11 The Diary of Human Secrets by PeopleNology Gregory Bodenhamer 2008

247
Secrets
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There are many areas of preferences that people have that
shape cultures. There are, within these, a few which are of
particular influence around change.
There are many reasons learn and use PeopleNology

By Gregory Bodenhamer Ph.D Nollijy University Research
GregoryBodenhamer@Live.com
Motivation: The overall subject of what drives us.
Processing: The thinking that leads to action.
Behaviors: That result from our decisions.
Culture: How we socially act together.
Learning Theory: How we get to make sense.
Personality: What makes us who we are.

Power: Our capability to act. Where we get it and how we use
it.
Social Research: philosophers, philosophies and the search

for meaning.
Stress: What winds us up.
PeopleNology by Gregory Bodenhamer Ph.D.

Nollijy Franklin University Research Institute Copyrighted 2008
1 Fear of retribution

Following out of fear is not so much following as being
tugged along at the end of a rope.
2 Blind hope
Here, the follower is desperate for some solution, and what

the leader is offering is either the only option they see or the
best of a relatively weak set of choices.
3 Faith in leader
In this situation, the follower is blind to the solution but is

following because they have such faith in the leader, they
believe that they will, by some magic or genius, provide the
answer to the follower's needs.
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Gregory Bodenhamer Mechanicsburg Pa
4 Intellectual agreement
Here, the follower understands the logic of the argument

that the leader is putting forward and hence is following
the rationale rather than the leader as a person, who they

may respect but are not blindly following.
5 Buying the vision
When people buy a vision, they are emotionally closing on

a view of the future that is appealing to them in some way
and pulls them forward.
6 Followers and Respect
When a person is evaluating a situation and deciding

whether to collaborate (and hence become a follower), they
judge both the leader

and also the solution the leader is offering to determine
what action they will take.
7 Respect for the leader
When the leader is respected, which means they are at the

very least trusted and probably liked as well, then this
enables the leader to make proposals that followers will take
seriously.
8 Respect for the solution
When the solution is respected, then the respect for the leader
is not as important, although if the leader is not respected

then the followers may doubt the ability of the leader to
make the right choices along the way.
9 Followers and Trust
People follow those they trust.
10 Care and concern
We all have a very basic need for safety, which we can get
either by taking control ourselves, or, as followers do, ced-
ing this to our leaders.

11 Passive concern
Leaders make choices that can harm people. If you carefully

avoid harming me, then I can trust you.
12 Active care
Beyond a passive concern is the active care where you may

take deliberate action, which you would not otherwise take,
to look after and actively care for me.
13 Reliability

Leaders need for their followers to trust that they will do as
they say they will do.
14 Keep your promises
A simple rule for leaders is : 'Do what you say'. Keep your
promises.
15 Honesty
The problem with honesty is that the short-term implica-

tions can be bad for leaders.
16 Tell the whole truth

If you always tell the truth, including the unvarnished
whole truth and bad news that others might hide, then I
know that when you say something, I have the complete
story.
17 Followers and Liking
If I do not like you, then I will not follow you.
18 Goodness
If I judge you to be good, then I know you have similar

values to me.

19 Similarity
We use external similarity as a short-cut to determine if a

person is like us on the inside.
20 Vulnerability
We see ourselves as vulnerable, often with the sense of being

a child that we all have to some degree. We see our failings,
our limitations, and weaknesses.
PeopleNology

21 Followers and Support
People follow those that help them.
22 Goals
Where the personal goals of the followers are aligned with

the direction that the leaders is pointing, then it seems like
a good idea to follow the leader, especially if it looks like
they will be able to help me get what I want.
23 Support

I will also follow a person who actively helps me to get what
I want.
24 Followers and Ideas
People will follow an idea, but not constraining objectives,

then I may do it, but not in a way that makes me want to
follow you.
25 Objectives as instructions
Objectives are useful in most organizations, of course, but

they are often presented as fixed instructions, telling people

what to do and how to do it in so much detail that it leaves
little to the imagination.
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26 Objectives as ideas
Objectives can be used to motivate and leaders can make

effective use of formal systems of objective-setting to pro-
vide effective challenge and stimulation that will motivate

people not only to do the work but also to follow the leader.
27 Ideas as inspiration
Inspiration occurs when an idea both aligns with my

values and also gives me a sense of possibility, of what is
not now but which could be in the future. It might thus
change my beliefs and mental models.
28 Context Analysis
When investigating change it is important to understand

the context within which the current situation is operating.

29 External context
The external context that affects the organization provides

the forces to which the business must react and are common
root causes of the need for change.
30 PESTLE forces
The broader business climate includes the external sea in

which the business and its competitors must swim and
provides the ultimate playing ground.
PeopleNology

31 Market forces
Within the chosen markets, forces as price pressures, com-

petitive shifts, customer demands and so on may be creat-
ing business tensions.
32 Internal context
As well as the external context, there are many contextual

factors within organizations that can lead to the need for
change.

33 Driving objectives
Out of the external forces and internal ambitions, business

leaders identify the key purposes and objectives that they
want to achieve and hence achieve success in the organiza-
tion.
34 Organizational alignment
An aligned organization has its processes, technology,

reporting structures and individual objectives all aligned
with one another.
35 Organizational capability

As well as alignment, an organization needs its people to be
able to complete work given to them.
36 Leadership
Leadership is a subject which includes a great deal about

changing people's minds, often in fundamental ways.
37 Follower ship
The nature of leadership can perhaps be best understood by

turning the coin over and studying follower ship.

38 The Leader-Follower loop
Leaders who want to create true followers do not just stand

at the front of the army, yell 'charge' and then run forward.
39 Followers respond
Followers are seldom blind. They are human.
40 Gossip
If the leader does something that concerns them, then they

will voice these concerns to one another long before letting
the leader know.

41 Pack response
There may well be some level of pack response from follow-

ers.
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42 Leaders adjust
If leaders do not do anything about the situation, then

followers, who are volunteers, remember, will abandon in
droves.
43 Noticing
At some point in the proceedings, the leader notices that

followers are not as inclined to follow as they once were.

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44 Diagnosing
When the shift in follower behavior is noticed, the next step

is to figure out why, and particularly to know whether and
how to connect this to the leader's own words or actions, or
at least to external events that have shifted the playing
field.
45 Adjusting
When you know where it is going and why it happened,

then you can do something about it.

46 The dance continues
And so the band plays on. It is a closed system, with

followers responding to leaders, who themselves adjust in
response to this. Leadership and follower ship is thus an
ongoing dance.
47 Structural Analysis
There are many structures within an organization which

influence people's behavior. 'Function follows form' is a
relevant saying.

48 Organizational structure
The hierarchical organization with its 'scalar chain of

command' is at the heart of most organizations.
49 Process structure
People work within processes, which may stretch across

functions or be contained within them.
50 Motivational structure
There are deliberate structures in the organization that seek

to motivate people. Typically, this is based on financial

reward.
51 Social structure
Overlaid across the organization is another invisible struc-

ture which is made up of the many and complex social
relationships across the company.
52 Physical structure
The physical structure of the organization can have a very

significant effect on the social structuring.
53 Causal Analysis

An excellent question when analyzing around change is
'why?' Causal Analysis seeks to identify and understand
the reasons why things are as they are and hence enabling
focus of change activity.
PeopleNology
54 Root causes
The basic principle of causal analysis is to find causes that

you can treat rather than treating symptoms (which, as all
doctors know, seldom effects a lasting cure).
55 Ask why five times
The trick with seeking root causes is to keep looking. When

you ask 'why' of something, you will get a nearby direct
cause. If you keep
asking 'why' of each answer, you will eventually get to a

cause that you can act on.
56 Cause-effect diagram

The Cause-effect Diagram is a simple hierarchical tool that
is used to break down cause into a tree-structure, allowing
you to follow individual streams of possible cause.
57 Circular causes
Many causes are not linear but instead act in circles, much
as births lead to population increase which leads to even
more births.
58 Systemic cause
In systemic problems, the cause is found in the whole

system, with the problem distributed across multiple related

causes, all of which conspire together to cause the identified
effect.
59 Vicious spirals and virtuous circles
Circular cause leads to exponential increases or decreases

that are very difficult to interrupt.
60 Creating a positive culture
A positive culture is the holy grail of many change activi-

ties.

61 Develop a sense of history
History is important to people, giving them a sense of

identity and belonging. Just look at how genealogy be-
comes more important to people as the grow older.
62 Create a sense of one-ness
Leaders who bring people together talk about 'us' more than
'I'. They propagate the stories of history and present stories
that create a sense of togetherness.
63 Promote a sense of membership

Belonging also comes from the benefits that people gain, so
work on the reward and recognition system.
64 Increase contact and exchange
Help people stay in touch with one another. This is particu-

larly important in a global or otherwise distributed organi-
zation.
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65 Social distance
We like to keep our distance from others and there are very
specific social rules about how close we can go to others in
particular situations.
PeopleNology


66 Why the distance
Regulating the distances between us and other people pro-

vides us with several benefits.
67 Social distances
The social distances here are approximate, of course and will

vary with people.
68 Public Zone 12 feet

The public zone is generally over 12 feet. That is, when we
are walking around town, we will try to keep at least 12 feet
between us and other people.
69 Social Zone 4 - 12 feet
Within the social zone, we start to feel a connection with

other people.
70 Personal Zone 2-4 feet
In the personal zone, the conversation gets more direct, and

this is a good distance for two people who are talking in
earnest about something.

71 Intimate Zone < 2 feet
When a person is within arms reach or closer, then we can

touch them in intimate ways.
72 Varying rules
The rules about social distance vary with different groups

of people.
73 Town and country
People who live in towns spend more time close to one

another and so their social distances may compact some-
what.
74 Different countries
Different countries also have different rules about social

distances.
75 Preferences
What makes us different?

76 Preference scales
There are many scales of preference. Note that there are two
styles that are commonly used.
77 Feedback and reward
A major driver of people in companies and hence their

culture is the general feedback and specific rewards that tell
them they are doing a good or bad job.
78 Risk
Uncertainty and risk are something that some people hate

and some people thrive on.
79 Solidarity
Solidarity is the degree to which people think together in the

same ways, sharing tasks and mutual interests.
80 Sociability
Sociability comes from mutual esteem and concern for

ones colleagues.
81 What is culture?

Culture is the collective programming of the human mind
that distinguishes the members of one human group from
those of another. Culture in this sense is a system of
collectively held values. Culture is the deeper level of basic
assumptions and beliefs that are shared by members of an
organization, that operate unconsciously and define in a
basic ‘taken for granted’ fashion an organization's view of
its self and its environment.
A simple way of defining culture is: Culture is a system

for differentiating between in-group and out-group people.
82 Culture as shared meaning

Culture is very much about groups, and a basic need of
groups is to be able to communicate, both at a superficial
level (for which ordinary language largely suffices) and
also at a deeper level of meaning.
83 Culture as behavioral rules
When a group of people are to exist together, they need a set

of rules that helps everyone know what to do in various
circumstances, from arguing with one another to dealing
with outsiders.
84 Change Complexity Analysis

Change Complexity Analysis seeks to identify how diffi-
cult a change project will be. The more complex the project,
the more carefully the project will need to be managed.
PeopleNology
85 Elements of Culture
What are the visible attributes of culture? What are the

elements that you can point to and say 'that is there to
show and sustain this culture?

86 Artifacts
Artifacts are the physical things that are found that have
particular symbolism for a culture. They may even be
endowed with mystical properties.
87 Stories, histories, myths, legends, jokes
Culture is often embedded and transmitted through stories,

whether they are deep and obviously intended as learning
devices, or whether they appear more subtly, for example in
humor and jokes.

88 Rituals, rites, ceremonies, celebrations
Rituals are processes or sets of actions which are repeated in

specific circumstances and with specific meaning.
89 Heroes
Heroes in a culture are named people who act as prototypes,

or idealized examples, by which cultural members learn of
the correct or 'perfect' behavior.
90 Symbols and symbolic action

Symbols, like artifacts, are things which act as triggers to
remind people in the culture of its rules, beliefs, etc.
91 Beliefs, assumptions and mental models
An organization and culture will often share beliefs and

ways of understanding the world.
92 Attitudes
Attitudes are the external displays of underlying beliefs

that people use to signal to other people of their membership.

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93 Rules, norms, ethical codes, values
The norms and values of a culture are effectively the rules

by which its members must abide, or risk rejection from the
culture (which is one of the most feared sanctions known).
94 People complexity
The major additional complexity that change projects add

over other projects is the potential problems around people.
95 Scope of impact

When some things are changed, they have a significant
ripple on other things. Thus, for example, changing a
company policy or an organizational goal will have a very
broad impact on whoever is involved.
96 Amount of work
The 'what' of change equates to the amount of work that

needs to be done. This does not necessarily equate to how
many people are affected.
97 Complexity of work
Some work is easy to do, whilst other work requires signifi-

cant expertise, such as when new products or complex IT
systems need to be developed.
98 Who is changed
The most difficult work of change is often around people.
99 Numbers of people
When you have to change a lot of people then, even if the

change is small, the job will not be that easy. When you
have a lot of people to change, then you may find that

someone, somewhere will be more trouble than the rest of
people put together.
100 Degree of resistance

If you are going to implement a change that will highly
unpopular into an organization where authority is devolved
to a low level (for example where most people are
'professionals'), then you must expect a significant level of
resistance.

101 Sponsorship of change
In change projects, the normal hierarchy of management

control is often broken as the project stretches across many
parts of the organization.
102 Initiating sponsor
This is the person who starts the change project and may
well be the person with whom you meet at the first meeting.
103 Key sponsor

This is one person (often the most senior manager) who can
resolve the stickiest of problems, such as differences between
other primary sponsors, and who provides the ultimate
authority for the project.
104 Primary sponsors
This is a small group of managers whose support is critical

and who have sufficient clout to unblock most problems,
including problems with secondary sponsors.
105 Secondary sponsors

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These are managers whose support is needed, albeit at a

limited level. They are important at least as they have the
ability to block change.
106 The role of sponsors

The sponsors of the project can play a number of roles in the
change project.
107 Sponsorship trap
Mismanaging sponsorship is perhaps one of the main rea-

sons why change projects fail. A common sponsorship trap
occurs where sponsors see their role as an early agreement,
but with no further engagement.
108 Power Words
There are words that are hardly noticed. There are words

that stand out.
109 God words
Sometimes words arise in a society or even across societies

which, like a God, demand absolute obedience.
110 'In' words
Within companies and specific social groups, God words if

I say 'this is profitable' to an executive, he or she will be hard
put to turn me down.
111 God talks jargon

Jargon words can very often be God words, as they have
special meaning to closed groups.
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112 Devil words
Just as God terms give you power, there are also words which
will sap your power. Using these in a positive sense is
taking your life in your hands.
113 Devil word repulse
Devil words are so repulsive and so scary, people will

quickly turn away from them.
114 Non-PC words

Non-politically-correct words were once quite acceptable, but
as society's values changed and people realized that they
were using something unacceptable, it made them run even
harder away from them.
115 Insults
Beyond non-PC words, variations can easily become pejora-

tive and intended to insult, denigrate and belittle.
116 Charisma words
Between God and Devil words are words that invoke particu-

lar effects on other people and can make you appear to have
a mystical persuasive charisma.
117 Context counts
The power effect of the words you use depend on the context
within which you use them. 'Profit' is very likely to be a
God word in most companies, yet in the public services it
may well be a Devil word.
118 Don't over-do it!
If you are going to use power words effectively, then they

should have a subtle effect.

119 Persuasive language
All use of language can act to persuade, and there are

many other pages in the language section of this site that
include persuasive elements.
120 Culture
Culture is what happens when people get together. It tells us

how to behave and agree. Understanding the culture of a
team, organization or country can make a lot of difference
when you want to change minds.
121 Retention techniques
When a person is converted to a particular set of beliefs,

then it has been found that, particularly if coercive or
authoritarian methods were used, then most people will, if
there is no effort to sustain the change, will drift back to
their original beliefs.
122 Diagnosing change

When you are faced with a situation where change seems to
required, one of the early activities is to investigate more
fully, to understand context, causes and so on, so you can
plan to implement changes that will actually improve
things.
123 Historical Review
Much of the reasons why change is required is rooted in the

history of the organization. History can also give you lots
of very useful information about how your plans may go

astray. For these and more reasons, it can be a good idea to
look backwards before you look forwards.
124 Look at the external climate
When times are ripe and the pickings are easy, then compa-
nies do not have to be very innovative to thrive.
125 See the innovation and change
Companies often start with innovation, but this does not

always continue. Look at the great new products that
appeared and how they wowed the market. Look for incre-
mental innovation that shows a sustained push to stay

ahead of the curve.
126 Watch for the curse of success
When you have a successful product range, it can last for

such a long time that you forget how to innovate.
127 Look at the records
Companies may have many records that tell you a story,

filling the details and confirming or disconfirming your
suspicions.

PeopleNology

128 Look at the finances
The finances of the company will tell you about the funda-

mental ups and downs. They will show you the profitable
and less profitable times and where change became an
imperative rather than a possibility.
PeopleNology
129 Look at the words
Written records such as company reports, meeting minutes

and so on will also tell a story. Especially those around
times of change, you will see what the real priorities of the
organization are.

130 Listen to the people
The people of the organization are perhaps the best resource

for finding out about the company history.
131 Listen to the old timers

Find the people who have been around since the year dot.
Most organizations have people who have survived the ups
and downs and who are, to a large extent, the living
historians of the company.
132 Hear the range of stories
Get to people in all positions, high and low. Listen to the

stories of power and politics.
133 Hear the critical events
Listen for the critical events of change within the organiza-

tion and what happened next.

134 Look at the history of change
In looking through the areas above, most of all look at how

people and the organization as a whole managed change.
135 Watch for change readiness
A change-ready organization is alert and ready. Change

does not faze it. People do not fear different things, but look
forward with interest and excitement to the challenge of the
new.

136 Watch for change capability
It is one thing to be ready for change -- it is another to be

good at it. Look at the history of change success and
change failure, and try to determine the critical factors
that made the difference.
137 Driving objectives
Out of the external forces and internal ambitions, business

leaders identify the key purposes and objectives that they
want to achieve and hence achieve success in the organiza-
tion.

138 Organizational alignment
An aligned organization has its processes, technology,

reporting structures and individual objectives all aligned
with one another.
139 Organizational capability
As well as alignment, an organization needs its people to be

able to complete work given to them. This is often assumed
to be largely about motivation and skill but, although these

may be factors, they are often not as significant as ini-
tially assumed.
140 Culture and change
Culture is a perennial problem in change projects and needs

to be carefully understood, especially if there is any expec-
tation or desire to change the culture as a part of the project.
Culture includes common values, attitudes and consequent
behaviors. It directs how people make decisions and how they
react to change. It can also vary within an organization,
for example a 'leading edge' attitude may be found in
research departments and 'customer first' value in service
areas.

There are many areas of preferences that people have that
shape cultures. There are, within these, a few which are of
particular influence around change.
PeopleNology
141 The focus on task or people
Understanding the balance of focus on task vs. person will

help you understand the way the leaders of the organiza-
tion are likely to make decisions.

142 Task first
When there is a focus on task before people, then change

may well be harsh and thoughtless. People will be hired and
fired without a second thought.
143 People first
When the leaders have a people-first focus, then they may

hold back from difficult decisions that will hurt others.
144 The focus on risk or safety

Depending on the risk bias, people will seek or avoid risk.
Change often appears to be very risky.
145 Risk-seeking
A company where there is a focus on innovation and

taking risks will find change more acceptable and easier to
adopt. This is both a good thing and a bad thing.
146 Risk-averse
A company that is risk-averse will likely try to put off

change for as long as possible, at least as long as it takes
for not changing to be

become riskier than moving, and possibly longer.
PeopleNology

147 The focus on self or others

When people focus may vary between self and others, par-
ticularly in the stress of change, then their approach may
vary significantly.
148 Self-centered
When people who put themselves first are faced with change,
then they will happily sacrifice others in order to save
themselves.
149 Other-centered

When people put the well-being of others before themselves,
they will sacrifice themselves before others.
150 Helping them change
In helping the company find balance, then your influence

will depend on their start point. If they are task first, then
show them how ignoring people will lead to tasks done
badly or not at all.
151 Emotions
Emotions are our feelings. Literally. We feel them in our

bodies as tingles, hot spots and muscular tension. There are
cognitive aspects, but the physical sensation is what makes
them really different. Emotions affect and are a part of our
mood, which is usually a more sustained emotional state.
Mood affects our judgment and changes how we process
decisions.
152 Motivation
First of all, motivation are 'e-motions'. They act to motivate

us. Without emotions we would probably not do very much
and hence would not survive - at least in the evolved form
we are in now.

153 Internal signals
Internally, for example when we are trying to make under-

stand something or make a decision, we use our emotions to
deduce whether what we have concluded is a good idea.
154 Social signals
We generally wear our hearts on our sleeves as our inner

emotions are displayed on our outer bodies. Our faces, in
particular, have around 90 muscles, 30 of which have the
sole purpose of signaling emotion to other people.
155 Emotional Intelligence

'Emotional Intelligence' is a neat metaphor that borrows
from the notion of IQ. It implies that some people are better
at handling emotions than others. It also hints that you
might be able to increase your EQ.
156 Self-awareness
Being emotionally self-aware means knowing how you feel

in “real time.” Self-knowledge is the first step in being able
to handle emotions.
157 Emotional literacy

Emotional literacy means being able to label emotions
precisely. This includes the emotions of others and espe-
cially yourself.
PeopleNology
158 Empathy & compassion
Empathy is the ability to feel and understand the emotions

of others. If you can empathies, you can engender trust, as
people desperately want to be understood at the emotional

level.
159 Balance
The ability to balance emotion and reason in making

decisions leads to good decisions. Emotion should not be
abandoned, lest cold and callous decisions are made.
160 Responsibility
Emotional Intelligence means taking primary responsibil-

ity for your own emotions and happiness. You cannot say
that others “made” you feel the way you feel.

161 Association and emotion
An interesting phenomenon is that when we put ourselves

mentally into a person or situation, we experience the emo-
tions of that person more strongly.
PeopleNology


162 Putting yourself in the picture

Personal history
Take an emotional experience from your past, and think

back to that time. Put yourself in the picture, so you are
re-living the experience (not standing back or looking
down on yourself). See the situation 'through your own
eyes'.
163 Empathizing

We can do the same with other people - when we empathize
with them, we are putting ourselves into their body and
their experiences.
164 Standing back
The reverse of association is dissociation. Take that same

emotional experience and now move to a position above the
scene, so you can see yourself in it. You will now most
likely experience the emotion far less.
165 Feeling what other feel

Empathy is the ability to not only detect what others feel
but also to experience that emotion yourself.
166 It's not sympathy
Empathy and sympathy are very close and are sometimes

used as synonyms. The easiest way to separate them is to
remember that empathy is about feelings whilst sympathy
is about actions.
167 It's definitely not psychopathic
A defining element of a psychopath is that they do not and

probably cannot empathize with other people. They are often

good at imitating this, but in doing so they are using it in
a cold and manipulative way.
168 It has many benefits
The value of empathy comes not from understanding the

other person's feelings, but what you do as a result of this.
169 Empathy builds trust
Empathy displayed can be surprising and confusing.

When not expected, it can initially cause suspicion, but
when sustained it is difficult not to appreciate the concern.
Empathy thus quickly leads to trust.

170 Empathy closes the loop
Consider what would happens if you had no idea what the

other person felt about your communications to them.
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171 Emotion and decision

We make many decisions, and sometimes we are more or
less logical about them. And it is arguable that all decision
are, ultimately emotional.
172 Logical vs. emotional decision-making
Decision-making is a cognitive process where the outcome is

a choice between alternatives. We often have different pref-
erences as to our preferred, approach, varying between
thinking and feeling.
173 Logical decision-making
When we use logic to make decisions, we seek to exclude

emotions, using only rational methods, and perhaps even
mathematical tools.
174 Emotional decision-making
There is a whole range of decision-making that uses emo-

tion, depending on the degree of logic that is included in
the process.
175 Emotion and rationality
Emotion and rational thinking are, to a certain extent,

mutually exclusive.

176 Primary emotions
What is felt first
Primary emotions are those that we feel first, as a first

response to a situation. Thus, if we are threatened, we may
feel fear. When we hear of a death, we may feel sadness.
They are unthinking, instinctive responses that we have.
We will typically see these in animals also, which confirms
our suspicion that they have an evolutionary basis.
Typical primary emotions include fear, anger, sadness and
happiness (although it is worth noting that these can also
be felt as secondary emotions).

PeopleNology

177 Secondary emotions

What is felt next

Secondary emotions appear after primary emotions. They
may be caused directly by them, for example where the fear
of a threat turns to anger that fuels the body for a fight
reaction. They may also come from more complex chains of
thinking.
178 Greed
179 Something not needed

Greed is when I want something that I do not really need. I
want it just to possess it.
180 Something for nothing

Greed is also a form of hope where the expected reward is
typically far in excess of the time and cost expected to be
invested.
181 Hope
Hope happens when someone sees something, decides that it

is desirable, realizes that they may not get it, but believes
that there is still a chance of getting it.
To put it tersely, though perhaps in a complex way, hope is
expectation moderated by probabilistic estimation of a de-
sired event.

182 Envy
Envy is often associated with the color green and is por-

trayed as 'the green-eyed monster'. It is wanting what
others have, desiring to possess what they possess. You can
be envious of tangible and intangible things, including
their wealth, their good looks and their innate intelligence.
183 Envy and jealousy
Jealousy is slightly different from envy as it involves a

third party. It can involve potential loss, such as when we
are jealous when someone threatens to woo away our

boyfriend or girlfriend. Envy is always about potential
gain.
184 Desire
Desire happens when we want something. The strength of

that desire can range from weak 'would like to sometime' to
a raging thirst to possess something now.
185 Triggering desire
Desire is triggered when we see or think about something we

want.
Desire increase when what we want is visible, but just out of

reach. It may also increase when we have closer contact with
the item, but which we still do not possess.
186 Love
Love is a massive motivator and can lead people to perform

all kinds of self-sacrificial acts.
187 Conversion
Conversion is the changing of beliefs, values, attitudes and

behaviors of individuals into different ideologies. These
pages are largely drawn from studies of destructive cults
and brainwashing, although the methods used are surpris-

ingly common elsewhere, including in religions, social
groups and organizations.
188 Asset-stripping
One thing that most groups need to survive is money, and

one source of this is new members. If the group can strip
them of their assets.
189 Dematerializing
In their focus on what it right and wrong, the group

removes material wealth from being worthwhile and good

from their list of values. It is seen as a distraction from the
core ideology and purpose of life in the group.
190 Reframing wealth
Assets and their pecuniary value are re-framed as being

useful not to the individual but to the group and its
purposes.
191 Confession
Confession may seem like an odd part of conversion, but it

is particularly effective at enabling people to put an unde-
sirable past behind them. As well as a conversion technique,

it is also useful for retention.
192 Agreeing the rules
The basic idea behind confession is that there are some

things which are bad, and which contravene defined rules
and values.
PeopleNology

193 Starting easy
Agreement over rules typically starts with generalized

rules with which it is hard to disagree, for example 'people
should help one another'.

194 Tightening the rules
These rules may then be gradually tightened over time. As

people accept the basic premise, additional judgment criteria
are added.
195 The assumptions of guilt and atonement
A basic assumption (and by implication a rule) that is

often unspoken is that the person in question is already
guilty. Guilt is an effective lever that casts the person as
imperfect and inferior.
196 Confessing sins

Having agreed what the rules are, individuals are encour-
aged to confess past 'sins'.
197 The tension of guilt
This creates a tension between the person's actions and their

stated belief that the action is bad.
198 Release and atonement
Confessing thus leads to a blessed relief, especially when

the tension has been exacerbated by declarations of how
terrible sins are and how the person is understood to be

basically good.
199 The subtle lever of authority
A subtle implication of all this is to position the sinner as

inferior and the person to whom they are confessing as
superior.
200 The building of trust

Confessing sins is to expose vulnerability, which requires
trust. Confession thus acts to increase the bonding of the
individual to those hearing the confession, as consistency

principle provides the argument that if I am confessing,
then those listening must be trustworthy.
PeopleNology
201 Public confessions
The whole effect may be intensified by making the confes-

sion public. It both increases the hurt of discomfort and also
enables a greater rescue effects and consequent relief.

202 Entrancement
Entrancement is used during conversion to open the mind

to suggestion and limit rational consideration.
203 Altered states
It can be argued that we are always in some kind of trance,

and that we dip in and out of deeper states as we daydream
and fixate on things in our normal lives.
204 Individual and social

You can go into a trance individually. You can also become
entranced as a group. Crowd effects are well known, for
example at large sports events whole swathes of the audience
will emote and act as one.
205 Suggestibility
During the altered state, the person is likely to be suscepti-

ble to suggestion. That is, they may accept something with
limited or no cognitive challenge or thoughtful reflection.
206 Hypnotic possibilities

If a person is hypnotized, will they do things they would
not normally do? One theory states that we will not do
things outside our morals. Yet in the 1950s, the CIA were
exploring the use of hypnosis.
207 Rhythm
Repetitive rhythm has an interesting effect on us. Perhaps

it is something primitive, but a repeating rhythm tends to
send us into a trance state. Think about music, dancing,
drumming and chanting. These are used in many reli-
gious meetings as well as the clubs and dance-halls where
social groups gather. Singing may be about group tenets.

PeopleNology
208 Ritual
Repetition not only happens at the speed of clapping - it

also happens as we repeat familiar rituals. If I perform
various acts that end up with going into a trance, then next
time I start the same sequence, I will be most of the way to
the trance before I get there.
209 Prayer and meditation

In prayer and meditation, the person concentrates on a
particular theme and seeks to exclude all other thoughts.
210 Guided thinking
The final method of entrancement discussed here is where

the person gives up control of where they are thinking to
someone else who tells them what to think and feel.
211 Isolation
One of the methods by which groups convert and retain

members is by separating them

from influences that enable or encourage them to think in
contrary ways.
PeopleNology

212 Entrapment

One of the first dilemmas for groups seeking to recruit new
members is how to get them in one place long enough to
apply sufficient persuasion to cause them to convert (or at
least take the next step in the right direction).
213 The weekend session
One of the most effective ways of doing this is to invite

them to a 'weekend in the country'. The event may be
framed as getting to know more friends, discussions,
education or other attractive purposes.
214 Social events

Another method is through shorter-term sessions, perhaps
lasting just one evening, where it may appear that there are
a number of other recruits who all are persuaded - whilst the
truth might be that they are already full members of the
group.
215 Individual relationships
An even slower method is to build one-to-one relationships,

which may even be romantic in nature or may just be based
on apparent friendship.
216 Excluding contrary influence

If a person is provided with persuasive arguments, they
may be dissuaded from joining the group or even persuaded
to leave by contrary arguments (particularly if the origi-
nal arguments are shaky).
217 Physical isolation
The first stage is to isolate people from external influences

by moving the people physically away from them. Hence
the weekend session is most effectively done when there is
no way for the people to escape (for example they were
transported there by group members and it is a long way
home).

218 Mental isolation
There are many ways that a person can be made to feel

alone, and hence seek the attention of whoever is there. If
they are told that all they have once held to be true, then
they will start to feel uncertain.
219 Control of media
Once physical isolation is achieved, a further step is to use

information control to ensure that no contrary messages
appear by accident. Thus newspapers, television, books etc.
may all be removed, censured or controlled. These can then
be replaced with confirming and persuading literature and
other media.
220 Social confirmation
Perhaps the most persuasive message is one that you are

told in the corridor by friends who seem not to have any
particular axe to grind. Social confirmation occurs when
everyone else confirms the core message.
221 Guilt

When values are involved, then the choices are not just
between agreement or disagreement - they are about good
and bad. Any thought that is against group values and
rules is framed as bad, which carries a heavy guilt penalty.
222 Thought-stopping
Thought-stopping includes various methods of stopping

thinking by distraction or dissuasion.
223 Keeping busy
A very simple method that groups use to retain their mem-

bers is very simply to keep them busy.
224 Every minute of the day
The people in the group have their days planned out for
them, such that they have hardly a moment to themselves
during which they may think about leaving of disobeying.
225 And into the night
What many of us call 'night' can also be a period during

which people are kept busy. Group members may go to bed
late and/or get up early. Groups may also wake people up at
various times during the night for assorted rituals, from

prayer to 'important revelations' from the leader.
226 Everything is provided
When first joining the group, it can be a great relief to find

that everything is provided for you. After the weight of
responsibility of life outside, where you are constantly
faced with difficult choices, it can be marvelous to find that
you don't have to do everything for yourself.
PeopleNology


227 Rites of passage
A classic method that groups and gangs use is a rite of

passage where initiates have to perform embarrassing, dif-
ficult or painful tasks, that can range from body mutila-
tion to fasting to suffering ritualized abuse.
228 Every detail of living

The more the person gets into the group, the more even the
smallest decisions may be removed from them.
229 Polarization
One way in which groups lock in their members is by

creating a simple, but powerful, black-and-white picture of
the world in which sharp choices have to be made.
230 Lionizing the group

The group is presented as representing or seeking ultimate
good. This may start with the notion of a socially caring
and harmonious society, but then positions itself as being
superior to the rest of the world. In fact only an idiot would
consider leaving such a paradise.
231 Demonizing the out-group
Anyone who is not a member of the group is cast either as

innocent and 'to be saved', or bad and either to be shunned
or to be fleeced or otherwise taken advantage of.
232 Punishing offenders

By association, anyone who expresses any thoughts about
leaving the group is effectively saying that they prefer the
company demons to the company of gods. This is just
cause for judgment and punishment to 'cleanse' them of
such evil thoughts.
233 Special language
Language and words are how we encapsulate meaning.

Hence, if you control language, you control thought.
234 The meaning of words

Words are little capsules of meaning. They are symbols
upon which we hang bagsful of inferences and under-
standing. We think in words and sentences.
235 New words for new meanings
When something new is discovered, then we give it a new

word. This separates the new thing from other things.
Having a separate word makes it a separate thing, with
different meaning.
236 Old words for new meanings
The reverse can also be done, in that existing words can be

redefined to have different meanings. Teenagers and ad-
vertisers regularly do this, and superlatives from many
different domains have been pressed into new service.
'Fabulous' means 'like a fable'. 'Fantastic' means 'like a
fantasy'. And so on.
237 Words that control
Using special words and language can lead to significant

influence and control of other people.
PeopleNology

238 Emotional control
Words contain and trigger emotions. Think about swear-

ing, children, crime, movie icons and more. With a few
choice words, it is possible to evoke most emotions in other
people. Power words are a typical example.
239 The allure of special words
Groups and leaders often keep special words for use only
within inner circles of power. These then become symbols
within the inner group of its exclusivity and also become

attractors to others who want to join the inner group and
learn these special words.
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240 Striving
A way that members of groups are retained is by assuring

that they never reach completion, and that they are con-
stantly striving for more.
241 Creating hope
Jonathan Swift said, 'It is better to travel hopefully than

arrive'. Hope is a key part of striving, along with a belief in

better things to come for those who strive.
242 Ultimate promises
The group typically dangles a carrot in front of the person

in the form of the promise of enlightenment, riches, being
'saved' and so on. Framing what the person once thought as
unattainable as now a real possibility awakens a deep
longing in them.

243 Early success
Early successes serves to bond the person further into this

goal and serves to amplify their hope. This may often be
created by a self-fulfilling prophesy - if you believe in
something enough, it is surprising what you can achieve.
244 A sequence of rewards
A more controllable form or reward is given with promotion

within the group to higher levels, for example by giving
them a new status name (acolyte, traveler, master, man-

ager, director, etc.)
245 Unattainable perfection
Individuals are constantly encouraged to constantly push

towards this ultimate but unattainable perfection.
246 The leader knows perfection
The leader of the group is the ultimate judge of what

perfection is and how well or badly the person is progressing
towards it.
247 Imperfection into punishment

The unattainability of the ultimate perfection can then
used to induce guilt and show the person to be sinful and
hence sustain the requirement for confession and more
ardent obedience to those higher than them in the group's
order of perfection.
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247

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

There are many reasons learn and use PeopleNology

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Motivation: The overall subject of what drives us.

Processing: The thinking that leads to action.

Behaviors: That result from our decisions.

Culture: How we socially act together.

Learning Theory: How we get to make sense.

Personality: What makes us who we are.

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Social Research: philosophers, philosophies and the search

Stress: What winds us up.

PeopleNology by Gregory Bodenhamer Ph.D.

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Here, the follower is desperate for some solution, and what

In this situation, the follower is blind to the solution but is

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Here, the follower understands the logic of the argument

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

5 Buying the vision

When people buy a vision, they are emotionally closing on

6 Followers and Respect

When a person is evaluating a situation and deciding

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

7 Respect for the leader

When the leader is respected, which means they are at the

8 Respect for the solution

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

9 Followers and Trust

People follow those they trust.

10 Care and concern

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Leaders make choices that can harm people. If you carefully

Beyond a passive concern is the active care where you may

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

14 Keep your promises

The problem with honesty is that the short-term implica-

16 Tell the whole truth

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

17 Followers and Liking

If I do not like you, then I will not follow you.

If I judge you to be good, then I know you have similar

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

We use external similarity as a short-cut to determine if a

We see ourselves as vulnerable, often with the sense of being

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

People follow those that help them.

Where the personal goals of the followers are aligned with

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

24 Followers and Ideas

People will follow an idea, but not constraining objectives,

Objectives are useful in most organizations, of course, but

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Objectives can be used to motivate and leaders can make

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Inspiration occurs when an idea both aligns with my

When investigating change it is important to understand

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

The external context that affects the organization provides

The broader business climate includes the external sea in

PeopleNology Social Engineering Psychology Sociology GregoryBodenhamer@Live.com

Within the chosen markets, forces as price pressures, com-