Prompting 48 _ Constants

Do you have comrades whom you live in the same campus dormitory?
You have, perhaps over time, developed similar attitudes on a variety of topics.
Here are SEVEN ways on how to ULTIMATELY UPGRADE your awareness on this matter!
Dynamic Social Impact Theory explains how groups, as complex systems develop.
Distinguished Developer: American social psychologist Bibb Latané (b. 1937).

USUAL groups organise into four basic patterns: consolidation, clustering, correlation, and diversity.
POTENT, regular interaction consolidates actions, attitudes, and opinions as they get more uniform.
GAINFUL clustering occurs when members communicate frequently as a result of close PROXIMITY.
REAL subgroups can emerge which possess similar ideas to one another, but different from majority.
AMOROUSLY, as members’ beliefs on a variety of issues converge, their opinions become correlated.
DIVERSITY exists if the minority resists majority influence and communicate with majority members.
EFFETELY, if the majority is large or minority are isolated from one another, this diversity decreases.
Timely Therapy: - In meetings of workplace, few will speak out if their opinion differs from the majority.

AS A GROUP LEADER YOU ARE DISPOSED to use a particular leadership style. There are, however, three main leadership styles (Authoritative, Democratic, and Laissez-Faire), each with their own attributes, advantages and disadvantages. Even if currently you may not be involved in any kind of group leadership, you are called upon to visualise a real-life-situation. All you need to know is that your leadership style is dependent upon your personality (your character), the current situation or composition (of the group) and the task required (the relevant program). It is assumed here by BEYONDISM that you have tried to keep an eye on all three influencing factors (Myself-the program-the group).

SEVEN therapeautic tonics to loftily LOCATE your LIFE’s BASIC BEARING:

BEAR in mind that although styles of leadership change with the times, one constant remains: people are always ambivalent (have conflicting feelings) about those in power.
EVERYONE wants to be led but also to feel free; to be protected and enjoy prosperity without making sacrifices. People both worship the king and want to kill him.
ACCOMMODATE the fact that, when you are the leader of a group, people are continually prepared to turn on you the moment you seem weak or experience a setback.
REFUSE at any moment to succumb to the prejudices of the times, imagining that what you need to do to gain their loyalty is to seem to be their equal or their friend.
IF you strive to lower yourself to be at par with them they will simply doubt your strength, become suspicious of your motives, and respond with hidden contempt.
NATURAL authority is the art of creating the appearance of power, legitimacy, and fairness while getting people to identify with you as a leader who is in their service.
GENERALLY, if you want to lead, you must master the art of gaining people’s trust. Consequently they will stand by you as their leader, no matter the bad circumstances.

Here is BEYONDISM FORMIDABLE FORMULA for SELF-ACTUALISATION
(The ‘head’ and ‘tail’ of Activating your SELFHOOD) in regard to:
Accruing leadership as your basic aim of LIFE, or your core self-interest.

FIND out. All what the world and people desires to have is POWER. You must master or be mastered.
Core Choice #48: Power and empathetic understanding will propel you to greatest height in the society.
Sure Score #48: Many have misunderstood this out of fear, and such misunderstandings has led to death.
O, it is excellent to have a giant’s strength and power! But it is simply tyrannous to use them like a giant.
Solid Stance #48: Force, if unassisted by sound judgment, collapses through its own mass.
Catalysing Consideration #48: Aspire to power instead of influence, and you will forfeit both.
REAL team work is truly about cooperating in the morning so that you can compete in the afternoon.
Mighty Mission #48: It is dangerous to be playing a cooperative game.
Vivid Vision #48: If your rival or opponent is playing a competitive one.
MOTIVATED teams are the force of organisations; worth cultivating at their core (the member’s mind).
Gaining Ground #48: Progressive corporations should be membership communities.
Capturing Clouds #48: Corporations are not things, they are the people who run them.
UNRIVALLED success of a business RELIES on its esprit de corps (a feeling of pride in belongingness).
Lofty Leap #48: All economic activity in the contemporary world is carried out not by single individuals.
Merry Momentum #48: But basically by organisations that require a high degree of social cooperation.
LIVELY sense of identification is essentially combining the power of corporate teamwork and cooperation.
Holy Hearken #48: With the creativity and agility of the entrepreneur.
Divine Distinction #48: Without slipping into the excesses of a cowboy.
A team develops a vibrant voice of conscience simply by harmonising its multiple voices of conscience.
Prudent Planting #48: Dividing enemy forces to weaken them is superlatively clever.
Hoped Harvest #48: But dividing one’s own team is a grave sin against the business.

Therapeautic Takeaway #48
Cardinal Concept #48: As substantially scribed FOR YOU. .............
Move BEYOND being jovial to making those around you to catch the bug of warmth also.
Critical Canon #48: As candidly cracked BY YOU. .............
To BECOME charming; this is genius of sincerity and truth accomplishes no victories without it.
Renaissance Rehearsal #48: As purposively partook BY YOU. .............
REFUSE vagueness and blurliness, by creating an inspiring chain of COMMAND in my team.

#48. In as much as I aspire to anchor my role in GROUP LEADERSHIP,
How will I create an inspiring and clear chain of COMMAND?

The problem in leading any group is that people inevitably have their own agendas.
If you are too authoritarian, those people will resent you and rebel in silent ways.
Be too easygoing, and they reverts to their natural selfishness; you will lose control.
Create a chain of command; none feels constrained by your influence yet follow your lead.
Use the right people, who will enact the spirit of your ideas without being automatons.
Make your commands clear and inspiring, focusing attention on the team, not the leader.
Make yourself look like a paragon of fairness, but never relinquish unity of command.

#48. I, ___________________________, anchoring my role in GROUP LEADERSHIP, do DECISIVELY DECLARE that, I may have brilliant ideas, I may be able to invent unbeatable strategies - but if the group that I lead, and that I depend on to execute my plans, is unresponsive and uncreative, and if its members always put their personal agendas first, my ideas will mean nothing.

In this reference, as a BLESSED BEYONDIST, I hereby, make an ABSOLUTE AFFIRMATION that, I must learn the lesson of war: it is the structure of the army - the chain of command and the relationship of the parts to the whole - that will give my strategies force. Any army is like a horse, in that it reflects the temper and the spirit of its rider. If there is an uneasiness and an uncertainty, it transmits itself through the reins, and the horse feels uneasy and uncertain. I have understood that, the primary goal in war is to build speed and mobility into the very structure of army. That means having a single authority on top, avoiding the hesitancy and confusion of divided leadership. It means giving soldiers a sense of the overall goal to be accomplished and the latitude to take action to meet that goal; instead of reacting like automatons, they are able to respond to events in the field. Finally, it means motivating soldiers, creating an overall esprit de corps that gives them irresistible momentum. With forces organised in this manner, a general can adapt to circumstances faster than the enemy can, gaining a decided advantage. I have realised that, this military model is extremely adaptable to any group. It has one simple requirement: before formulating a strategy or taking action, I MUST understand the structure of my team. I can always change it and redesign it to fit my purposes. I should create a sense of participation, but NEVER fall into Groupthink--the irrationality of collective decision making.

PROPOSE: - When a failure in the management of my TEAM happens, when a golden opportunity slips through my fingers, I should naturally look for a cause. Maybe I should blame my incompetent team members, my faulty technology, my flawed intelligence, or my shoddy research.
OPPOSE: - But that is to look at the world backward; it ensures more failure. The truth is that everything starts from the top. What determines my failure or success is my style of leadership and the chain of command that I design. If my orders are vague and halfhearted, by the time they reach the field they will be meaningless. I let people work unsupervised and they will revert to their natural selfishness: they will see in my orders what they want to see, and their behaviour will promote their own interests.
DISPOSE: - For what the leaders are, that, as a rule, will the people below them be. Unless I adapt my leadership style to the weaknesses of the people in my group, I will almost certainly end up with a break in the chain of command. Information in the field will reach me too slowly. A proper chain of command, and the control it brings me, should not be an accident; it should be my creation, a work of art that requires constant attention and care. I should ignore it at my peril.

I will make any of my target the center of attention. As a charmer, I will fade into the background; my targets will become the subject of my interest. To be a Charmer, I have to learn to listen and observe. Let my targets talk, revealing themselves in the process. As I find out more about them — their strengths, and more important their weaknesses — I can individualise my attention, appealing to their specific desires and needs, tailoring my flatteries to their insecurities. By adapting to their spirit and empathising with their woes, I can make them feel bigger and better, validating their sense of self-worth. I will make them the star of the show and they will become addicted to me and grow dependent on me. On a mass level, I will make gestures of self-sacrifice (no matter how fake) to show the public that I share their pain and I am working in their interest, self-interest being the public form of egotism. As a charismatic, I will provide purpose. If people believe I have a plan, that I know where I am going, they will follow me instinctively. The direction does not matter: I will pick a cause, an ideal, a vision and show that I will not sway from my goal. People will imagine that my confidence comes from something real — just as the ancient Hebrews believed Moses was in communion with God, simply because he showed the outward signs. I have understod that, purposefulness is doubly charismatic in times of trouble. Since most people hesitate before taking bold action (even when action is what is required), single-minded self-assurance will make me the focus of attention. People will believe in me through the simple force of my character.

“Keep your eyes on the finish line and not on the turmoil around you.”- Barbadian singer, actress, and businesswoman Robyn Rihanna Fenty (b. 1988)--->

“Keep your eyes on the finish line and not on the turmoil around you.”- Barbadian singer, actress, and businesswoman Robyn Rihanna Fenty (b. 1988)--->

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