Position Paper on Stephen Covey

Position Paper on Stephen Covey’s, Seven Habits of Highly Effective People

MG 401 Senior Seminar in Management

Introduction

In 1989, Stephen Covey's book The 7 Habits of Highly Effective People started a landmark revolution in how we think about time and life management. In this book, Covey presents seven principles for developing effectiveness in our private and public lives. By developing these habits, one moves from being dependent on other people to being and acting independently. Then we learn how to move to the more advanced state of interdependence and successful Cooperation. As a part of the seven habits, Covey introduced important and powerful techniques of time management under the habit of "Put First Things First." It is necessary to understand (and Practice) all seven habits so that the tools of time management can be learned and practiced in their natural setting. What follows is a basic overview of these ideas presented so you can take better advantage of this tool you hold in your hands. Covey does not claim to invent the seven habits of highly effective people but rather claims to have discovered them and have a simple language for articulating them.

Counter Argument

Though the term self-help can refer to any case whereby an individual or a group (support group) betters themselves economically, intellectually or emotionally, the connotations of the phrase have come to apply particularly to psychological or psychotherapeutic nostrums, often purveyed through the popular genre of the "self-help" book. Sometimes writers refer to a "self-help movement", though this movement exists independently from self-help books.

Another counter argument is the question of whether the information needs of those engaged in management are being delivered satisfactorily by information providers. It is evident that the use of the Internet and the intranet as global communication tools has risen exponentially over the past two years. However, a question remains as to whether this information is collected and presented in a form – at a level of specificity and in-depth enough to make better decisions.

Argument

Stephen Covey has much to say on the qualities of effective people. Covey's purpose in detailing the seven habits is to help people improve themselves. The seven habits are woven into a diagram that shows the working of all seven habits in communion. When viewing the diagram, one is reminded of Benjamin Franklin's engraving of the snake which was divided into thirteen pieces, with the caption "Join or Die." Each of the seven habits is integral to viewing the picture as a whole, as well as seeing the development from dependence to independence to interdependence. The first three habits, which lead to independence, a private victory, lead to the final four steps, which include public victory. My favorite quote of the book is “It is nobler to give yourself completely to one individual than to labor diligently for the salvation of the masses." (Page 201). My job places me in a position of leadership over other leaders. Often I see these leaders locked into a limited vision when faced with a difficult situation. They see only a win/lose or lose/lose scenario. I reflect back on this book frequently and think about the book's section on win/win and seeing outside the box.

The first habit talks about being proactive; being proactive is the foundation of the entire seven habits paradigm. In a sense, all the other habits are types of being proactive. This entails a realization that you are a person who can take direct control of a situation and, even if you have no actions that you are allowed to perform, you can still control your outlook. The second habit discusses beginning with the end in mind; this section begins with the description of the reader's funeral as an illustration of how one end in view can change the previous years' effort. The visualized step of seeing the end is the first part of any successful plan. The third habit is to put things first; this is the second step of a successful plan, following the visualization, is the managing step, that of physically performing the task. The fourth habit discusses thinking win/win; win/win is the highest form of agreement between parties that empowers all involved and does not sour the milk of future relations with resentment. The fifth habit is to seek first to understand, then to be understood; this is the most immediately applicable of all the seven habits. However, this is probably the most difficult habit to practice since it requires a major paradigm