your feet get cold?’ The answer to both is rarely. Occasionally I step on something sharp. However, after seven years and 2,000 miles of barefoot running, only three small objects penetrated my skin and all were removed with tweezers–a must have. Unlike shoes whose soles wear down over time, the soles of your feet thicken with use, making objects more difficult to penetrate.

Regarding cold weather, as long as my feet are warm from the start, they usually stay warm. It can become a game of mind over matter and where I focus my mental energy. I use my “heat to feet” mantra and actively think about transferring the heat from my upper torso to my lower extremities when running in cold weather. Your body also adapts over time.

Physical benefits of barefoot running

Toenail fungus and runner’s toe are not an issue for me. There are more sweat glands in your feet per square inch than in any other part of your body: 250,000 glands per foot! Barefooting naturally allows your feet to breathe, sweat, and air dry while running. It helps get rid of sock tan lines! Splashing in puddles is also great for cooling off and having fun too.

Barefoot running has built-in anti-injury mechanisms. First, I run shorter distances as it is more physically and mentally demanding. The longest races I have run are half marathons. Second, my pads generally need a day to repair, so I rarely run back to back days. Third, the more I listen to my body, the more I am able to slow down and stop before an injury happens. Fourth, is the benefit of earthing, also known as grounding.

Finally, barefoot running lessens the impact on your knees and hips. Leg stride is shorter and your feet naturally fall underneath your body. Cadence is quicker making foot impact lighter. The entire foot and lower leg are engaged like a shock absorber (Photos 1 & 2). The toes act as stabilizers ensuring balance (Photo 3). A heel strike impact goes directly from your heel bone to your knee and hip joints (Photo 4).

Photo 1: Foot muscles, ligaments, and tendons fully engaged, absorbing shock upon impact.	Photo 2: Lower leg muscles, ligaments, and tendons fully engaged, absorbing shock upon impact.
Photo 3: Toes splayed for balance and grip	Photo 4: Heel bone directly impacting the surface. No use of foot or lower leg. Ouch!

For more information on running economy and technique, watch the short video from Dr. Mark Cucuzzella on Principles of Natural Running.

Heel versus forefoot impact experiment

Heel strike: Stand barefoot on a hard surface. Strike one foot on the floor with just your heel 10 times with some force. How did it feel? Where did you feel the impact?

Forefoot strike: Using your other foot and with the same force, strike the ball of your foot 10 times. Have your heel gently touch the floor and bounce up again. How did it feel? Where did you feel the impact?

Body and Mind Transformation

Before barefoot running, my feet had little to no arch. I have now developed an arch as my feet flex and strengthen with every step. This realignment naturally autocorrects the body from the ground up–remember the hairline fracture–impacting how I stand and walk. I even welcomed the slight gain in height due to a few millimeters with new footpad growth!

Barefoot running involves body and mind. I never run with headphones. Most of my attention goes towards running form and scanning the ground for potential hazards. It is like playing a video game. Look away for too long and…Gotcha! A 30-minute run averaging 180 steps a minute translates to about 5,400 decisions of where to place your feet. That requires some attention.

I had to learn how to run before I could walk

Watch an infant walk without shoes. What do you notice? The child is on her toes. The gait looks more like a cross between walking and running. The child leans slightly forward and she is off! In essence that is running. Watch a toddler with shoes learning to walk. What do you notice? Little Frankenstein. Stiff, awkward, and clumsy movement. The thousands of foot nerve endings are no longer sending her brain the feedback needed for coordination. Her feet are in boxes, making it unnecessarily more complicated to learn how to maintain balance.

After four years of barefoot running, it dawned on me that I might be walking incorrectly! So one day I tried walking with a midfoot/forefoot strike. I was hooked. I call it “active walking” in comparison to “passive walking” or heel striking. With active walking, all foot and lower leg muscles, ligaments, and tendons are activated. A 40-year habit is hard to break. I still catch myself heel striking, especially when I’m in a hurry or wearing shoes with a heel.

Go ahead. Take off your shoes. Let your feet breathe and reconnect with the Earth! Your mind, body, and soles will thank you! If interested you can read another post on Barefoot running and Leadership.

About the Author

Jean-Pierre is a Human Systems Accelerator specializing in conflict resolution, intergenerational dialogue, and team interdependence. He is also a Youth Coach, Author, and Speaker. As the creator of the EPIC Model, Jean-Pierre brings out the expertise in groups by revealing patterns and refining human systems in real-time!

community, conflict resolution, facilitation, human development, leadership, organizational development, relationships, self organization

The mistrust of leadership, the rise of self organization, and the need for facilitation

March 19, 2018 Jean-Pierre Kallanian

The mistrust of leadership

In a time of increasing mistrust in leadership, the need to use facilitation is on the rise. Corruption comes in many shapes and colors. Nepotism, deceit, secrecy, abuse of power, finger-pointing, data manipulation, bribery, blackmail, lack of transparency, intimidation, bullying, and all forms of discrimination are many of the behaviors used to artificially control a system. These self-serving tactics cause undo harm and distracts individuals, groups, departments, organizations, or even a country from fulfilling its mission, achieving its goals, and developing. The result is a squandering of valuable resources to plan, implement, monitor, and sustain a culture of chaos and deceit.

Prolonged and unchecked abusive behaviors are destructive in many ways. First, they erode trust in the leader. Second, people begin to lose faith in systems and institutions afflicted with leaders who act with apparent impunity. Third, unethical tactics used to perpetuate an unjust system are usually illegal and/or violate human rights. Fourth, a culture of abuse becomes the norm. Finally, on-going dysfunction takes an enormous physical, emotional, financial, and psychological toll on human resources.

Look at the news headlines. Be it in the financial, government, industry, or social sector, the unmasking of criminal and scandalous behaviors at high levels of organization is rising as is the mistrust of leaders promising to champion constituent interests. In today’s world of technology and visibility, it is easier to manipulate information and take advantage of others. It is also easier to be revealed as a fraud or perpetrator. Leaders are being called to show their authenticity, be transparent about their intention, and be accountable to the collective. And so it should be.

The rise of self-organization

As faith in leadership diminishes, self-organization is taking hold of management structures. Although processes and tools of flat and decentralized forms of management are useful, they are not the panacea to all management and leadership woes. Hierarchy alone is not inherently unhealthy. Incompetence and abuse in hierarchical structures are.

Human interactions and processes determine outcomes. Abandoning structures without examining root causes of its failure and adopting self-organization can lead to similar problems. Self-organization naturally results even in hierarchical settings when trust, clear intention, and transparency are apparent and space is given for people to be authentic. Although self-organization can be triggered by poor leadership, it is not the only reason.

People use their profession to fully realize their potential. More popularly referred to as self-actualization, I refer to this need as power or feeling worthwhile to self and others. Authenticity, purpose, and posterity are becoming more important with each subsequent generation. Collectively we are realizing there is more to life than working to survive and counting down the days to retirement. People are actively taking steps to fulfill the need for power in professional settings and proper facilitation in self-organized structures is a sustainable means to that end.

The need for facilitation

Human systems include both hierarchical and flat structures. Both usually occur simultaneously and both include the human element. We are social animals. Our first introduction to human systems and the most influential is our family of origin. We are literally born into it, no voting, no interview, no choice. Your relationship with your parents and elders is one of hierarchy. Your relationship with your siblings and cousins is flat. Another important system in the formative years is the educational system. There too exists the dual organizational structures. A student’s relationship with her teachers and administration is hierarchical and that to her peers is flat.

Self-organization is what should occur under true leadership. True leaders create environments of exchange and learning where departments and teams can make decisions and act interdependently with other counterparts. Facilitation is successful when individuals feel safe and can share their ideas. Facilitators create a culture where disagreements are not seen as personal attacks and feedback is not taken as negative criticism.

Facilitation is more than creating an agenda and keeping time. Group facilitation requires an advanced set of social skills. True facilitation lies in the facilitator’s ability to ensure the group’s psychological well-being. They create space for all to participate and feel appreciated. Facilitators can mediate differences and help the group find common ground to move forward. Facilitators have the ability to listen to the real message. They assess group dynamics, knowing when to check-in, slow down, suggest a break, or move the conversation along. Learn more about facilitation in a recent blog by Susan M. Heathfield.

One person doesn’t need to have all the answers. There are plenty of well educated and experienced people looking to join others in fulfilling their shared need for power. There needs, however, to be at least one person who can hold the space for intention, authenticity, and the collective to manifest. Facilitation skills are workplace competencies of the future. Organizations emphasizing process facilitation are wise as they will naturally produce highly functioning and innovative self-organized teams.

About the author

community, conflict resolution, human development, leadership, negotiation, organizational development, psychology, relationships

The dangers of phony leaders and why authentic leaders are desperately needed

January 25, 2018 Jean-Pierre Kallanian

Quotes from leaders — Source: www.leanleader.org

Phony leadership and its consequences

Phony leadership arises when those feeling neglected are used for the sake of the leader’s need to be in a position of power for self-serving reasons. Tricksters in leadership roles play on fears and focus their attention on emotionally charging their fanbase. This creates a level of fanaticism, jeopardizing the cohesiveness of all compatriots. Authentic leaders play down fears and focus their attention on emotionally discharging all stakeholders. This creates a level of security and fosters cohesiveness.

Authentic leadership seeks common ground amid differences. They view differences as opportunities for creation and innovation. For the authentic leader, new possibilities abound. Phony leadership, in contrast, views diversity as something to contend with, a threat to be defeated. A phony leader uses divisive tactics that create an “us versus them” mentality. Primitive methods using conflict and chaos are used to rule, not to serve.

The longer an unfit leader remains in power, the more likely respect for the position itself diminishes. Worse is the loss of faith in the institution for which the position is responsible. A group of people losing faith in a person is sad. A group of people losing faith in an institution vital to their livelihood is tragic and catastrophic. Therein lies the true danger of phony leadership.

When egos lead, phony leaders follow

Phony leadership is cowardly leadership disguised as brave leadership mainly to protect the leader’s fragile ego. Poor leadership is visible to all, except usually to the phony leader. The ostensible reason one assumes a position of leadership is for the sake of serving others. It quickly becomes evident that the phony leader is in the role to sustain his ego and self-interest.

As long as phony leaders maintain a loyal and demonstrative fanbase–even if through falsehoods and rhetoric–a cult-like following results. A phony leader creates a self-centered culture by making only a certain group believe someone is listening to just them. It is the equivalent of a parent showing extreme favoritism to one child while completely neglecting the others.

Such manipulative tactics create a “me first” mentality, mirroring the ego-driven persona of the phony leader. This dynamic creates a classic codependent relationship between the phony leader and his followers. All the while the neglected rest become disenchanted. This is the paradox of phony leadership. A phony leader rises to power by taking advantage of the unmet needs of those who feel neglected, only to use them again to sustain his control of power.

The courage to step down

When transparency and truth reveal a leader’s incompetence, it is not time to denounce, deflect, and counterattack. It is time to face the truth and step down. Leaders serve all, not just their most loyal fanbase. If stepping down is how to best serve everyone, then that is the decision to make. Not doing so only confirms how unfit the person truly is to unite all. Those being led will appreciate the leader’s respect for the position’s duties, the title itself, and the institution he represents.

An ineffective leader who steps down shows moral intention. The leader wanted to lead a group and not let her ego lead her. It didn’t work out. Yes, this can happen to leaders too.

Authentic leaders understand the importance of having the right person in the job. Fake it until you become it may have its place in the world, however, not in positions of leadership where the livelihoods of a community, organization, or nation are at stake. In a world that operates and responds in real-time, fabrication of information, impulsive reactions, and emotional instability (just to name a few) can have a significant impact, up to and including global implications. It is in everyone’s best interest that a leader not fit for the position step down rather than continue and put others at risk.

Authentic leadership in action

Authentic leadership is without pretense. Their role is to invite, not exclude. Given the multitude of information transmitted each minute from various sources around the globe, it becomes even more critical for leaders to be able to hold the space for all truths. Authentic leaders are not only containers but also colanders. Taking in information is just the first step. The second step is sifting through it all to find common ground amidst the multiple voices.

Finally, it is the leader’s role to create a culture where the themes that matter most can be addressed by those most affected. This is once again holding space for differing opinions and conversations to safely take place. It is like hosting a party whereby all guests feel welcomed, are focused on a purpose, and can speak openly and listen carefully.

With a focus on the prestige of being a leader and the benefits associated with it, many are interested in playing the part. How many are actually fit to fully embrace the role? Authentic leaders take pride in their title, but this is not why they assume leadership roles. Serving others and responsibly fulfilling their duties keeps the authentic leader’s ego in check. Phony leaders create a platform for themselves to be the top performer. Authentic leaders create platforms for others to be top performers.

About the author

community, conflict resolution, ethics, human development, leadership, negotiation, psychology, relationships

North Korea Solution – Step back and demilitarize

September 17, 2017 Jean-Pierre Kallanian

In the shoes of North Korea

In June 2009, I participated in a Negotiation training at the United States Institute of Peace in Washington DC. North Korea had just pulled out of the Six-party Talks two months prior and one of our exercises was to bring North Korea back to the negotiation table. Sound familiar?

One by one participants volunteered to represent the United States, China, Russia, South Korea, and Japan. When it came to North Korea the room went silent. At this point in my career, I was managing a group home for youth in conflict with the law and had been in the counseling psychology field for over a decade. I sat for a moment and thought about it. North Korea now had an eager representative.

I do not remember the exact details of the negotiation process, other than it ended quickly and without an agreement. The frustration in the room was palpable. I was in control because there was nothing to negotiate. They wanted something from me (at least a few did), but I didn’t need anything from them. I said what I wanted and no one could do anything about it. My sense of perceived power was immense. The greater their frustration, the more emboldened I became. Sound familiar?

How the US could deal with North Korea – A Case Study

Fast forward several years later. I was still the director of the group home and in came a referral from Boston. “Jerry” was short and stocky in stature and was as tough as they come. He was heavily gang-involved and had recently survived multiple gunshot wounds. His gang allegiance was so strong, that he’d rather return to be with his crew and possibly get killed than stay in the program. He didn’t care. He wanted out and started behaving accordingly.

Jerry immediately began threatening and posturing towards staff. I went to have a look. It did not go well. My presence escalated the situation. Jerry felt more threatened and as a result, he started threatening me. I had to keep my ego in check and depersonalize the situation. Had I taken a similar threatening approach, having over 600 pounds of combined staff weight near me, it would have ended in an ugly and potentially dangerous physical restraint. The risk of injury to either Jerry or my staff was extremely high. No one wanted that.

I could sense Jerry’s rational state was deteriorating and his desperation was increasing. This young man had everything to fight for and nothing to lose. A physical intervention would have only condoned an old pattern of using threats and violence as a method to fulfill needs. Such a response would have been at a physical and psychological cost, as well as a potential financial and legal cost. Furthermore, how as role models could we help Jerry if we behave exactly as he does? Sound familiar?

Jerry needed to feel safe and assured that we were doing our best to de-escalate the situation. So what did I do? I left. As the director, my responsibility was to ensure everyone’s safety and doing so required me to step back and withdraw. My job was to build trust and model the behavior I was asking of Jerry. Before leaving, I told Jerry that we would do our best to work with him and that his cooperation would be appreciated. Jerry left the next day to another program which he ended up completing. Win-win.

Although a different situation, there are some similarities and key takeaways for how the US could choose to deal with North Korea. As this is a multi-party affair, let’s look briefly at the five other countries to better understand their perspective and consider alternative peaceful solutions.

North Korea

What does North Korea really want? Ostensibly to become a nuclear power equal to the US and not be threatened by potential US military action. Why does North Korea feel so threatened by the US? First, the United States and South Korea have had a military alliance since 1953. Second, nearly 30,000 US troops are in South Korea, regularly conducting extensive military drills on North Korea’s doorstep. Third, Japan, which is only 600 miles away, hosts the largest number of US military in a foreign country–nearly 40,000 troops–and hosts the Seventh Fleet, the largest of US navy’s sea forces. Lastly, is the island of Guam, which hosts a US military base of about 4,000 personnel and is about 2,000 miles from Pyongyang.

Whether real or imagined, North Korea most likely interprets this robust military presence–which could easily attempt to invade a small country–as an imminent existential threat. This fear needs to be acknowledged and seen as a trigger for North Korea. Former US President Jimmy Carter said it best, “Until we’re willing to talk to them and treat them with respect as human beings, which they are, then I don’t think we’ll make any progress.”

Japan and South Korea

From the North Korean perspective, Japan and South Korea are most likely viewed as extensions of the US military arm and threat. One can assume that both Japan and South Korea want peace and security in the region. Kudos to Japan for keeping its cool and not responding in a rash way or with retaliatory comments in light of the two recent missile launches over its country. There is something to learn from their outward show of calmness in an otherwise tense situation. Japan and South Korea are wisely looking for a peaceful global response, and not solely relying on American muscle.

Russia and China

From the outside, both Russia and China hardly appear to be encouraging North Korea to stop their nuclear development and testing. According to a Chinese spokeswoman, “The situation on the Korean Peninsula is complicated and sensitive.” Is it really? It only appears complicated for the US, South Korea, and Japan. China and Russia are barely batting an eye, although they both have a better relationship with North Korea and can be most influential in bringing peace to the region. As for North Korea, their nuclear capabilities are only improving.

Both Russia and China are most likely also not pleased with America’s extensive presence in the area. It could be advantageous for Russia and China for North Korea to have nuclear capabilities. For the two superpowers, North Korea is a check and balance on the peninsula and a thorn in the side of the US.

Recommendations to De-escalate tensions with North Korea

De-militarize the area and step back

The United States must lessen its perceived threat to North Korea by stepping back from discussions and reducing its military presence in the area. Lowering fear and anxiety increases the level of safety in a crisis situation and makes the possibility of dialogue more likely. Russia and China would likely approve of such measures as well and the US could no longer be blamed for raising tensions and escalating fears.

China and Russia need to take a more active role with North Korea

US Secretary of State Tillerson aptly responded after a missile launch over Japan in 2017 when he said, “China and Russia must indicate their intolerance for these reckless missile launches by taking direct actions of their own.” Russia has been relatively quiet stating that more sanctions are not the answer. China only states that “all parties should exercise restraint”, however, North Korea seems to be exempt from this plea. One begins to wonder what they both truly want as an outcome.

As long as the US, South Korea, and Japan continue responding in kind with threats and displays of military might, China and Russia can continue watching a game that has been playing since 2003 when North Korea withdrew from the Nuclear Non-proliferation Treaty (NPT). The second benefit of the US stepping back and demilitarizing the peninsula and area is that China and Russia will be put in a position to act and not just make comments about what others need to do. The international community would then soon see whether both China and Russia want peace and stability in the area or not.

Positively encourage North Korea to denuclearize

There is a third benefit of the United States taking a back seat and de-militarizing the peninsula and area. North Korea would have a difficult time justifying its reason to continue its nuclear weapons program. This increases the chances of them reducing weapons testing and manufacturing. It also increases the chances of them coming back to the discussion table. If North Korea still continues on its current path, then international consensus could put pressure on North Korea to abandon its nuclear weapons program.

US and Russia need to take action on Pillar 2 of the Treaty on the Non-Proliferation of Nuclear Weapons (NPT)

The United States and Russia need to show the world, not just North Korea, that they are serious about global denuclearization. Why should a country disarm when the ones telling them to do so do not do it themselves? Why should some countries be allowed to have nuclear arms and others not?

The Second Pillar of NPT is Disarmament. It states “all Parties undertake to pursue good-faith negotiations on effective measures relating to cessation of the nuclear arms race, to nuclear disarmament, and to general and complete disarmament.” The second and third points of this pillar must be the focus for all nine nations in possession of nuclear weapons, especially the United States and Russia who each have a nuclear arsenal of around 7,000 capable weapons. Of these, each has around 1,800 that are operational. Next, come China and France with about 300 nuclear weapons apiece.

The North Korean nuclear weapons crisis can happen anywhere, therefore, the threat of nuclear weapons needs to be broadened beyond North Korea. Let North Korea be a reminder of what is at stake if all nations, especially those with nuclear capabilities, do not take the mandates of NPT seriously. Let North Korea be a reminder of how nuclear armament threatens regional as well as global peace and development.

Progress begins when the US does exactly what it is asking of North Korea–denuclearize. The United States, Russia and China must lead by example and fully comply with the NPT mandates. This is active leadership. This is being a leader in a nuclear world.

About the Author

Jean-Pierre is a Process Facilitator and Human Systems Expert. He optimizes employee engagement and leadership potential by counseling leaders and enhancing group dynamics. He is the creator of the youth inspired EPIC Model of development and the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

community, conflict resolution, ethics, facilitation, human development, human resources, leadership, organizational development, psychology, relationships

A warning about the use of labels on people

September 11, 2017 Jean-Pierre Kallanian

labeling — Image by John Hain from Pixabay

Product labels have their place

Product labels have become increasingly important the more conscious we become about what we consume and purchase. A healthier lifestyle, environmental concerns, and social responsibility are a few reasons we search for and read labels. One ingredient, one raw material, or even a product’s origin is enough for a consumer to disregard an otherwise appealing product. This use of labeling is for both the benefit of the individual and the community. This is, however, where the benefits of labels stop.

Labeling allows us to discern information, however…

In an age of overwhelming access to information, the desire to share knowledge increases, as does skepticism around accuracy and its source. Everyone can’t be right, so who is telling the truth? There is some truth on all sides when we listen without judgment to find common ground and seek understanding.

Humans instinctually discern the goodness and value of the information we gather from our senses. From an evolutionary standpoint, a slip in judgment could have been a matter of life or death. The problem is, too often we make rash one-sided judgments of people and therein lies the danger of labels.

Labeling people leads to dehumanization

Opposing views, as displayed in the political arena, are usually not resolved through inquisitive processes to further understand the other(s). Rather, people with differing viewpoints are labeled in dismissive and demeaning ways. The goal is to diminish their worth and tarnish their reputation. Dialogue under these conditions cannot take place.

Name-calling is unpresidential

Small leadership gestures have a big follower impact. On a larger scale, leadership under an umbrella of fear, threats, and verbal aggression slips into dictatorship. Such a manner of conduct breeds animosity and divisiveness. The contentiousness that results has the propensity to lead to violent behavior and clashes.

Believe it or not, Wikipedia has a “nickname” page for Donald Trump. The list is surprisingly (or not) extensive. This a dangerous political method of dealing with opposition. Labeling systemically condones an “us versus them” mentality, allowing it to become the accepted way of dealing with differences. We are witnessing the damage this divisive behavior brings to our diverse communities.

Labeling places people at risk

Once labeled, a person is reduced to several unflattering stereotypes. Once dehumanized that person is perceived as less than human. Their needs, voice, and value are diminished. Susceptibility to discrimination, mockery, oppression, neglect, and abuse (physical, verbal, and emotional) increases.

In extreme cases, significant harm and even death can result. One needs not to look too far in the distant past to see how hateful and dehumanizing language can lead to an act of genocide. The Rwandan Genocide of 1994 is a stark reminder of how the Tutsi minority for decades prior was verbally degraded and labeled as cockroaches and snakes. What does one do with cockroaches and snakes?

Read product labels, stop labeling people

Continue reading labels on products on shelves and on racks. They hopefully make you a more informed consumer. A label on a bag of organic apples grown from a local farm helps the consumer determine the value and worthiness of the purchase.

Degrading labels on people are not accurate and only decrease a person’s value. This can become a slippery slope leading to oppression and the likelihood of injustice to arise. Use great caution before consuming a demeaning and dehumanizing label placed on a person. Rather than labeling people seek to understand and find common ground. Take the time to look into what is not on the label.

About the author

Jean-Pierre Kallanian is a Human Systems Expert, Process Facilitator, Youth Specialist, and Speaker. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

conflict resolution, human development, negotiation, organizational development, Parenting, psychology, relationships

Possessive Adjectives and Pronouns: We are possessed

March 4, 2015 Jean-Pierre Kallanian

“People are disturbed not by things, but by the view they take of them.” -Epictetus

How often do you use either a possessive adjective or pronoun in your daily communication at home or at work? Does their pervasive use bring about happiness by showing true possession of something or someone? Or do they harbor seeds of unhappiness and disappointment by having us irrationally believe that we possessive objects or people when we, in fact, do not?

Material possessions

We commonly use possessive adjectives and pronouns to show ownership of things. “This is my car.” Is it? You pay for it, you insure it and drive it, but is it really yours? What if it is stolen. Whose is it now? More importantly, how does your perceived possession help you deal with the loss? “I can’t believe my car was stolen! Who would steal my car?” This an extreme example but even a scratch on your car can trigger strong emotions due to your perceived possession.

Think of all the hurt and conflict that results from things done to people’s perceived possessions. Possessions end up possessing us. At any time, any object you possess can be damaged, destroyed, stolen, or lost. Your belief about the possession ails you, not what happens to it. The stolen car itself does not cause your grief, rather it is your perception of the car you once used! Having a less possessive attachment to an object results in a less reactive response when something goes awry. Your happiness also benefits when you truly see objects for what they are–things.

Personal relationships

We often use possessive adjectives and pronouns to show possession in relationships. “This is my son.” “My spouse is waiting for me.” Showing possession in relationships is equally misleading. You cannot possess a person. Rationally we know this, however, deceptive possessive language clouds our ability to make this distinction clear. “There is no way my son would ever steal, but some other thirteen-year-old would!” My spouse would never leave me!”

In both cases, the idea of possession blurs the ability to see the son or spouse as individuals. The misconception of possessiveness in relationships leads to hurt and pain when expectations in the relationship are not satisfied. Parents, partners, and coworkers personalize behaviors that belong to the other person when they fail to see the child, partner, or colleague as a person who also exists outside of the relationship.

What do we really possess?

Feelings and thoughts may not always be in our immediate control, but we are always responsible for our words and actions. Use possessive adjectives and pronouns when talking about your verbal and physical actions. No one can make you say anything or behave in a certain way. All that we utter and do are truly all that we possess.

Everything else we claim to possess is just an illusion. Using possessive adjectives and pronouns in any other context can easily mislead someone into believing he or she actually possesses an object or person. Believing these untruths can bring more unhappiness to a person when suddenly there is something wrong with the object or person or if the object or person is no longer with you.

The solution

Be mindful when using possessive adjectives and pronouns and find other ways to express yourself when describing objects or people in your life. For example, instead of saying, “This is Anne, she is my wife” say, “This is Anne, we are married/partners/a couple.” If someone asks, “Can I borrow your car?” answer with, “Yes, you can use the car.” and not “Yes, you can use my car.”

Happiness is not about the objects and people you believe are in your possession. Happiness is about how you treat them with your words and actions. It is about taking ownership and being mindful when you speak and act. No one can take that away from you—unlike your car—nor can you blame others. The world would benefit tremendously if we all spent more time and energy taking responsibility for our words and behaviors instead of trying to possess objects and people that truly do not belong to us or anyone.

The benefit

Managing family, relationships, and work is about how well you interact with others and respond to life events. Understanding and accepting what is in your control—namely your thoughts, words, and behaviors—is paramount in improving your ability to cope. Knowing that you only have control over your response empowers you to focus your energy on that.

Minimize the use of possessive adjectives and pronouns to describe objects and people. Focus and internalize the use of possessive adjectives and pronouns when referring to your thoughts and feelings, and most importantly to your words and behaviors. Doing so will improve your well-being. Family, friends, colleagues, as well as strangers, will benefit from your efforts as well!

About the author

Jean-Pierre is a Process Facilitator and Human Systems Specialist. He accompanies organizations in fully integrating their human resource potential by facilitating processes that foster authenticity, intention, and collective wisdom. Jean-Pierre has dedicated 18 years of work to youth and families in both the United States and Austria. He is the author of “What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.”

community, conflict resolution, human development, organizational development, relationships

Human Development (HD) Can Benefit from Organizational Development (OD)

February 11, 2015 Jean-Pierre Kallanian

Human development is our greatest challenge as a species no matter how technically advanced we become. Digitalization beckons our human development. How can we improve human race relations? Businesses have organization development (OD) to improve relationships and human performance within organizations. If the general human population placed as much emphasis and resources as businesses do on achieving organization development goals, human development would take giant leaps forward. Humankind would benefit and prosper.

Achievable human development goals

How wonderful would it be for humankind to achieve human appropriate OD goals? Below are generally accepted organization development goals. I replaced two words. I changed the word “employees” to humans and “organization” to humankind. Let’s have a look and see how these achievable human goals would read.

1. To increase the level of inter-personal trust among humans.
2. To increase humans’ level of satisfaction and commitment. (In the original form commitment is about the organization’s mission and values. Here it refers to the greater human good—posterity).
3. To confront problems instead of neglecting them.
4. To effectively manage conflict.
5. To increase cooperation and collaboration among humans.
6. To increase humankind’s problem-solving ability.
7. To put in place processes that will help improve the ongoing operation of humankind continuously.

Sounds good to me!

Humanship: Achieving goals that benefit humankind

How committed are we as a human race to achieve these goals? Look closely at each goal and think globally about where we stand today. What comes to mind? How would you score the world on each point? It becomes quite clear that organization development specialists could easily make a career shift to become human development specialists if such positions existed. Maybe governments should consider it. There would be high demand worldwide! A whole new job market. One that requires high emotional intelligence (EI). A job that cannot be easily replaced with artificial intelligence (AI).

I name the process of achieving these human evolutionary goals as “humanship”. You can read more about it in my blog post titled, “Relationship: How the word undermines itself”. According to the OD objectives, whether in business or society, human development is hampered by a lack of trust, funding, value, ethics, conflict resolution skills, emotional regulation, problem-solving skills, mentors, models, and social incentives to develop collectively as a human race. How are the essential human skills needed to achieve these seven goals incorporated in education and training curriculums?

Business development models hamper human development

Why do we struggle as humans to collectively achieve goals 1-7? What impedes human development in addition to what was mentioned above? We mistakingly apply the business development model—profit and market growth—to the human development model. Herein lies the problem.

Businesses achieve profit and growth when other businesses are not as successful in achieving their financial and market goals. Humans, on the other hand, do not profit and grow when other humans are not successful in achieving their goals. That is the difference. On the contrary, social, economical, and political inequalities promote jealousy, envy, hatred, greed, corruption, crime, and conflict. Unfortunately, to the detriment of our collective well-being, we have primarily adopted the business model of growth and profit as the model for our human development.

Human evolution is not a zero-sum game

The prevalence of consumerism preached daily through media and advertisement has brainwashed us into believing that humans should develop like businesses. Here is what we are told. Humans need to build capital. Humans need to continuously enlarge their market share by amassing assets. We need to become more financially profitable. This is a zero-sum game as there is only so much land, resources, and wealth to go around. The more one acquires the fewer others have. This model may work for business development, but for humans, it can be catastrophic. The global economy is continuously expanding. As it becomes more interconnected a business model based on the zero-sum mentality becomes even more possible. This too is dangerous when too much influence falls in the hands of a few players. Human evolution works best and is sustainable when we all collectively benefit. Businesses tend to grow at the expense of others, humans do not.

Organization development goals can and should be human development goals. If OD goals can improve human collaboration and performance in the workplace they can also do so in local, regional, and global communities. For this to happen, the terms growth and profit must be redefined for human beings. Humans must view growth and profit as a collective benefit. Businesses grow and profit by monopolizing resources and taking away sales from competitors. Humans grow and profit by sharing resources and giving to others by not seeing them as adversaries but as allies.

About the author

Jean-Pierre is a Human Systems Facilitator specializing in Conflict Resolution, Intergenerational Dialogue, and Psychological Safety. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is the creator of the EPIC Model of development and the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

community, conflict resolution, marginalized youth, organizational development, psychology, relationships

Relationship: How the word undermines itself

January 23, 2015 Jean-Pierre Kallanian

Relationships define who we are

Relationships are vital to human existence. They take on numerous forms in families and partnerships and exist in all systems. We are essentially in some degree of relationship with somebody at any point in time. Much of how we define ourselves and others is through relationships.

Here is an example: I am a mother, wife, sister, vegetarian, painter, swimmer, and writer. Some of these categories describe what the person does. However, all identify her as someone similar to others. At least one other person is like her in some way and sometimes that has more meaning than the activity or classification itself. We even conceptualize and make decisions about experiences and objects with one another, whether buying a consumer product or deciding where to go on holiday.

Hierarchical relationships can lead to injustices

Human relationships can be hierarchal and have certain responsibilities associated with each person or group involved. The level of hierarchy and degree of responsibility is subjective. Outside influences such as culture, race, gender, or tradition usually have a significant influence on this decision as well.

Look at the definition of relationship by Oxford Dictionary. Complications can arise with definition 1.2 which reads as follows:

“The way in which two or more people or groups regard and behave towards each other.”

Herein lies the potential for maltreatment between individuals and groups. How one party regards the other will influence how that party behaves towards the other. Likewise, how one party is being treated by the other will influence how it regards that party. Here are some examples of relationships where hierarchies do or may exist:

parent-child teacher-student employer-employee doctor-patient prison guard-prisoner clerk-customer wealthy-poor educated-non-educated

With real or perceived hierarchy, either party can easily lose sight that both are human and have shared needs. By putting aside how they are perceived through title and status, each is better able to see the other as a person. This makes the obvious visible. Perceived or real abuse of power quickly diminishes the ability and need to relate and understand one another as humans.

Relationships are first and foremost human

We often forget that our most basic relationship to one another is human to human. We tend to make it relational by making it title to title, status to status, or label to label. Forgetting this simple fact puts any individual and group relationship at risk of unjust treatment. Our humanness always exists in any relationship regardless of the nature of the relationship.

A new word like humanship or personship needs to replace the second part of definition 1.2–how we behave towards each other–to help remind everyone that our most fundamental connection is human to human. This is necessary to minimize unhealthy and harmful relationships. How are you humanly treating the other person in the relationship is the more important question. This question minimizes the harmful impact of real or perceived abuses of hierarchy. It can help stop the abuse of power or the mistreatment of others in dysfunctional relationships.

For example, a wealthy person may feel superior to someone of lower economic status, purely because of the definition of the relationship, which differentiates between the amount of accumulated wealth and purchasing power ability. The definition of the relationship alone points out differences of status which can influence unjust attitudes and treatment of one another. Another example could be a school principal seeing her role as more important to the janitor due to the differences in job title, position on an organizational chart, and responsibilities. In both cases, the relationship does not diminish the fact that each person has their value in the system.

Limit the definition of the word relationship

The word relationship should just describe how two people or groups are connected and not describe attitudes and behaviors towards each other. Why? Because of the differing roles and duties—more so when hierarchy exists—inherent in relationships can diminish one’s ability to regard and treat the other as a person. One can be easily consumed by how the roles in the relationship should be played out according to societal norms, disregarding the human element. Let’s revisit some previous examples by replacing the word “relationship” with the words humanship/personship to describe how one regards and behaves towards the other.

Using humanship/personship to clarify humanness

My relationship to Mary is that she is unemployed and begging. I pass by her each day on my way to work. What is your personship to Mary? My personship to Mary is one of acknowledgment and concern as she is a person with the same human needs as me. I greet her and occasionally give her some change.

What is your relationship to John? John is our school janitor. How is your humanship like with John? My humanship to John is appreciative and respectful. His contribution to the school’s maintenance and cleanliness is imperative in creating a positive learning environment. I tell him that often.

For the sake of all relationships, the word we use to define how individuals and groups regard and treat one another needs to stress commonalities and humanness and not denote differences or hierarchy. The word relationship, by its definition, undermines that goal as people and groups are in numerous forms of relationships where differences, not similarities, are highlighted. The words personship or humanship keeps our fundamental connection to one another as person to person or human to human. This helps improve any relationship by ensuring positive regard and proper treatment of one another regardless of the relationship. Using either personship or humanship removes the hierarchical status inherent in most relationships and with it superior attitudes and behavior that may arise.

We are always behaving to fulfill shared basic human needs regardless of the relationship we are in when doing so. Next time you are asked “What is your relationship like with …..?” begin your answer with “My personship/humanship with….” Notice if there is a difference in how you conceptualized the relationship. How did your attitude and behaviors change toward the person or group?

Basic needs bind us all regardless of our relationship to one another

conflict resolution, Parenting, psychology

Values Speak Louder Than Words

August 27, 2014 Jean-Pierre Kallanian

Values influence how we behave

Actions speak louder than words. Yes and no. Although we do communicate much information through our behaviors, our actions are a physical representation of our values. Our value system determines how we go about fulfilling our needs. Before looking at the values being expressed in the picture, let’s first see what needs are being met.

Power: The young men feel worthwhile to self in their ability to perform a handstand. Others are most likely watching so they are also contributing to the well-being of the group through physical feats and entertainment.

Belonging: At least one other person is watching (the photographer) and quite possibly others too. Maybe they are part of a group of friends hanging out at the beach. Similar to power, belonging is a basic need that encourages us to behave for the sake of being part of a group.

Freedom: To be oneself and act freely and responsibly—behaving in a way that does not deprive others of their ability to fulfill their needs.

Fun: Looks like they are enjoying themselves. Who doesn’t want to have fun!

What values are being expressed as the two young men satisfy these basic needs?

Achievement, athleticism, challenge, competition, cooperation, confidence, determination, enthusiasm, fitness, mastery, perseverance, recognition, self-control, self expression, and strength to name a few.

There is more going on than two young men performing a handstand. What you are really seeing are these values in action. How is this insight helpful?

Understanding the values being expressed by your teenager, partner, coworker, neighbor, or stranger will help you better understand how they go about fulfilling their needs. Understanding needs and values helps depersonalize one’s behaviors. This is useful when dealing with others whose behaviors you do not understand or disagree with.

Looking at someone’s values helps you see that they are trying to satisfy a need for themselves and not do something against you. This helps you become accountable with your response when you feel mistreated by someone’s actions. No matter what someone does “to you”, you always have a choice in how to respond. What needs and values are being challenged? What values are driving your behaviors?

If you find yourself in repeated conflict situations or see unhealthy patterns in your encounter with others, it may be time to have a look at your values. The good news is there are many to choose from. Like clothes, values can be changed at any time if they no longer fit.

About the author

Transforming discord in teams and across departments, generations, and cultures. Results, retention, and resilience enhance when the distance between humans is shortened.