The Seppuku Effect

Der SEPPUKU-Effekt© · 1

Begleitbroschüre zumAudio-Sprachkurs

Vera F. Birkenbihl

The Seppuku Effect©

Der Seppuku-Effekt©

Birkenbihl-Methode

Seppuku Innenteil.pmd 25.11.2009, 12:001

2 · Der SEPPUKU-Effekt©

CIP-Titelaufnahme der Deutschen BibliothekDer SEPPUKU-Effekt© – EnglischDie Birkenbihl-Methode – Audio-SprachkursISBN 978-3-939621-08-9von Vera F. Birkenbihl

Copyright © BREUER & WARDIN Verlagskontor GmbH, Bergisch Gladbach, 2010Alle Rechte, insbesondere das Recht der Vervielfältigung und der Verbreitung sowie derÜbersetzung, vorbehalten. Kein Teil des Werks darf in irgendeiner Form (durch Fotoko-pie, Mikrofilm oder ein anderes Verfahren) ohne schriftliche Genehmigung des Verlagsreproduziert oder unter Verwendung elektronischer Systeme gespeichert, verarbeitet odervervielfältigt werden.

Autorin: Vera F. BirkenbihlProjektleitung: Bodo Wardin, Heiko BreuerDe-Kodierung: Rainer GerthnerLektorat: Martina RohfleischGrafik: Tim BillenSprecher: James MaddoxTonstudio: BREUER & WARDINSatz: edition wolkenburg, Rheinbreitbach

BREUER & WARDIN Verlagskontor GmbHZum Scheider Feld 1251467 Bergisch GladbachHotline: +49 1805 436 436(14 Cent/Min. dt. Festnetz, max. 42 Cent/Min. aus Mobilfunknetzen)E-Mail: [email protected]: www.verlagskontor.com

ISBN 978-3-939621-08-9



Inhaltsverzeichnis

Der SEPPUKU-Effekt© – The SEPPUKU Effect©

Seite*

Part I: Seppuku 4 / 52

Part II: The SEPPUKU effect 7 / 53

Part III: Anti-SEPPUKU effect strategy 18 / 56for supervisors, teachers, parents, managers

The Anti-SEPPUKU plan 19 / 56

Part IV: TALENT SEARCH – A dialogue 28 / 58

10 Questions and Answers 32 / 59

1. Talking on the phone 35 / 60

2. Reading technical journals 37 / 60

3. Having a meeting 41 / 61

4. Computer-work 43 / 62

5. Dancing in the rain? 46 / 63

6. Teaching 49 / 64

* Die erste Seitenangabe bezieht sich auf die Wort-für-Wort-Übersetzung, die zweiteauf den rein englischen Text.



The SEPPUKU effect©Der SEPPUKU-Effekt©

by Vera F. Birkenbihlvon Vera F. Birkenbihl

Part I: SEPPUKUTeil I: SEPPUKU

SEPPUKU is a Japanese word. It describes the1\01 SEPPUKU ist ein japanisches Wort. Es beschreibt den

ritual suicide committed by a samurai ifrituellen Selbstmord begangen von einem Samurai falls

he had lost face or if a loss ofer hatte verloren Gesicht oder falls ein Verlust von

face was imminent. The education of everyGesicht war bevorstehend. Die Erziehung von jedem

samurai taught him that he should under noSamurai lehrte ihn dass er sollte unter keinen

circumstances lose face. As a result theUmständen verlieren Gesicht. Als ein Resultat der

samurai accepted that an honourable death wasSamurai akzeptierte dass ein ehrenvoller Tod war

the only way to wipe out such a disgrace.der einzige Weg zu wischen aus solch eine Schande.

Since the samurais were the aristocrats (= the1\02 Da die Samurais waren die Adligen (= die

highest of the four social castes in Japan) ithöchste von den vier sozialen Kasten in Japan) es



is not surprising that there were also femaleist nicht überraschend dass da waren auch weibliche

samurais. Men committed HARA-KIRI (haraSamurais. Männer begingen HARA-KIRI (Hara

meaning stomach) while the ladies cut openbedeutend Bauch) während die Damen schnitten auf

their jugular veins.ihre Halsadern.

Let us suppose we also had the1\03 Lassen[-Sie] uns annehmen wir auch hätten die

tradition of SEPPUKU. Imagine that forTradition von SEPPUKU. Vorstellen[-Sie-sich] das für

a moment! What might be the consequences?einen Moment! Was könnten sein die Konsequenzen?

SEPPUKU was a right as well as a duty.1\04 SEPPUKU war ein Recht ebenso wie eine Pflicht.

Even the most humble samurai was entitled1\05 Sogar der meist niederrangige Samurai war berechtigt

to SEPPUKU if he had lost face orzu SEPPUKU falls er hatte verloren Gesicht oder

if a loss of face might be imminent.falls ein Verlust von Gesicht konnte sein bevorstehend.

If you wanted to get rid of a samurai1\06 Falls man wünschte zu werden los von einem Samurai

it was quite simple. Just say ores war ganz einfach. Nur sagen[-Sie] oder

write a few insulting words whichschreiben[-Sie] ein paar beleidigende Worte welche



challenged his sense of self-worth. Theseherausforderten seinen Sinn von Selbstwert. Diese

were enough to bring about SEPPUKU. Butwaren genug zu bringen herbei SEPPUKU. Aber

there are two sides to every coin.da sind zwei Seiten zu jeder Münze.

If one did not want to lose a1\07 Falls einer tat nicht wünschen zu verlieren einen

capable, qualified samurai, who had undergonefähigen, qualifizierten Samurai, der hatte durchlaufen

years of training one should never make aJahre von Ausbildung einer sollte niemals machen eine

“stupid” remark, as this could result in“dumme” Bemerkung, da diese konnte resultieren in

SEPPUKU. So the “boss” (the daimyo) had toSEPPUKU. So der “Chef” (der Daimyo) hatte zu

be rather self-disciplined, too.sein eher selbstdiszipliniert, auch.

Who could trigger off SEPPUKU? Mainly1\08 Wer konnte lösen aus SEPPUKU? Hauptsächlich

two groups of people. Firstly: all samurais andzwei Gruppen von Leuten. Erstens: alle Samurais und

daimyos of a higher rank (in other wordsDaimyos von einem höheren Rang (in anderen Worten

a boss). Secondly: every samurai of the sameein Chef). Zweitens: jeder Samurai von demselben

rank within the hierarchy (in other words aRang innerhalb der Hierarchie (in anderen Worten ein



colleague). Just ask yourself:Kollege). Nur fragen[-Sie] sich-selbst:

- How many of your bosses would have had1\09 - Wie viele von Ihren Chefs würden haben gehabt

to commit SEPPUKU long ago?zu begehen SEPPUKU lange her?

- Which of your colleagues?1\10 - Welche von Ihren Kollegen?

- Which of your employees or children?1\11 - Welche von Ihren Mitarbeitern oder Kindern?

- And you, would you still be alive?1\12 - Und Sie, würden Sie noch sein lebendig?

Part II: The SEPPUKU effectTeil II: Der SEPPUKU-Effekt

In every situation where a samurai would have2\01 In jeder Situation wo ein Samurai würde haben

committed SEPPUKU, a little bit dies here, too:begangen SEPPUKU, ein klein bisschen stirbt hier, auch:

- Whenever someone’s self-esteem (or2\02 - Wann-immer jemandes Selbstwertgefühl (oder

“face”) is attacked a little bit of“Gesicht”) ist angegriffen ein klein bisschen von

our pleasure in our work dies, too.unserem Vergnügen in unserer Arbeit stirbt, auch.

- Whenever someone is criticized a little bit2\03 - Wann-immer jemand ist kritisiert ein klein bisschen



of self-confidence, the basis for achievement andvon Selbstvertrauen, die Basis für Leistung und

success, dies, too (the “daimyo’s” success as well).Erfolg, stirbt, auch (des “Daimyos” Erfolg ebenso).

- Whenever we are self-opinionated, other2\04 - Wann-immer wir sind rechthaberisch, anderer

people’s willingness to put themselves out forLeute Bereitwilligkeit zu setzen sich-selbst ein für

us dies a little.uns stirbt ein wenig.

- Whenever we don’t listen to others2\05 - Wann-immer wir tun-nicht zuhören zu anderen

properly a little of their willingness to showrichtig ein wenig von deren Bereitwilligkeit zu zeigen

understanding for us and our ideas, problemsVerständnis für uns und unsere Ideen, Probleme

and wishes dies.und Wünsche stirbt.

- Whenever we have no time for others a2\06 - Wann-immer wir haben keine Zeit für andere ein

little bit of their good will dies.klein bisschen von ihrem guten Willen stirbt.

- Whenever a partner notices that we have2\07 - Wann-immer ein Partner bemerkt dass wir haben

no understanding for him, he dies a little.kein Verständnis für ihn, er stirbt ein wenig.

The more often he experiences such situations2\08 Je mehr oft er erlebt solche Situationen



the greater the SEPPUKU effect and the greaterdesto größer der SEPPUKU-Effekt und desto größer

the problems which you will have if youdie Probleme welche Sie werden haben falls Sie

still want to try to motivate him.noch wünschen zu versuchen zu motivieren ihn.

1. Anyone who undermines someone’s joie de vivre2\09 1. Jeder der unterminiert jemandes Joie de vivre

(Germans call it “Lebensfreude”) or causes(Deutsche nennen es “Lebensfreude”) oder veranlasst

him to have feelings of reluctance, to doubtihn zu haben Gefühle von Unlust, zu bezweifeln

his own ability or to lose face bringsseine eigene Fähigkeit oder zu verlieren Gesicht bringt

about (or intensifies) the SEPPUKU effect.herbei (oder verstärkt) den SEPPUKU-Effekt.

2. To some extent every SEPPUKU situation2\10 2. Zu einigem Ausmaß jede SEPPUKU-Situation

destroys the work morale, the pleasure in learning,zerstört die Arbeitsmoral, das Vergnügen in Lernen,

and the ability to think and to workund die Fähigkeit zu denken und zu arbeiten

together cooperatively.zusammen kooperativ.

The people who achieve the most are always2\11 Die Leute die erreichen das meiste sind immer

those who enjoy (difficult) tasks, being ablejene die genießen (schwierige) Aufgaben, seiend fähig



to experience fascination (instead of fear ofzu erleben Faszination (anstelle von Angst von

criticism). These people motivate themselves sinceKritik). Diese Leute motivieren sich-selbst da

they want to keep or achieve thesie wünschen zu halten oder erreichen die

recognition of those around them! But if theyAnerkennung von jenen um sie! Aber falls sie

aren’t successful they wonder: Is it worthwhilesind-nicht erfolgreich sie fragen: Ist es wert

making any effort at all?machen irgendeine Anstrengung überhaupt?

“But that can’t be right!” is the reaction2\12 “Aber das kann-nicht sein richtig!” ist die Reaktion

often heard (from top managers).oft gehört (von Top-Managern).

Is that really true? Is it realistic to suppose2\13 Ist das wirklich wahr? Ist es realistisch zu annehmen

that lack of motivation is the fault of alldass Mangel von Motivation ist der Fehler von all

those people who suffer from it (be itjenen Leuten, die leiden von ihm (seien es

colleagues, apprentices, pupils or salesmen)?Kollegen, Auszubildende, Schüler oder Verkäufer)?

What do we mean when we say: “It’s their2\14 Was tun wir meinen wenn wir sagen: “Es-ist deren

fault?” Is it really realistic to assume thatFehler?” Ist es wirklich realistisch zu annehmen dass



all those in authority (parents, teachers, instructors,all jene in Autorität (Eltern, Lehrer, Ausbilder,

bosses, etc.) are not responsible?Chefs, usw.) sind nicht verantwortlich?

Just think back a little. You too were2\15 Nur denken[-Sie] zurück ein wenig. Sie auch waren

in a subordinate position. You too workedin einer untergeordneten Position. Sie auch arbeiteten

for a boss. Didn’t you too sometimes havefür einen Chef. Taten-nicht Sie auch manchmal haben

days when you would rather have not goneTage als Sie wollten eher haben nicht gegangen

to work? Days when your heart sank? Dayszu Arbeit? Tage als Ihr Herz sank? Tage

when you were annoyed, when your “daimyos”als Sie waren verärgert, als Ihre “Daimyos”

made decisions which were so obviouslymachten Entscheidungen welche waren so offensichtlich

mistaken. Days when you suffered because noverfehlt. Tage als Sie litten weil nicht

one wanted to hear your opinion, because youeiner wünschte zu hören Ihre Meinung, weil Sie

were not recognized?waren nicht anerkannt?

Think back to your school days: How much2\16 Denken[-Sie] zurück zu Ihren Schultagen: Wie viel

fascination or joy of discovery did youFaszination oder Freude von Entdeckung taten Sie



experience there? During your training? Duringerleben da? Während Ihrer Ausbildung? Während

your studies? Or in your first job? Here isIhrer Studien? Oder in Ihrem ersten Job? Hier ist

a question: Isn’t it easier to understand theeine Frage: Ist-nicht es leichter zu verstehen den

SEPPUKU effect if you put yourself in theSEPPUKU-Effekt falls Sie versetzen sich-selbst in die

role of an employee whose pleasure in hisRolle von einem Mitarbeiter dessen Vergnügen in seiner

work and willingness has been (or is being)Arbeit und Bereitwilligkeit hat gewesen (oder ist seiend)

destroyed?zerstört?

These ideas are heretical! In other words they2\17 Diese Ideen sind ketzerisch! In anderen Worten sie

attack generally held views (= theangreifen allgemein gehaltene Sichtweisen (= die

views of those in authority). They areSichtweisen von jenen in Autorität). Sie sind

concerned with the many people (children, pupils,betroffen mit den vielen Leuten (Kindern, Schülern,

colleagues) who have already been harmed byKollegen) die haben bereits gewesen geschädigt von

the SEPPUKU effect; not with the few whodem SEPPUKU-Effekt; nicht mit den paar die

possess so much motivation and self-esteem thatbesitzen so viel Motivation und Selbstwertgefühl dass



this mechanism can do them no harm.dieser Mechanismus kann antun ihnen keinen Schaden.

These (few) are the exception. We are interestedDiese (paar) sind die Ausnahme. Wir sind interessiert

in the many, the fellow men and women whoin den vielen, den Mitmännern und Frauen die

seem to lack motivation and whose mentalscheinen zu mangeln Motivation und deren geistige

attitude we deplore.Einstellung wir beklagen.

Just think about your own attitude to2\18 Nur denken[-Sie] über Ihre eigene Einstellung zu

yourself.sich-selbst.

1. Are you satisfied with yourself?2\19 1. Sind Sie zufrieden mit sich-selbst?

2. Is your own work morale satisfactory?2\20 2. Ist Ihre eigene Arbeitsmoral zufriedenstellend?

3. Do you still really enjoy your work and2\21 3. Tun Sie noch wirklich genießen Ihre Arbeit und

can you develop your own powers ofkönnen Sie entwickeln Ihre eigenen Kräfte von

analysis and creativity?Analyse und Kreativität?

4. Do life and work still fill you with2\22 4. Tun Leben und Arbeit noch erfüllen Sie mit

joy and fascination?Freude und Faszination?



The more positively you are able to answer2\23 Je mehr positiv Sie sind fähig zu beantworten

these questions the less normal you are.diese Fragen desto weniger normal Sie sind.

Congratulations. As far as “normal” is concernedGlückwünsche. Soweit wie “normal” ist betroffen

Luke RHINEHART said so appropriately:Luke RHINEHART sagte so treffend:

“The consequences of a nation of normals2\24 “Die Konsequenzen von einer Nation von Normalen

are obvious: illness, misery, brutality ... andsind offensichtlich: Krankheit, Elend, Brutalität ... und

general despondency.”allgemeine Mutlosigkeit.”

Just read the papers and watch the2\25 Nur lesen[-Sie] die Zeitungen und ansehen[-Sie] die

gory evening news, night after night. Thisbluttriefenden Abendnachrichten, Nacht nach Nacht. Dies

has unfortunately become “normal” for us.hat unglücklicherweise geworden “normal” für uns.

If you have answered the above four questions2\26 Falls Sie haben beantwortet die obigen vier Fragen

(at least some of them) in the negative ...(wenigstens einige von ihnen) in dem Negativen ...

Doesn’t the SEPPUKU effect spread mostlyTut-nicht der SEPPUKU-Effekt verbreiten[-sich] meistens

among those in authority who are unsatisfiedunter denjenigen in Autorität die sind unzufrieden



and who grumble persistently? For example:und die nörgeln fortwährend? Für Beispiel:

Parents who continually nag at their children.2\27 Eltern die fortgesetzt herumnörgeln an ihren Kindern.

Partners who always think they know better.2\28 Partner die immer denken sie wissen besser.

Teachers who are afraid of their pupils2\29 Lehrer die sind in-Furcht von ihren Schülern

(and who then maintain that they have no(und die dann beharren dass sie haben kein

interest at all)!Interesse überhaupt)!

Managers who are very often critical and then2\30 Führungskräfte die sind sehr oft kritisch und dann

complain that their “samurais” are not committedbeschweren[-sich] dass ihre “Samurais” sind nicht engagiert

to their work and do not enjoy it?!zu ihrer Arbeit und tun nicht genießen sie?!

It’s a vicious circle since in the old days2\31 Es-ist ein Teufelskreis da in den alten Tagen

children, pupils, students, and colleagues didn’tKinder, Schüler, Studenten und Kollegen taten-nicht

question the standards of their parents, theirhinterfragen die Standards von ihren Eltern, ihrer

school, firm and government to the extent theySchule, Firma und Regierung zu dem Ausmaß sie

do today. But times have changed! And that’stun heute. Aber Zeiten haben geändert! Und das-ist



why: If you are concerned you couldwarum: Falls Sie sind betroffen Sie könnten

perhaps ask yourself if you are prepared andvielleicht fragen sich-selbst ob Sie sind vorbereitet und

capable to think about yourself critically. Since:fähig zu denken über sich-selbst kritisch. Da:

Once you have got to the bottom of the2\32 Sobald Sie haben gelangt zu dem Boden von dem

SEPPUKU effect you can do a lot aboutSEPPUKU-Effekt Sie können tun eine Menge über

it. You will discover that other people willes*. Sie werden entdecken dass andere Leute werden

react positively to this “do unto others” approachreagieren positiv zu diesem “Es-für-andere-tun”-Versuch

(as you would be done by).(wie Sie würden sein getan von**).

And it’s never too late! On the contrary! The2\33 Und es-ist niemals zu spät! An dem Gegenteil! Die

best time to take action (or to makebeste Zeit zu nehmen Aktion (oder zu machen

changes) wasn’t yesterday, and it isn’tÄnderungen) war-nicht gestern, und es ist-nicht

tomorrow; it’s today; to be more precise: NOW!morgen; es-ist heute; zu sein mehr genau: JETZT!

The trend towards dropping out (at least2\34 Die Tendenz hin-zu Steigen aus (wenigstens

* im Sinne von: Sie können eine Menge damit machen** spielt an auf: Was du willst, das man dir tu, das füg auch einem anderen zu.



partly) is growing. Many people have begunteilweise) ist wachsend. Viele Leute haben begonnen

to question yesterday’s (typically Western) systemzu hinterfragen gestriges (typisch westliches) System

of values. They are beginning to devote theirvon Werten. Sie sind beginnend zu widmen ihre

attention to “being” and not so much toAufmerksamkeit zu “Sein” und nicht so viel zu

the necessity of “having”. They are beginningder Notwendigkeit von “Haben”. Sie sind beginnend

to wonder whether it is worth polluting ourzu fragen, ob es ist wert verschmutzen unsere

environment (including our drinking water) inUmwelt (einschließend unser Trinkwasser) in

order to maintain our standard of living!Absicht zu erhalten unseren Standard von Leben!

They are beginning to think about some of theSie sind beginnend zu denken über einige von den

“foregone conclusions” of the old“eingefahrenen Schlussfolgerungen” von der alten

view of life!Sichtweise von Leben!

But unless our parents, teachers and leaders2\35 Aber wenn-nicht unsere Eltern, Lehrer und Führer

(both political and economic) start to(beides politisch und wirtschaftlich) anfangen zu

consider these questions as well, no one of userwägen diese Fragen ebenso, nicht einer von uns



has a chance! And if we are adults, ithat eine Chance! Und falls wir sind Erwachsene, es

is our turn now. We are the people, after all ...ist unser Dransein jetzt. Wir sind das Volk, nach allem ...

Part III: Anti-SEPPUKU effect strategyTeil III: Anti-SEPPUKU-Effekt-Strategie

for supervisors, teachers, parents, managersfür Vorgesetzte, Lehrer, Eltern, Führungskräfte

The following strategy has helped people to3\01 Die folgende Strategie hat geholfen Leuten zu

stop the SEPPUKU effect where it had alreadyaufhalten den SEPPUKU-Effekt wo er hatte bereits

started in the past or avoid itangefangen in der Vergangenheit oder vermeiden ihn

altogether. Since the first item concerns theüberhaupt. Da der erste Punkt betrifft die

PAST let us call it “stepVERGANGENHEIT lassen[-Sie] uns nennen ihn “Schritt

Zero”, because once you are through with itNull”, weil sobald Sie sind durch mit ihm

you do not have to reconsider it. All theSie tun nicht haben zu neuerwägen ihn. All die

other steps ought to be checked at leastanderen Schritte sollten zu sein geprüft wenigstens

every six months.alle sechs Monate.



The Anti-SEPPUKU planDer Anti-SEPPUKU-Plan

Step 0. List possible victims of the3\02 Schritt 0. Auflisten[-Sie] mögliche Opfer von dem

SEPPUKU effect within your company (organization,SEPPUKU-Effekt innerhalb Ihrer Firma (Organisation,

group, division, or shop): IdentifyGruppe, Abteilung, oder Laden): Identifizieren[-Sie]

past errors even if they are not yoursvergangene Fehler sogar falls sie sind nicht Ihre

(for instance, because you took over a group).(für Beispiel, weil Sie nahmen über eine Gruppe).

Step 1. Tell all concerned about3\03 Schritt 1. Erzählen[-Sie] allen Betroffenen über

SEPPUKU. Maybe even get one ofSEPPUKU. Vielleicht sogar erlangen[-Sie] einen von

the famous Japanese films or theden berühmten japanischen Filmen oder die

US-SHOGUN-serial on DVD and showUS-SHOGUN-Serie auf DVD und zeigen[-Sie]

either all of it as an introduction to theentweder alles von dem als eine Einführung zu dem

samurai life style or at least show someSamurai-Leben-Stil oder wenigstens zeigen[-Sie] einige

scenes, including SEPPUKU. (SHOGUN containsSzenen, einschließend SEPPUKU. (SHOGUN enthält

three almost-SEPPUKUs: two male samurais anddrei Beinahe-SEPPUKUs: zwei männliche Samurais und



one of a female samurai.)einen von einer weiblichen Samurai.)

Step 2. Tell them about the3\04 Schritt 2. Erzählen[-Sie] ihnen über den

SEPPUKU effect and about your realization thatSEPPUKU-Effekt und über Ihre Erkenntnis dass

some of that might have happened in thiseiniges von jenem könnte haben geschehen in dieser

group in the past and that you wouldGruppe in der Vergangenheit und dass Sie würden

like to find out and/or to change that.mögen zu finden heraus und/oder zu ändern jenes.

Step 3. Invite everybody to write you3\05 Schritt 3. Einladen[-Sie] jeden zu schreiben Ihnen

a letter to be delivered on Friday afternoon.einen Brief zu sein geliefert an Freitag Nachmittag.

You will read these letters over the weekend.Sie werden lesen diese Briefe über das Wochenende.

This letter might even be anonymous. In itDieser Brief könnte sogar sein anonym. In ihm

someone might say anything, for instancejemand könnte sagen etwas, für Beispiel

complain about a situation in thebeschweren[-sich] über eine Situation in der

past where he or she felt they hadVergangenheit wo er oder sie fühlte sie haben

been “handled unfairly”.gewesen “behandelt unfair”.



Step 4. That weekend do not make3\06 Schritt 4. Jenes Wochenende tun[-Sie] nicht machen

(any) other plans! Read the letters or(irgendwelche) anderen Pläne! Lesen[-Sie] die Briefe oder

think about it if none come ...nachdenken[-Sie] über es falls keiner gekommen ...

One of the fears clients voice is that some3\07 Eine von den Ängsten Kunden äußern ist dass einige

people might “take advantage”, but pleaseLeute könnten “nehmen Vorteil”, aber bitte

consider: Anyone taking advantage has beenerwägen[-Sie]: Jeder nehmend Vorteil hat gewesen

HURT to the point of presently not beingVERLETZT zu dem Punkt von derzeit nicht seiend

able to achieve much or to enjoy doing afähig zu leisten viel oder zu genießen tuend einen

good job.guten Job.

Whether he had been “messed up” in school, in3\08 Ob er hatte gewesen “verdorben” in Schule, in

a former company (or division) or in youreiner früheren Firma (oder Abteilung) oder in Ihrer

company (possibly even in your care) doesFirma (möglicherweise sogar in Ihrer Obhut) tut

not really matter. All that matters is thatnicht wirklich wichtig-sein. Alles was wichtig-ist ist dass

you have a “half-dead samurai” in yourSie haben einen “halbtoten Samurai” in Ihrer



group. Either find things he can do andGruppe. Entweder finden[-Sie] Dinge er kann tun und

gradually build his self-confidence up orgraduell bauen sein Selbstvertrauen auf oder

help him to find a spot in which hehelfen[-Sie] ihm zu finden einen Punkt in welchem er

might be happier in the future.könnte sein glücklicher in der Zukunft.

(Just in case you are thinking most of your(Nur in Fall Sie sind denkend meiste von Ihren

people might take advantage you are eitherLeuten könnten nehmen Vorteil Sie sind entweder

in the wrong company or you may not bein der falschen Firma oder Sie können nicht sein

as good a supervisor as you thought?)so gut ein Vorgesetzter wie Sie dachten?)

In one case we had a lady who was3\09 In einem Fall wir hatten eine Dame die war

mentally totally “overstretched” where she was.geistig total “überdehnt*” wo sie war.

When asked what she would like to do ifWenn gefragt was sie würde mögen zu tun falls

she really had a free choice, she said thatsie wirklich hätte eine freie Wahl, sie sagte dass

actually she would be quite happy to manageeigentlich sie würde sein ganz glücklich zu führen

* im Sinne von: überfordert **



the snack-corner which was open during alldie Imbissecke welche war offen während aller

hours where employees could have a biteStunden wo Mitarbeiter konnten haben einen Bissen

to eat and sit for a few moments. Itzu essen und sitzen für ein paar Momente. Es

had become somewhat of a socialhatte geworden irgendwas von einem sozialen

meeting place and she had strong social interestsTreffpunkt und sie hatte starke soziale Interessen

but little in the paperwork she had beenaber kleine in der Papierarbeit sie hatte gewesen

assigned to by someone in the past whozugewiesen zu von jemandem in der Vergangenheit der

never realized that she was a “people-person”.niemals erkannte dass sie war eine “Leute-Person”.

The funny thing is this: the man who presently3\10 Das lustige Ding ist dies: der Mann der derzeit

had to manage the snack-corner had beenhatte zu führen die Imbissecke hatte gewesen

promised that it would only be temporaryversprochen dass es würde nur sein vorübergehend

because someone had left the company inweil jemand hatte verlassen die Firma in

a hurry. Out of fear for “his job”, heeiner Eile. Heraus von Angst für “seinen Job”, er

never said anything, although he also was aniemals sagte etwas, obwohl er auch war ein



“half-dead” samurai, going through the motions“halbtoter” Samurai, gehend durch die Regungen*

dreaming frequently of an alternative work life ...träumend häufig von einem alternativen Arbeitsleben ...

So here we had two half-dead samurais bothSo hier wir hatten zwei halbtote Samurais beide

of whom lived fully again, after thevon denen auflebten vollständig wieder, nachdem der

switch had been made. He had alwaysTausch hatte gewesen gemacht. Er hatte immer

loved paperwork and felt very hurt as longgeliebt Papierarbeit und gefühlt sehr verletzt solange

as he had to “serve” (food) while shewie er hatte zu “servieren” (Essen) während sie

couldn’t wait to exchange the hatedkonnte-nicht warten zu austauschen den verhassten

paperstuff for his place in the snack-cornerPapierkram für seinen Platz in der Imbissecke

which she renamed “THE Company Well”welche sie umbenannte “DER Firmenbrunnen”

immediately. She also installed a smallunmittelbar. Sie auch installierte einen kleinen

waterspouting “well” which people came to love soon.wasserspeienden“Brunnen” welchen Leuten kamen zu lieben bald.

Of course it is not always that easy, sometimes3\11 Natürlich es ist nicht immer so leicht, manchmal

* die Redewendung bedeutet: etwas völlig mechanisch tun; nur so tun, als ob



you have to switch several people around inSie haben zu tauschen mehrere Leute reihum in

order to correct mistakes of the pastAbsicht zu korrigieren Fehler von der Vergangenheit

– but you get the idea.– aber Sie erlangen die Idee.

The more PRODUCTION-orientated people are, the3\12 Je mehr PRODUKTIONS-orientiert Leute sind, desto

more they hate jobs in which they mustmehr sie hassen Jobs in welchen sie müssen

small-talk with others on a regular basissmall-talken mit anderen auf einer regelmäßigen Basis

(and vice versa). This factor by itself(und umgekehrt). Dieser Faktor durch sich-selbst

already accounts for a lot of people inbereits zählt für eine Menge von Leuten in

various degrees of being dead already.verschiedenen Stadien von sein tot bereits.

Step 5. Once in a while this procedure3\13 Schritt 5. Einmal in einer Weile diese Prozedur

will unearth someone who does notwird ausgraben jemanden der tut nicht

fit in anywhere. It might be better topassen hinein irgendwo. Es könnte sein besser zu

offer them a going-away present (a “goldenanbieten ihnen ein Abgangsgeschenk (einen “goldenen

handshake”) if we find out that there reallyHandschlag”) falls wir finden heraus dass da wirklich



is no place for someone with his or herist kein Platz für jemanden mit seinen oder ihren

specific talents in our group (company,spezifischen Talenten in unserer Gruppe (Firma,

organization or division). Sometimes people “likeOrganisation oder Abteilung). Manchmal Leute “wie

that” have been wanting to leave butjene” haben gewesen wünschend zu weggehen aber

never quite had the guts to think aboutniemals ganz hatten die Därme* zu denken über

this decision properly. The money helps themdiese Entscheidung richtig. Das Geld hilft ihnen

to make the decision and some people arezu machen die Entscheidung und einige Leute sind

just better placed outside of your domain.nur besser platziert außerhalb von Ihrem Einflussbereich.

Sometimes clients say that they really would3\14 Manchmal Kunden sagen dass sie wirklich würden

have liked not to find such a person. Buthaben gemocht nicht zu finden solch eine Person. Aber

please realize: If you had not foundbitte erkennen[-Sie]: Falls Sie hätten nicht gefunden

them out by activating the Anti-SEPPUKU plansie heraus durch Aktivieren den Anti-SEPPUKU-Plan

now, they could have done a lot ofjetzt, sie könnten haben getan eine Menge von

* im Sinne von: hatten den Mumm



damage and “infected” a lot of otherSchaden und “infiziert” eine Menge von anderen

people, for whom we can find a betterLeuten, für die wir können finden einen besseren

place within the organization. If you thinkPlatz innerhalb der Organisation. Falls Sie denken

on a large time scale – it’s always worthauf einem großen Zeitmaßstab – es-ist immer wert

it. Sometimes employees can find a newes. Manchmal Mitarbeiter können finden einen neuen

place within the organization, sometimes twoPlatz innerhalb der Organisation, manchmal zwei

people might even exchange places, as in theLeute könnten sogar tauschen Plätze, wie in dem

example of the snack-corner above (six moreBeispiel von der Imbissecke oben (sechs weitere

fascinating cases in point will follow in partfaszinierende Fälle in Punkt werden folgen in Teil

IV, below).IV, unten).

Sometimes a task no one wants to do3\15 Manchmal eine Aufgabe nicht einer wünscht zu tun

might be farmed out to a whole group. Inkönnte sein gegeben aus zu einer ganzen Gruppe. In

one case the job of making fresh sandwicheseinem Fall der Job von Machen frische Sandwichs

three times a day had been outsourced anddrei Mal ein Tag hatte gewesen ausgegliedert und



the new service-company delivered but could notdie neue Dienstleisterfirma lieferte aber konnte nicht

place them into the sandwich-dispenser (whichplatzieren sie in dem Sandwichautomat (welcher

kept them fresh). So the group decided tohielt sie frisch). So die Gruppe entschied zu

create a lottery for Monday morning whichschaffen eine Lotterie für Montag Morgen welche

decided who would do it on anyentschied wer würde tun es an irgendeinem

particular day. Sometimes, if the lottery “hit”bestimmten Tag. Manchmal, falls die Lotterie “traf”

someone on two days within a week muchjemanden an zwei Tagen innerhalb einer Woche viel

good natured laughter went with this “fate”gutmütiges Gelächter ging mit diesem “Schicksal”

– but it was laughter with the person in case,– aber es war Gelächter mit der Person in Fall,

not about him or her.nicht über ihn oder sie.

Part IV: TALENT SEARCH – A dialogueTeil IV: TALENTSUCHE – Ein Dialog

It is weird but many people have no idea4\01 Es ist komisch aber viele Leute haben keine Idee

what they would really like to do if givenwas sie würden wirklich mögen zu tun falls gegeben



a chance. Therefore Vera F. Birkenbihl haseine Chance. Daher Vera F. Birkenbihl hat

devised a plan for individuals to findersonnen einen Plan für Einzelpersonen zu finden

out by themselves (if you can readheraus durch sich-selbst (falls Sie können lesen

German there is an e-book called Talent-Portfolio).Deutsch da ist ein e-Buch genannt Talent-Portfolio).

But if someone is willing to help us weAber falls jemand ist willig zu helfen uns wir

can ask ourselves the questions (below). It iskönnen fragen uns-selbst die Fragen (unten). Es ist

important that the answers be given QUICKLYwichtig dass die Antworten sind gegeben SCHNELL

and recorded so that you can relistenund aufgezeichnet so dass Sie können wiederanhören

to them later and stop and think atzu ihnen später und anhalten und nachdenken bei

any given point. It is also important toirgendeinem gegebenen Punkt. Es ist auch wichtig zu

repeat similar questions exactly as you findwiederholen ähnliche Fragen genau wie Sie finden

them in the list – there is a purpose behindsie in der Liste – da ist ein Zweck hinter

it. (These questions have stood the test ofdem. (Diese Fragen haben bestanden den Test von

time for many years, so it would be a pityZeit für viele Jahre, so es würde sein ein Jammer



to minimize their efficiency by makingzu minimieren ihre Wirksamkeit durch Machen

changes, wouldn’t it?)Änderungen, würde-nicht es?)

When asked if someone may simply take this4\02 Wenn gefragt ob jemand kann einfach nehmen diese

list and answer in writing, the answer isListe und antworten in Schreiben, die Antwort ist

90% NO. Firstly we tend to think along90% NEIN. Erstens wir neigen zu denken entlang

other mental lines when talking, it is muchanderen geistigen Linien wenn redend, es ist viel

more close to THINKING (which is talking tomehr nahe zu DENKEN (welches ist Reden zu

oneself). Unless you are someone whosich-selbst). Wenn-nicht Sie sind jemand der

regularly THINKS IN WRITING you mightregelmäßig DENKT IN SCHREIBEN Sie könnten

not get answers from the right “corners”nicht erlangen Antworten aus den richtigen “Ecken”

of your vast subconscious. Secondly youvon Ihrem riesigen Unterbewusstsein. Zweitens Sie

will be able to speak much more quicklywerden sein fähig zu sprechen viel mehr schnell

than you can write. If you getals Sie können schreiben. Falls Sie erlangen

someone to RECORD the questions (with ajemanden zu AUFZEICHNEN die Fragen (mit einer



20 second break after each) and you want to20-Sekunden-Pause nach jeder) und Sie wünschen zu

go at it alone later – that might be agehen an es allein später – jenes könnte sein ein

good compromise (if the question “can’t Iguter Kompromiss (falls die Frage “kann-nicht ich

write?” really means “can’t I do thisschreiben?” wirklich bedeutet “kann-nicht ich tun dies

without a witness?”)ohne einen Zeugen?”)

You see, one of the things that made a4\03 Sie sehen, eines von den Dingen die machten einen

samurai a good samurai was his CALLING.Samurai einen guten Samurai war seine BERUFUNG.

His knowledge that he did what he had beenSein Wissen dass er tat was er hatte gewesen

born to do. The security that he had thegeboren zu tun. Die Sicherheit dass er hatte die

chance to become one of the best by findingChance zu werden einer von den besten durch Finden

out where his strengths lay and thenheraus wo seine Stärken lagen und dann

systematically training his talents. So one samuraisystematisch Trainieren seine Talente. So ein Samurai

might be better at sharpshooting arrows,konnte sein besser bei Scharfschießen Pfeile,

another with the sword and yet anotherein-anderer mit dem Schwert und wieder ein-anderer



with planning a route through unknown terrain.mit Planen eine Route durch unbekanntes Terrain.

We too need to find out what we areWir auch brauchen zu finden heraus was wir sind

best at, in order to be our best ...bestens bei, in Absicht zu sein unser Bester ...

10 Questions and Answers10 Fragen und Antworten

1. If you win 5 million dollars (tax-free),4\04 1. Falls Sie gewinnen 5 Millionen Dollar (steuerfrei),

what would you do first of all?was würden Sie tun zuallererst?

2. Are there any hobbies or interests for4\05 2. Sind da irgendwelche Hobbys oder Interessen für

which you hadn’t had time during thewelche Sie hatten-nicht gehabt Zeit während der

last years that you would like to take upletzten Jahre die Sie würden mögen zu nehmen auf

again? (Which ones?)wieder? (Welche einen?)

3. About half a year after you won the4\06 3. Etwa halb ein Jahr nachdem Sie gewannen die

lottery (after the “world tour”, the “luxury cruise”,Lotterie (nach der “Weltreise”, der “Luxuskreuzfahrt”,

or whatever) – where do you live?oder was-immer) – wo tun Sie leben?

4. How do you live? (Describe in some4\07 4. Wie tun Sie leben? (Beschreiben[-Sie] in einigen



details, but continue to speak quickly!)Details, aber fortsetzen[-Sie] zu sprechen schnell!)

5. What are your activities during the morning hours?4\08 5. Was sind Ihre Aktivitäten während der Morgenstunden?

6. What are your activities during the afternoon?4\09 6. Was sind Ihre Aktivitäten während des Nachmittags?

7. What are your activities during the evening?4\10 7. Was sind Ihre Aktivitäten während des Abends?

8. How much time will you invest in which4\11 8. Wie viel Zeit werden Sie investieren in welches

of your hobbies or special interest subjects?von Ihren Hobbys oder Spezial-Interesse-Themen?

9. Are there new interests you would like to4\12 9. Sind da neue Interessen Sie würden mögen zu

take up that you had never had timenehmen auf die Sie hatten niemals gehabt Zeit

or the money to pursue in the past?oder das Geld zu verfolgen in der Vergangenheit?

(Although this question reminds you of question(Obwohl diese Fragen erinnern Sie von Frage

number 2 the answer may produce a totallyNummer 2 die Antwort kann produzieren eine total

new activity. This is why we need all ofneue Aktivität. Dies ist warum wir brauchen alle von

these questions).diesen Fragen).

10. (The only question where thinking at length4\13 10. (Die einzige Frage wo Denken an Länge



is allowed): If there were a web-camist erlaubt): Falls da wäre eine Web-Kamera

constantly filming you during your waking hoursständig filmend Sie während Ihrer Wachstunden

and if we were to choose by someund falls wir wären zu wählen durch eine

randomizer function some 10 scenes per dayZufallsfunktion irgendwelche 10 Szenen pro Tag

(and if we were to repeat this on(und falls wir wären zu wiederholen dies an

at least ten randomly selected days) and ifwenigstens zehn zufällig ausgewählten Tagen) und falls

we would watch these scenes together: Whatwir würden ansehen diese Szenen zusammen: Was

kind of activity would we “catch” you atArt von Aktivität würden wir “erwischen” Sie bei

most often?meist oft?

You might find it fascinating to test these4\14 Sie könnten finden es faszinierend zu testen diese

questions with friends and neighbours first (andFragen mit Freunden und Nachbarn erst (und

have them ask you) before you bring it intolassen sie fragen Sie) bevor Sie bringen es in

the company (or organization). But the fact is:die Firma (oder Organisation). Aber das Faktum ist:

When people imagine what they would4\15 Wenn Leute vorstellen[-sich] was sie würden



“spend time on” when money was no object“verbringen Zeit auf” wenn Geld wäre kein Thema

they invariably find activities they love.sie ausnahmslos finden Aktivitäten sie lieben.

These activities however are a much better4\16 Diese Aktivitäten allerdings sind ein viel besserer

indicator of where our true talents lie.Hinweis von wo unsere wahren Talente liegen.

The last question (which cannot be asked inDie letzte Frage (welche kann-nicht sein gefragt in

isolation!) is a powerful thinking tool. LetIsolierung!) ist ein kraftvolles Denkwerkzeug. Lassen[-Sie]

us offer some case histories to illustrate.uns anbieten einige Fallgeschichten zu illustrieren.

People who have said things like ...Leute die haben gesagt Dinge wie ...

1. Talking on the phone1. Redend an dem Telefon

This person realized through these questions that4\17 Diese Person erkannte durch diese Fragen dass

he loves to connect with people who areer liebt zu verbinden[-sich] mit Leuten die sind

not present. Can this trait be usednicht anwesend. Kann diese Eigenschaft sein eingesetzt

in a positive way? In the company he hadin einer positiven Weise? In der Firma er hatte

to talk to customers personally. He had alwayszu reden zu Kunden persönlich. Er hatte immer



thought himself to be a people-person, butgedacht sich-selbst zu sein eine Leute-Person, aber

the answers above had shown traits ofdie Antworten oben hatten gezeigt Eigenschaften von

drawing back, of spending days on end inZiehen zurück, von Verbringen Tage an Ende* in

the forest observing wildlife, of being alone.dem Wald beobachtend Tierleben, von Sein allein.

However, on question 10 he realized that he didAllerdings, auf Frage 10 er erkannte dass er tat

love contact, but not personally. He and hislieben Kontakt, aber nicht persönlich. Er und sein

supervisor thought about this for a few daysVorgesetzter nachdachten über dies für ein paar Tage

and came up with a great solution:und kamen herbei mit einer großartigen Lösung:

Now he sits in the park with a cell phoneJetzt er sitzt in dem Park mit einem Handy

and portable PC, answering the hot-line (whereund tragbaren PC, beantwortend die Hotline (wo

people complain). He has all the facts atLeute beschweren[-sich]). Er hat all die Fakten an

his fingertips surfing in the company’s intranet,seinen Fingerspitzen surfend in dem Firmen-Intranet,

he is “alone” but not lonely, he does what heer ist “allein” aber nicht einsam, er tut was er

* im Sinne von: tagelang



loves doing and between calls he can smellliebt tun und zwischen Anrufen er kann riechen

the flowers ... Well, you get the picture.die Blumen ... Nun, Sie erlangen das Bild.

2. Reading technical journals2. Lesend Fachzeitschriften

This person used to love to keep totally4\18 Diese Person pflegte zu lieben zu halten[-sich] total

up-to-date during his graduate andauf-dem-Laufenden während ihrer Studenten- und

post-graduate days. Then, being on the job he justNachstudententage. Dann, seiend an dem Job er nur

never found the time anymore to read theniemals fand die Zeit mehr zu lesen die

magazines he used to enjoy before. He didZeitschriften er pflegte zu genießen zuvor. Er tat

not consciously realize this, however, it gnawednicht bewusst erkennen dies, allerdings, es nagte

at him. As a result he tried to keep upan ihm. Als ein Resultat er versuchte zu heben auf

every free minute, evenings, weekends, being ajede freie Minute, Abende, Wochenenden, seiend ein

bore to his family, never feeling free toLangweiler zu seiner Familie, niemals fühlend frei zu

go fishing with his sons (and if he didgehen fischen mit seinen Söhnen (und falls er tat

guess what he took along). So everybody hadraten[-Sie] was er nahm mit). So jeder hatte



to talk softly because dad was reading ...zu reden leise weil Papa war lesend ...

The dialogue showed him that in the scenes4\19 Der Dialog zeigte ihm dass in den Szenen

before the last question he pictured himselfvor der letzten Frage er verbildlichte sich-selbst

on a large cruiser, taking the sameauf einem großen Kreuzfahrtschiff, nehmend dieselbe

trip several times, happily sitting in big chairsReise mehrere Male, glücklich sitzend in großen Stühlen

on deck, and reading stacks of hisan Deck, und lesend Stapel von seinen

favourite magazines ...Lieblingszeitschriften ...

But the last question really drove the point4\20 Aber die letzte Frage wirklich fuhr den Punkt

home. He was very surprised but somehow alsoheim. Er war sehr überrascht aber irgendwie auch

relieved because he had never been able toerleichtert weil er hatte niemals gewesen fähig zu

understand his reading compulsion. He hadverstehen seinen Lese-Drang Er hatte

rationalized it as the necessity tovernünftig-gedeutet ihn als die Notwendigkeit zu

keep abreast with the news but nowhalten[-sich] auf-Höhe mit den Neuigkeiten aber jetzt

he realized for the first time that he simplyer erkannte für das erste Mal dass er einfach



LOVED to read and reflect on these kinds ofLIEBTE zu lesen und sinnieren an diesen Arten von

information, facts, and ideas.Information, Fakten, und Ideen.

This was one of the sessions where Vera F.4\21 Dies war eine von den Sitzungen wo Vera F.

Birkenbihl asked the questions (as a coach).Birkenbihl fragte die Fragen (als ein Trainer).

Later she and the man in question played theSpäter sie und der Mann in Frage abspielten die

sound track to his lady-boss. As they got toAufnahme zu seiner Chefin. Als sie gelangten zu

the tenth question she started to grin broadly.der zehnten Frage sie anfing zu grinsen breit.

“Oh that is great!”, she said, “I have“Oh das ist großartig!”, sie sagte, “ich habe

been searching far and wide and you weregewesen suchend weit und breit und Sie waren

here, right under my nose, this is funny!” Ithier, recht unter meiner Nase, dies ist lustig!” Es

appeared that she and other managersherausstellte[-sich] dass sie und andere Führungskräfte

on her level had decided to start aauf ihrer Ebene hatten entschieden zu anfangen eine

new technical journal in order to have aneue Fachzeitschrift in Absicht zu haben eine

platform to publish innovations and alsoPlattform zu veröffentlichen Neuerungen und auch



try to create a magazine which would inversuchen zu schaffen eine Zeitschrift welche würde in

a few years be recognized as important.ein paar Jahren sein anerkannt als wichtig.

Therefore they needed an editor who reallyDaher sie brauchten einen Redakteur der wirklich

knew the field but such a person would bekannte das Gebiet aber solch eine Person würde sein

too expensive as a full-time editor until the timezu teuer als ein Vollzeitredakteur bis die Zeit

when one had started to make a namewenn einer hatte angefangen zu machen einen Namen

for oneself and more authors would want tofür sich-selbst und mehr Autoren würden wünschen zu

be published. Now, here she had a person,sein veröffentlicht. Jetzt, hier sie hatte eine Person,

who could start as a part-time editor and yetdie konnte anfangen als ein Teilzeitredakteur und doch

do a great job, part of which wouldtun einen großartigen Job, Teil von welchem würde

be to read the other magazines so that hesein zu lesen die anderen Zeitschriften so dass er

could stop doing during times his familykonnte aufhören tun während Zeiten seine Familie

needed him. Of course he would be quite willingbrauchte ihn. Natürlich er würde sein ganz willig

to grow with the task and develop intozu wachsen mit der Aufgabe und entwickeln zu



a full-blown editor with time.einem erfahrenen Redakteur mit Zeit.

Thus another endangered samurai could be4\22 So ein-anderer gefährdeter Samurai konnte sein

“saved” to the benefit of the company and“gerettet” zu dem Profit von der Firma und

himself. You can guess who was reallysich-selbst. Sie können raten wer war wirklich

happy about this development: his family ...glücklich über diese Entwicklung: seine Familie ...

Studies have shown time and again: GoodStudien haben gezeigt Zeit und wieder*: Gute

“samurais” have happy family lives.“Samurais” haben glückliche Familienleben.

3. Having a meeting3. Habend ein Meeting

This person loved meetings. He was a “middle4\23 Diese Person liebte Meetings. Er war eine “mittlere

manager” and the letters of his peopleFührungskraft” und die Briefe von seinen Leuten

(see the plan, above) had shown that he called(siehe den Plan, oben) hatten gezeigt dass er rief

for meetings all the time. Now he realizedfür Meetings all die Zeit. Jetzt er erkannte

WHY. Because HE loved to be in meetings.WARUM. Weil ER liebte zu sein in Meetings.

* im Sinne von: wieder und wieder



That’s how it was.Das-ist wie es war.

Having understood that, his boss and he talked4\24 Habend verstanden jenes, sein Chef und er redeten

about his gift of understanding quickly whatüber seine Gabe von verstehen schnell was

people were saying and of being able to reportLeute waren sagend und von sein fähig zu berichten

this to others. Is there a niche for someonedies zu anderen. Ist da eine Nische für jemanden

like this in most organizations? You bet!wie diesen in meisten Organisationen? Du wettest!

This man now became the4\25 Dieser Mann jetzt wurde der

company’s main representative (something like anFirmen-Haupt-Vertreter (etwas wie ein

ambassador): he was to visit every conferenceBotschafter): er war zu besuchen jede Konferenz

anywhere where other participants might beirgendwo wo andere Teilnehmer könnten sein

potential clients for his company as participantsmögliche Kunden für seine Firma da Teilnehmer

can network with others formally orkönnen netzwerken mit anderen formell oder

informally. From now on he would accompany theinformell. Von jetzt an er würde begleiten das

team going to exhibitions and “call”Team gehend zu Ausstellungen und “einberufen”



conferences, inviting customers (client parliaments)Konferenzen, einladend Kunden (Kundenparlamente)

or subcontractors – thus using his greatoder Subunternehmer – so einsetzend seine großartige

communicative gift in ways that profited thekommunikative Gabe in Wegen die nutzten der

company. It was nice to be in a meetingFirma. Es war nett zu sein in einem Meeting

with him, just not up to ten times withinmit ihm, nur nicht bis zu zehn Mal innerhalb

the same week. The group he used to managederselben Woche. Die Gruppe er pflegte zu führen

decided to hold only one weekly meeting inentschied zu halten nur ein wöchentliches Meeting in

the future in which they would exchangeder Zukunft in welchem sie würden tauschen

information and discuss anything that concernedInformation und diskutieren etwas das betraf

everybody. So all concerned were much happierjeden. So alle Betroffenen waren viel glücklicher

than before.als zuvor.

4. Computer-work4. Computerarbeit

This person had once been hired to do4\26 Diese Person hatte einmal gewesen angeheuert zu tun

certain computer work and had been quite willinggewisse Computerarbeit und hatte gewesen ganz willig



to do it. However, daily routine required thatzu tun sie. Allerdings, tägliche Routine erforderte dass

she answer the phone for a colleague whosie beantwortete das Telefon für eine Kollegin die

seemed to be running around constantly, so thatschien zu sein laufend herum ständig, so dass

this computer worker often had to talk todiese Computerarbeiterin oft hatte zu reden zu

people (“That isn’t why I wanted to workLeuten (“Das ist-nicht warum ich wünschte zu arbeiten

with a machine!” she said). Also, people weremit einer Maschine!” sie sagte). Auch, Leute waren

constantly checking whether the permanentlyständig prüfend ob die durchgehend

absent lady was present so that theabwesende Dame war anwesend so dass die

computer worker had developed an ulcer.Computerarbeiterin hatte entwickelt ein Magengeschwür.

This dialogue showed her suddenly what was4\27 Dieser Dialog zeigte ihr unvermittelt was war

happening, and she told her boss: “Either Igeschehend und sie sagte ihrem Chef: “Entweder ich

get my own cubicle (no matter how small)erlange meine eigene Kabine (keine Sache wie klein)

where I can work without constantwo ich kann arbeiten ohne ständige

interruptions (and without a phone) or I’mUnterbrechungen (und ohne ein Telefon) oder ich-bin



going to find a job where they will letgehend zu finden einen Job wo sie werden lassen

me work.” (We know that people who reallymich arbeiten.” (Wir wissen dass Leute die wirklich

know what they are doing quite often are muchwissen was sie sind tuend ganz oft sind viel

sought after even if lesser skilled personsgesucht nach sogar falls weniger ausgebildete Personen

are hunting jobs ...). Anyway, in this case, thesind jagend Jobs ...). Sowieso, in diesem Fall, die

talkative lady who constantly ran around becauseredselige Dame die ständig lief herum weil

her computer worker room mate was not willing toihre Computer-Arbeiter-Zimmer-Genossin war nicht willig zu

talk would now stay put. Another ladyreden würde jetzt werden versetzt. Eine-andere Dame

was put with her with whom she couldwurde versetzt zu ihr mit der sie konnte

exchange a few minutes chat here and there.tauschen ein paar Minuten Plausch hie und da.

There are people like that who will witherDa sind Leute wie jene die werden verdorren

if they cannot have some “humanfalls sie können-nicht haben einige “menschliche

islands” within their work.Inseln” innerhalb ihrer Arbeit.

One year later, the computer worker had become4\28 Ein Jahr später, die Computerarbeiterin hatte geworden



fast friends with the talkative lady whom shedicke Freunde mit der redseligen Dame die sie

could not stand during working hours. In thekonnte nicht ausstehen während Arbeitsstunden. In dem

evening and on weekends she now enjoyedAbend und an Wochenenden sie jetzt genoss

spending time with her, as long as during workverbringen Zeit mit ihr, solange wie während Arbeit

they let her do her job.sie ließen sie tun ihren Job.

5. Dancing in the rain?5. Tanzend in dem Regen?

This person had taken a job just to4\29 Diese Person hatte angenommen einen Job nur zu

finance several fitness-sessions because fitness wasfinanzieren mehrere Fitnesssitzungen weil Fitness war

his one and only. Visualizing himself as asein Ein und Einziges. Vorstellend sich-selbst als ein

millionaire he realized two things: Firstly he wouldMillionär er erkannte zwei Dinge: Erstens er würde

be able to pay any fitness-studio. Hissein fähig zu zahlen irgendein Fitnessstudio. Seine

“trip-around-the-world” (most people wish for)“Reise-rundum-die-Welt” (meiste Leute wünschen für)

had been a trip around the country tohatte gewesen eine Reise durch das Land zu

study fitness-centers, but soon he saw himselfstudieren Fitnesszentren, aber bald er sah sich-selbst



buying at least one close to home in orderkaufen wenigstens eines nahe zu Daheim in Absicht

to be able to get everything exactly as hezu sein fähig zu erlangen alles genau wie er

wanted it. Soon he saw himself managing thewünschte es. Bald er sah sich-selbst führen den

shop, because he also realized he wanted toLaden, weil er auch erkannte er wünschte zu

spend some 15 to 20 hours working outverbringen einige 15 bis 20 Stunden arbeitend aus*

but not 50 to 90!aber nicht 50 bis 90!

This was one of the dialogues which we had4\30 Dies war einer von den Dialogen welchen wir hatten

done in a coaching session (in small shops orgetan in einer Trainingssitzung (in kleinen Läden oder

small departments of larger companies peoplekleinen Abteilungen von größeren Firmen Leute

often prefer a neutral dialogue partner tooft vorziehen einen neutralen Dialogpartner zu

a colleague doing it), so when we played iteinem Kollegen tuend es), so als wir abspielten es

to the boss he at first reacted “normally”: “Well,zu dem Chef er zuerst reagierte “normal”: “Nun,

I do not see any niche in ourich tue nicht sehen irgendeine Nische in unserer

* im Sinne von: trainierend



company ...”Firma ...”

But this was 1995 when more and more4\31 Aber dies war 1995 als mehr und mehr

companies began to realize that too manyFirmen begannen zu erkennen dass zu viele

people ate too much fast food, that they didLeute aßen zu viel Schnellkost, dass sie taten

not exercise enough and that some companiesnicht üben[-sich] genug und dass einige Firmen

who had already begun installing fitness-centersdie hatten bereits begonnen installieren Fitnesszentren

within the company had noticed: illness wentinnerhalb der Firma hatten bemerkt: Krankheit ging

down and morale went up – and stayed up.runter und Stimmung ging rauf – und blieb oben.

So we suggested that the time might be ripeSo wir vorschlugen dass die Zeit könnte sein reif

to consider the long term effects. We then camezu erwägen die Langzeitwirkungen. Wir dann kamen

up with a compromise: the company rentedherbei mit einem Kompromiss: die Firma mietete

certain hours at a nearby fitness-centergewisse Stunden in einem nahegelegenen Fitnesszentrum

where employees could go and talk freelywohin Mitarbeiter konnten gehen und reden frei

about company matters since they were amongüber Firmenbelange da sie waren unter



themselves and our man would be there allsich-selbst und unser Mann würde sein da all

these hours (working out free of charge) anddiese Stunden (arbeitend aus frei von Gebühr) und

be the go-between between fitness-center and company.sein der Mittelsmann zwischen Fitnesszentrum und Firma.

Well, two years later the company opened its4\32 Nun, zwei Jahre später die Firma eröffnete ihr

own fitness-center and last we heard theyeigenes Fitnesszentrum und letztens wir hörten sie

have installed one of the new DVD-beamershaben installiert einen von den neuen DVD-Projektoren

with a very wide screen where thosemit einem sehr breiten Bildschirm wo jene

“bicycling” and “walking” can watch Vera“Radfahrenden” und “Walkenden” können ansehen Vera

F. Birkenbihl live or her TV series. She likes that.F. Birkenbihl live oder ihre TV-Serien. Sie mag das.

6. Teaching6. Lehren

This person had started out in the4\33 Diese Person hatte gestartet aus in der

training department, had then been offeredAusbildungsabteilung, hatte dann gewesen angeboten

another position by one of hiseine-andere Position von einem von seinen

seminar-participants whom he really liked andSeminarteilnehmern den er wirklich mochte und



loved to work for. This boss, however, soonliebte zu arbeiten für. Dieser Chef, allerdings, bald

went to another company and our samuraiging zu einer-anderen Firma und unser Samurai

suddenly found himself working for aunvermittelt fand sich-selbst arbeitend für einen

“daimyo” he did not like. Soon the job“Daimyo” er tat nicht mögen. Bald der Job

turned out to be dull, much duller thanstellte[-sich] heraus zu sein öde, viel öder als

teaching. He did not realize that he hadLehren. Er tat nicht erkennen, dass er hatte

originally made the switch because of thatursprünglich gemacht den Tausch aufgrund von jener

person. This is a very good example of whyPerson. Dies ist ein sehr gutes Beispiel von warum

it is good to do the dialogue with a persones ist gut zu tun den Dialog mit einer Person

one trusts. He decided to talk to hiseiner vertraut. Er entschied zu reden zu seinem

former supervisor in training. This lady wouldfrüheren Vorgesetzten in Ausbildung. Diese Dame würde

be glad to get him back and started tosein froh zu erlangen ihn zurück und anfing zu

“request” him through channels and soon he was“anfordern” ihn durch Kanäle und bald er war

back where he ought to be anyway.zurück wo er sollte zu sein sowieso.



We could give you many more examples –4\34 Wir könnten geben Ihnen viel mehr Beispiele –

but you get the point.aber Sie erlangen den Punkt.

There are quite a few people not quite happy4\35 Da sind ganz ein paar Leute nicht ganz glücklich

with what they are doing and neither they normit was sie sind tuend und weder sie noch

their supervisors ever realize this. So peopleihre Vorgesetzten jemals erkennen dies. So Leute

start blaming each other, bosses think lessanfangen tadeln einander, Chefs denken weniger

of their employees, these do not like “thevon ihren Mitarbeitern, diese tun nicht mögen “die

company” or “the customers” (who are constantlyFirma” oder “die Kunden” (die sind ständig

interrupting what they consider as work).unterbrechend was sie betrachten als Arbeit).

We have lots of companies and other4\36 Wir haben Mengen von Firmen und anderen

organizations, which could really benefit fromOrganisationen, welche könnten wirklich profitieren von

an Anti-SEPPUKU effect plan, if someone wereeinem Anti-SEPPUKU-Effekt-Plan, falls jemand wäre

to implement it. But who? You maybe?zu umsetzen ihn. Aber wer? Sie vielleicht?

When do you want to start ...?Wann tun Sie wünschen zu anfangen ...?



The SEPPUKU effect©by Vera F. Birkenbihl

Part I:SEPPUKU

1/01 SEPPUKU is a Japanese word. It describes the ritual suicidecommitted by a samurai if he had lost face or if a loss of face wasimminent. The education of every samurai taught him that heshould under no circumstances lose face. As a result the samuraiaccepted that an honourable death was the only way to wipe outsuch a disgrace.

1/02 Since the samurais were the aristocrats (= the highest of the foursocial castes in Japan) it is not surprising that there were alsofemale samurais. Men committed HARA-KIRI (hara meaningstomach) while the ladies cut open their jugular veins.

1/03 Let us suppose we also had the tradition of SEPPUKU. Imaginethat for a moment! What might be the consequences?

1/04 SEPPUKU was a right as well as a duty.

1/05 Even the most humble samurai was entitled to SEPPUKU if hehad lost face or if a loss of face might be imminent.

1/06 If you wanted to get rid of a samurai it was quite simple. Just sayor write a few insulting words which challenged his sense of self-worth. These were enough to bring about SEPPUKU. But thereare two sides to every coin.

1/07 If one did not want to lose a capable, qualified samurai, who hadundergone years of training one should never make a “stupid”remark, as this could result in SEPPUKU. So the “boss” (thedaimyo) had to be rather self-disciplined, too.

1/08 Who could trigger off SEPPUKU? Mainly two groups of people.Firstly: all samurais and daimyos of a higher rank (in other wordsa boss). Secondly: every samurai of the same rank within thehierarchy (in other words a colleague). Just ask yourself:

1/09 - How many of your bosses would have had to commit SEPPUKUlong ago?

1/10 - Which of your colleagues?

1/11 - Which of your employees or children?

1/12 - And you, would you still be alive?



Part II:The SEPPUKU effect

2/01 In every situation where a samurai would have committedSEPPUKU, a little bit dies here, too:

2/02 - Whenever someone’s self-esteem (or “face”) is attacked a littlebit of our pleasure in our work dies, too.

2/03 - Whenever someone is criticized a little bit of self-confidence,the basis for achievement and success, dies, too (the “daimyo’s”success as well).

2/04 - Whenever we are self-opinionated, other people’s willingnessto put themselves out for us dies a little.

2/05 - Whenever we don’t listen to others properly a little of theirwillingness to show understanding for us and our ideas, problemsand wishes dies.

2/06 - Whenever we have no time for others a little bit of their goodwill dies.

2/07 - Whenever a partner notices that we have no understanding forhim, he dies a little.

2/08 The more often he experiences such situations the greater theSEPPUKU effect and the greater the problems which you willhave if you still want to try to motivate him.

2/09 1. Anyone who undermines someone’s joie de vivre (Germanscall it “Lebensfreude”) or causes him to have feelings of reluctance,to doubt his own ability or to lose face brings about (or intensifies)the SEPPUKU effect.

2/10 2. To some extent every SEPPUKU situation destroys the workmorale, the pleasure in learning, and the ability to think and towork together cooperatively.

2/11 The people who achieve the most are always those who enjoy(difficult) tasks, being able to experience fascination (instead offear of criticism). These people motivate themselves since theywant to keep or achieve the recognition of those around them!But if they aren’t successful they wonder: Is it worthwhile makingany effort at all?

2/12 “But that can’t be right!” is the reaction often heard (from topmanagers).



2/13 Is that really true? Is it realistic to suppose that lack of motivationis the fault of all those people who suffer from it (be it colleagues,apprentices, pupils or salesmen)?

2/14 What do we mean when we say: “It’s their fault?” Is it reallyrealistic to assume that all those in authority (parents, teachers,instructors, bosses, etc.) are not responsible?

2/15 Just think back a little. You too were in a subordinate position.You too worked for a boss. Didn’t you too sometimes have dayswhen you would rather have not gone to work? Days when yourheart sank? Days when you were annoyed, when your “daimyos”made decisions which were so obviously mistaken. Days whenyou suffered because no one wanted to hear your opinion, becauseyou were not recognized?

2/16 Think back to your school days: How much fascination or joy ofdiscovery did you experience there? During your training? Duringyour studies? Or in your first job? Here is a question: Isn’t iteasier to understand the SEPPUKU effect if you put yourself inthe role of an employee whose pleasure in his work and willingnesshas been (or is being) destroyed?

2/17 These ideas are heretical! In other words they attack generallyheld views (= the views of those in authority). They are concernedwith the many people (children, pupils, colleagues) who havealready been harmed by the SEPPUKU effect; not with the fewwho possess so much motivation and self-esteem that thismechanism can do them no harm. These (few) are the exception.We are interested in the many, the fellow men and women whoseem to lack motivation and whose mental attitude we deplore.

2/18 Just think about your own attitude to yourself.

2/19 1. Are you satisfied with yourself?

2/20 2. Is your own work morale satisfactory?

2/21 3. Do you still really enjoy your work and can you develop yourown powers of analysis and creativity?

2/22 4. Do life and work still fill you with joy and fascination?

2/23 The more positively you are able to answer these questions theless normal you are. Congratulations. As far as “normal” isconcerned Luke RHINEHART said so appropriately:

2/24 “The consequences of a nation of normals are obvious: illness,misery, brutality ... and general despondency.”



2/25 Just read the papers and watch the gory evening news, night afternight. This has unfortunately become “normal” for us.

2/26 If you have answered the above four questions (at least some ofthem) in the negative ... Doesn’t the SEPPUKU effect spreadmostly among those in authority who are unsatisfied and whogrumble persistently? For example:

2/27 - Parents who continually nag at their children.

2/28 - Partners who always think they know better.

2/29 - Teachers who are afraid of their pupils (and who then maintainthat they have no interest at all)!

2/30 - Managers who are very often critical and then complain thattheir “samurais” are not committed to their work and do not enjoyit?!

2/31 It’s a vicious circle since in the old days children, pupils, students,and colleagues didn’t question the standards of their parents, theirschool, firm and government to the extent they do today. But timeshave changed! And that’s why: If you are concerned you couldperhaps ask yourself if you are prepared and capable to think aboutyourself critically. Since:

2/32 Once you have got to the bottom of the SEPPUKU effect you cando a lot about it. You will discover that other people will reactpositively to this “do unto others” approach (as you would bedone by).

2/33 And it’s never too late! On the contrary! The best time to takeaction (or to make changes) wasn’t yesterday, and it isn’ttomorrow; it’s today; to be more precise: NOW!

2/34 The trend towards dropping out (at least partly) is growing. Manypeople have begun to question yesterday’s (typically Western)system of values. They are beginning to devote their attention to“being” and not so much to the necessity of “having”. They arebeginning to wonder whether it is worth polluting our environment(including our drinking water) in order to maintain our standardof living! They are beginning to think about some of the “foregoneconclusions” of the old view of life!

2/35 But unless our parents, teachers and leaders (both political andeconomic) start to consider these questions as well, no one of ushas a chance! And if we are adults, it is our turn now. We are thepeople, after all ...



Part III:

Anti-SEPPUKU effect strategy for supervisors, teachers,parents, managers

3/01 The following strategy has helped people to stop the SEPPUKUeffect where it had already started in the past or avoid it altogether.Since the first item concerns the PAST let us call it “step Zero”,because once you are through with it you do not have to reconsiderit. All the other steps ought to be checked at least every six months.

The Anti-SEPPUKU plan

3/02 Step 0. List possible victims of the SEPPUKU effect within yourcompany (organization, group, division, or shop): Identify pasterrors even if they are not yours (for instance, because you tookover a group).

3/03 Step 1. Tell all concerned about SEPPUKU. Maybe even get oneof the famous Japanese films or the US-SHOGUN-serial on DVDand show either all of it as an introduction to the samurai lifestyle or at least show some scenes, including SEPPUKU.(SHOGUN contains three almost-SEPPUKUs: two male samuraisand one of a female samurai.)

3/04 Step 2. Tell them about the SEPPUKU effect and about yourrealization that some of that might have happened in this group inthe past and that you would like to find out and/or to change that.

3/05 Step 3. Invite everybody to write you a letter to be delivered onFriday afternoon. You will read these letters over the weekend.This letter might even be anonymous. In it someone might sayanything, for instance complain about a situation in the past wherehe or she felt they had been “handled unfairly”.

3/06 Step 4. That weekend do not make (any) other plans! Read theletters or think about it if none come ...

3/07 One of the fears clients voice is that some people might “takeadvantage”, but please consider: Anyone taking advantage hasbeen HURT to the point of presently not being able to achievemuch or to enjoy doing a good job.

3/08 Whether he had been “messed up” in school, in a former company(or division) or in your company (possibly even in your care)does not really matter. All that matters is that you have a “half-dead samurai” in your group. Either find things he can do and



gradually build his self-confidence up or help him to find a spotin which he might be happier in the future.

(Just in case you are thinking most of your people might takeadvantage you are either in the wrong company or you may notbe as good a supervisor as you thought?)

3/09 In one case we had a lady who was mentally totally “overstretched”where she was. When asked what she would like to do if shereally had a free choice, she said that actually she would be quitehappy to manage the snack-corner which was open during all hourswhere employees could have a bite to eat and sit for a fewmoments. It had become somewhat of a social meeting place andshe had strong social interests but little in the paperwork she hadbeen assigned to by someone in the past who never realized thatshe was a “people-person”.

3/10 The funny thing is this: the man who presently had to manage thesnack-corner had been promised that it would only be temporarybecause someone had left the company in a hurry. Out of fear for“his job”, he never said anything, although he also was a “half-dead” samurai, going through the motions dreaming frequentlyof an alternative work life ... So here we had two half-deadsamurais both of whom lived fully again, after the switch hadbeen made. He had always loved paperwork and felt very hurt aslong as he had to “serve” (food) while she couldn’t wait toexchange the hated paperstuff for his place in the snack-cornerwhich she renamed “THE Company Well” immediately. She alsoinstalled a small waterspouting “well” which people came to lovesoon.

3/11 Of course it is not always that easy, sometimes you have to switchseveral people around in order to correct mistakes of the past –but you get the idea.

3/12 The more PRODUCTION-orientated people are, the more theyhate jobs in which they must small-talk with others on a regularbasis (and vice versa). This factor by itself already accounts for alot of people in various degrees of being dead already.

3/13 Step 5. Once in a while this procedure will unearth someone whodoes not fit in anywhere. It might be better to offer them a going-away present (a “golden handshake”) if we find out that therereally is no place for someone with his or her specific talents inour group (company, organization or division). Sometimes people“like that” have been wanting to leave but never quite had theguts to think about this decision properly. The money helps them



to make the decision and some people are just better placed outsideof your domain.

3/14 Sometimes clients say that they really would have liked not tofind such a person. But please realize: If you had not found themout by activating the Anti-SEPPUKU plan now, they could havedone a lot of damage and “infected” a lot of other people, forwhom we can find a better place within the organization. If youthink on a large time scale – it’s always worth it. Sometimesemployees can find a new place within the organization, sometimestwo people might even exchange places, as in the example of thesnack-corner above (six more fascinating cases in point will followin part IV, below).

3/15 Sometimes a task no one wants to do might be farmed out to awhole group. In one case the job of making fresh sandwichesthree times a day had been outsourced and the new service-company delivered but could not place them into the sandwich-dispenser (which kept them fresh). So the group decided to createa lottery for Monday morning which decided who would do it onany particular day. Sometimes, if the lottery “hit” someone ontwo days within a week much good natured laughter went withthis “fate” – but it was laughter with the person in case, not abouthim or her.

Part IV:

TALENT SEARCH – A dialogue

4/01 It is weird but many people have no idea what they would reallylike to do if given a chance. Therefore Vera F. Birkenbihl hasdevised a plan for individuals to find out by themselves (if youcan read German there is an e-book called Talent-Portfolio). Butif someone is willing to help us we can ask ourselves the questions(below). It is important that the answers be given QUICKLY andrecorded so that you can relisten to them later and stop and thinkat any given point. It is also important to repeat similar questionsexactly as you find them in the list – there is a purpose behind it.(These questions have stood the test of time for many years, so itwould be a pity to minimize their efficiency by making changes,wouldn’t it?)

4/02 When asked if someone may simply take this list and answer inwriting, the answer is 90% NO. Firstly we tend to think alongother mental lines when talking, it is much more close to



THINKING (which is talking to oneself). Unless you are someonewho regularly THINKS IN WRITING you might not get answersfrom the right “corners” of your vast subconscious. Secondly youwill be able to speak much more quickly than you can write. Ifyou get someone to RECORD the questions (with a 20 secondbreak after each) and you want to go at it alone later – that mightbe a good compromise (if the question “can’t I write?” really means“can’t I do this without a witness?”)

4/03 You see, one of the things that made a samurai a good samuraiwas his CALLING. His knowledge that he did what he had beenborn to do. The security that he had the chance to become one ofthe best by finding out where his strengths lay and thensystematically training his talents. So one samurai might be betterat sharpshooting arrows, another with the sword and yet anotherwith planning a route through unknown terrain. We too need tofind out what we are best at, in order to be our best ...

10 Questions and Answers

4/04 1. If you win 5 million dollars (tax-free), what would you do firstof all?

4/05 2. Are there any hobbies or interests for which you hadn’t hadtime during the last years that you would like to take up again?(Which ones?)

4/06 3. About half a year after you won the lottery (after the “worldtour”, the “luxury cruise”, or whatever) – where do you live?

4/07 4. How do you live? (Describe in some details, but continue tospeak quickly!)

4/08 5. What are your activities during the morning hours?

4/09 6. What are your activities during the afternoon?

4/10 7. What are your activities during the evening?

4/11 8. How much time will you invest in which of your hobbies orspecial interest subjects?

4/12 9. Are there new interests you would like to take up that you hadnever had time or the money to pursue in the past? (Although thisquestion reminds you of question number 2 the answer mayproduce a totally new activity. This is why we need all of thesequestions).



4/13 10. (The only question where thinking at length is allowed): Ifthere were a web-cam constantly filming you during your wakinghours and if we were to choose by some randomizer function some10 scenes per day (and if we were to repeat this on at least tenrandomly selected days) and if we would watch these scenestogether: What kind of activity would we “catch” you at mostoften?

4/14 You might find it fascinating to test these questions with friendsand neighbours first (and have them ask you) before you bring itinto the company (or organization). But the fact is:

4/15 When people imagine what they would “spend time on” whenmoney was no object they invariably find activities they love.

4/16 These activities however are a much better indicator of where ourtrue talents lie. The last question (which cannot be asked inisolation!) is a powerful thinking tool. Let us offer some casehistories to illustrate. People who have said things like ...

1. Talking on the phone

4/17 This person realized through these questions that he loves toconnect with people who are not present. Can this trait be used ina positive way? In the company he had to talk to customerspersonally. He had always thought himself to be a people-person,but the answers above had shown traits of drawing back, ofspending days on end in the forest observing wildlife, of beingalone. However, on question 10 he realized that he did love contact,but not personally. He and his supervisor thought about this for afew days and came up with a great solution: Now he sits in thepark with a cell phone and portable PC, answering the hot-line(where people complain). He has all the facts at his fingertipssurfing in the company’s intranet, he is “alone” but not lonely, hedoes what he loves doing and between calls he can smell theflowers ... Well, you get the picture.

2. Reading technical journals

4/18 This person used to love to keep totally up-to-date during hisgraduate and post-graduate days. Then, being on the job he justnever found the time anymore to read the magazines he usedto enjoy before. He did not consciously realize this, however,it gnawed at him. As a result he tried to keep up every free



minute, evenings, weekends, being a bore to his family, neverfeeling free to go fishing with his sons (and if he did guesswhat he took along). So everybody had to talk softly becausedad was reading ...

4/19 The dialogue showed him that in the scenes before the last questionhe pictured himself on a large cruiser, taking the same trip severaltimes, happily sitting in big chairs on deck, and reading stacks ofhis favourite magazines ...

4/20 But the last question really drove the point home. He was verysurprised but somehow also relieved because he had never beenable to understand his reading compulsion. He had rationalized itas the necessity to keep abreast with the news but now he realizedfor the first time that he simply LOVED to read and reflect onthese kinds of information, facts, and ideas.

4/21 This was one of the sessions where Vera F. Birkenbihl asked thequestions (as a coach). Later she and the man in question playedthe sound track to his lady-boss. As they got to the tenth questionshe started to grin broadly. “Oh that is great!”, she said, “I havebeen searching far and wide and you were here, right under mynose, this is funny!” It appeared that she and other managers onher level had decided to start a new technical journal in order tohave a platform to publish innovations and also try to create amagazine which would in a few years be recognized as important.Therefore they needed an editor who really knew the field butsuch a person would be too expensive as a full-time editor untilthe time when one had started to make a name for oneself andmore authors would want to be published. Now, here she had aperson, who could start as a part-time editor and yet do a greatjob, part of which would be to read the other magazines so that hecould stop doing during times his family needed him. Of coursehe would be quite willing to grow with the task and develop intoa full-blown editor with time.

4/22 Thus another endangered samurai could be “saved” to the benefitof the company and himself. You can guess who was really happyabout this development: his family ... Studies have shown timeand again: Good “samurais” have happy family lives.

3. Having a meeting

4/23 This person loved meetings. He was a “middle manager” and theletters of his people (see the plan, above) had shown that he called



for meetings all the time. Now he realized WHY. Because HEloved to be in meetings. That’s how it was.

4/24 Having understood that, his boss and he talked about his gift ofunderstanding quickly what people were saying and of being ableto report this to others. Is there a niche for someone like this inmost organizations? You bet!

4/25 This man now became the company’s main representative(something like an ambassador): he was to visit every conferenceanywhere where other participants might be potential clients forhis company as participants can network with others formally orinformally. From now on he would accompany the team going toexhibitions and “call” conferences, inviting customers (clientparliaments) or subcontractors – thus using his great communi-cative gift in ways that profited the company. It was nice to be ina meeting with him, just not up to ten times within the same week.The group he used to manage decided to hold only one weeklymeeting in the future in which they would exchange informationand discuss anything that concerned everybody. So all concernedwere much happier than before.

4. Computer-work

4/26 This person had once been hired to do certain computer work andhad been quite willing to do it. However, daily routine requiredthat she answer the phone for a colleague who seemed to berunning around constantly, so that this computer worker oftenhad to talk to people (“That isn’t why I wanted to work with amachine!” she said). Also, people were constantly checkingwhether the permanently absent lady was present so that thecomputer worker had developed an ulcer.

4/27 This dialogue showed her suddenly what was happening, and shetold her boss: “Either I get my own cubicle (no matter how small)where I can work without constant interruptions (and without aphone) or I’m going to find a job where they will let me work.”(We know that people who really know what they are doing quiteoften are much sought after even if lesser skilled persons arehunting jobs ...). Anyway, in this case, the talkative lady whoconstantly ran around because her computer worker room matewas not willing to talk would now stay put. Another lady was putwith her with whom she could exchange a few minutes chat hereand there. There are people like that who will wither if they cannothave some “human islands” within their work.



4/28 One year later, the computer worker had become fast friends withthe talkative lady whom she could not stand during working hours.In the evening and on weekends she now enjoyed spending timewith her, as long as during work they let her do her job.

5. Dancing in the rain?

4/29 This person had taken a job just to finance several fitness-sessionsbecause fitness was his one and only. Visualizing himself as amillionaire he realized two things: Firstly he would be able topay any fitness-studio. His “trip-around-the-world” (most peoplewish for) had been a trip around the country to study fitness-centers, but soon he saw himself buying at least one close to homein order to be able to get everything exactly as he wanted it. Soonhe saw himself managing the shop, because he also realized hewanted to spend some 15 to 20 hours working out but not 50 to90!

4/30 This was one of the dialogues which we had done in a coachingsession (in small shops or small departments of larger companiespeople often prefer a neutral dialogue partner to a colleague doingit), so when we played it to the boss he at first reacted “normally”:“Well, I do not see any niche in our company ...”

4/31 But this was 1995 when more and more companies began to realizethat too many people ate too much fast food, that they did notexercise enough and that some companies who had already beguninstalling fitness-centers within the company had noticed: illnesswent down and morale went up – and stayed up. So we suggestedthat the time might be ripe to consider the long term effects. Wethen came up with a compromise: the company rented certainhours at a nearby fitness-center where employees could go andtalk freely about company matters since they were amongthemselves and our man would be there all these hours (workingout free of charge) and be the go-between between fitness-centerand company.

4/32 Well, two years later the company opened its own fitness-centerand last we heard they have installed one of the new DVD-beamerswith a very wide screen where those “bicycling” and “walking”can watch Vera F. Birkenbihl live or her TV series. She likes that.



6. Teaching

4/33 This person had started out in the training department, had thenbeen offered another position by one of his seminar-participantswhom he really liked and loved to work for. This boss, however,soon went to another company and our samurai suddenly foundhimself working for a “daimyo” he did not like. Soon the jobturned out to be dull, much duller than teaching. He did not realizethat he had originally made the switch because of that person.This is a very good example of why it is good to do the dialoguewith a person one trusts. He decided to talk to his former supervisorin training. This lady would be glad to get him back and started to“request” him through channels and soon he was back where heought to be anyway.

4/34 We could give you many more examples – but you get the point.

4/35 There are quite a few people not quite happy with what they aredoing and neither they nor their supervisors ever realize this. Sopeople start blaming each other, bosses think less of theiremployees, these do not like “the company” or “the customers”(who are constantly interrupting what they consider as work).

4/36 We have lots of companies and other organizations, which couldreally benefit from an Anti-SEPPUKU effect plan, if someonewere to implement it. But who? You maybe? When do you wantto start ...?


Documents

The Seppuku Effect