Herkes sizin için “İnatçı” diyor. Ya da yıllardır çalışıyorsunuz ama bir türlü işlerinizi toparlayamıyorsunuz. Bir karar alıyor ama bunu uygulayamıyorsunuz. Kimbilir belki bütün bunlar sizin değil isminizin suçudur. İsimden karakter analizi yapan Kuantum koçu Nilda Ferhan Efeçınar “İsminiz hatta lakabınız bile kişiliğinizi etkiler” diyor

Bilirsiniz, bazı insanlar için ismiyle müsemma derler. Onların karakteri, davranışları adlarıyla uyumludur. Geçtiğimiz hafta gazetelerde adeta bu iddiaya gönderme yapan ilginç bir araştırmanın sonuçları yer aldı: ABD’de bulunan Wayne Eyalet Üniversitesi’nde yapılan araştırmaya göre ismi A ile başlayan çocukların başarıya daha yatkın . A harfinin, çok küçük istisnalar dışında ‘mükemmellik’ anlamına geldiğini ortaya koyan araştırma, ismi D harfi ile başlayanların ise ağırlıklı olarak mutsuz ve başarısız bir hayat sürdüklerini iddia ediyordu. Acaba bu durum ne kadar gerçekçi? Harfler, isimler insanın kişiliğini ne kadar etkiler? Kuantum koçu Nilda Ferhan Efeçınar’a sorduk.

Nilda Ferhan Efeçınar isimlerin hatta soyadı ve lakapların insanın kişiliğini de etkilediğini düşünenlerden. Efeçınar koçluk yaptığı süre boyunca yaptığı gözlemler sonucu isimden karakter analizi yapmaya başlamış. Bu analizinin bilimsel bir temele dayanmadığının altını çizen Efeçınar kullanmış olduğumuz her harfin, sesin bir frekans yaydığını ve bu durumun bizin elektromanyetik alanımızı etkilediğini söylüyor. İsimlerin baş harfinin çok önemli olduğuna dikkat çeken Efeçınar şöyle devam ediyor: “A harfiyle başlıyorsa, kişinin algılaması yüksek, atılgan bir enerjiye sahip. B harfiyle başlıyorsa mücadeleci ve önsezileri güçlüdür. İsmi F ile başlayanlar güvenilir yapıya sahip olur. G ile başlıyorsa kıskanç ya da inatçı bir kişilik söz konusu. V harfi olan isimler başına buyruktur, bildiğini okur, dikkafalıdır. N sağduyu, P saygınlık, L ve S sanatçı, yaratıcı kişilik, T ticari yetenek ve kültürel birikimdir.”

ACUN İSMİ PARA GETİRİR

Yaygın isimlerden biri olan Mehmet ile ilgili yorumunu soruyoruz. Şöyle yanıtlıyor: “M harfi mal ve mülk getirir ancak Mehmet yaşamda hayal kırıklıklarıyla karşılaşır. Üzüntüyle sevinci bir arada yaşar. Asiyelerin genelde hayatları hüsranla geçiyor. Füsunlar ya evlenemiyor ya da evlilikte sıkıntı yaşıyor. Acun ismi para getiren bir isim. Bir ismin içinde gül geçiyorsa, Güler, Nilgün, Gülay gibi bir türlü gülemiyor.”

Peki, ismimizin getirdiği olumsuzluklardan kurtulmak mümkün mü? Efeçınar’a göre mümkün. Ferhan isminin olumsuz etkilerinden dolayı bir de Nilda adını alan Efeçınar “Kişiye soyağacı da incelenerek isim analizi yapıyoruz. Sonra ulaşmak istediği şeylere bağlı olarak yeni bir isimle olumlu etkileri ortaya çıkarabiliriz” diyor.

İbrahim Tatlıses yükselemezdi

İbrahim Tatlıses, İbrahim Tatlı olarak kalsaydı yükselemezdi. Soyadına iki S birden eklenince proje üretme, sanatçılık geldi. Bu Seda Sayan için de geçerli, bir sanatçı için çok ideal bir isim.

Hayata üreterek başlamış

İçinde S harfi ve dolayısıyla proje üretme var. Üstelik S başta. Yani Sezen hayata proje üreterek başlıyor. Üzüntü ve sevinci beraber yaşıyor, duyguları inişli çıkışlı. İsminde Z harfi olanlar hep öğrenmek ister. S ve U harfleriyle evren proje konusunda sürekli onu destekliyor. Bu, içinde su geçen bütün isimler için geçerli.

Deniz Baykal duygusal

D harfi aslında özel yetenekleri olan kişilerde bulunur ancak hemen akabinden gelen E harfi nedeniyle başladığı işi tam olarak bitirmek konusunda engellerle karşılaşıyor. Sağduyulu ancak duygusal tepkileri oluşuyor. Z harfi kültürel ve bilgi birikimini gösterir. Ancak Deniz’de onu yukarıya taşıyacak bir harf yok. Baykal ise kariyer yaptırır. Önsezileri, cesareti, algılaması yüksek, dirayetli, düşer yine kalkar.

Başbakan Erdoğan ‘doğal’ otorite

Recep ismi üzüntüyle sevinci beraber yaşamak, saygınlık ve önü açıklık gibi özellikleri beraberinde getiriyor. ‘Tayyip’ adında ticaret ve parayla ilgili yetenek, algılama ve atılganlık yüksek. P harfi saygınlık getiriyor. Eğer aile içinde bu ismi kullanıyorsa ailevi konularda çok duygusal. Erdoğan soyadı istikrarlı, inatçı ve tuttuğunu koparan bir yapıya sahip. Başbakan Erdoğan’ı zirveye getiren harf P. Bu harf nedeniyle doğal otorite, doğal idareci. Başbakanlıkta değil özel bir şirkette de görev alıyor olsaydı yine başta olurdu.

Abdullah Gül’ün önsezileri yüksek

Abdullah çok güzel bir isim. Üstelik ismindeki U, soyadındaki Ü harfinin olumsuz enerjisini ortadan kaldırdığı için gülmeme durumu yok. Algılaması, önsezileri, dirayeti çok yüksek. Bir olayı başlatıp devam ettirme gücü yüksek. İki L var, bu sanat yeteneği, yaratıcılık özelliği katıyor. Sona H harfi geldiği için başarıyı yakalayabiliyor. Cumhurbaşkanı’nın soyadından Ü’yü çıkarırsak geriye inatçılık ve sanatçı yanı kalıyor.

BERRİN HABERVEREN

Strange as it sounds, loneliness may be contagious

The holiday season is entering the home stretch, but flu season is just getting going. And so, we’re warned, the upcoming New Year’s parties and homeward airplane trips and visits to the mall to return our gifts won’t just mean encounters with crowds, they will mean opportunities for infection.

But even as public health officials exhort people to get their shots and sneeze into their sleeves, a more insidious, if less acute, threat to our health may be taking advantage of the holiday season to spread: loneliness.

Loneliness is bad for us. A substantial body of research links loneliness with everything from depression to high blood pressure and cholesterol to poor sleep, weight gain, diminished immunity, and Alzheimer’s disease.

And if a paper published this month is to be believed, loneliness isn’t just a health risk – it is, like the flu, a contagious one: Lonely people make the people around them lonely, too.

The finding grows out of a wave of research into social networks and the ways that emotions and behaviors can spread, epidemic-like, through them. It’s an idea popularized by Malcolm Gladwell’s blockbuster 2000 book, “The Tipping Point,” but one that social scientists have only recently started to find solid evidence for. Two of the most prominent researchers in the field are Nicholas Christakis, an internist and sociologist at Harvard University, and James Fowler, a political scientist at the University of California, San Diego, and working together they have found that obesity, happiness, and smoking, among other things, are contagious.

Still, there’s something seemingly oxymoronic in the idea that loneliness can be catching. By definition, a lonely person would seem unlikely to spread anything, any more than a hermit could give someone chicken pox. But according to Christakis, Fowler, and John Cacioppo, a psychologist and leading loneliness researcher at the University of Chicago who collaborated with them, making sense of the contagiousness of loneliness demands that we rethink our idea of what loneliness is, and that we come to realize how being surrounded by people doesn’t necessarily protect us from it.

The new research also fleshes out the picture of the varying ways that social phenomena move through networks of family members, friends, and acquaintances. The spread of loneliness is shaped by gender and geography, by where a person finds himself in his web of relationships. Loneliness spreads in a different way from obesity, which spreads in a different way from happiness, and figuring out how exactly they differ may eventually help doctors, social scientists, politicians, planners, educators, and even architects figure out better ways to encourage the behaviors they think are good for us and limit the ones they don’t. With a sense of the larger picture in place, network researchers are turning their attention to figuring out in detail the different mechanisms at work, and figuring out how to use them.

“Not everything that spreads in networks spreads the same way,” says Christakis. “Germs spread differently than money, which spreads differently than ideas, which spread differently than behaviors, which spread differently than emotions.”

This time of year, with its parties and family feasts and mistletoe and bands of carolers – or at least their ubiquity in the ad campaigns and Christmas movies the season relentlessly brings – can be especially difficult for the lonely. Studies have found that loneliness is particularly high during the holiday season due to what researchers call “social comparison”: Surrounded by all of those images of communal cheer, it’s easy to feel like one’s own social life is comparatively empty.

What this drives home is that loneliness can be surprisingly unrelated to one’s actual social situation. The psychological definition of loneliness is “perceived social isolation.” As Cacioppo emphasizes, this means that loneliness and solitude are not the same thing. “Loneliness isn’t being alone, it’s feeling alone,” he says. A person surrounded by others can be lonely if he doesn’t feel like he has a meaningful connection with any of them.

Loneliness, Cacioppo hypothesizes, is an evolutionary adaptation that humans acquired to knit them together into collaborative social groups, increasing their odds of survival in a hostile world. It spurs people not only to form social ties, but to strengthen the ones they have. And the pain of loneliness gives communities a powerful tool in disciplining members who get out of line – from the shunning practices of Native American tribes to the “timeouts” issued in elementary school classrooms.

“It’s a biological signal that motivates you to think about something critical for your genetic legacy. We all have it, just like hunger, thirst and pain,” Cacioppo says.

Different people, Cacioppo has found, vary widely in their susceptibility to loneliness. How lonely a person feels, Cacioppo has found, can be shaped by everything from cultural norms about friendship to childhood upbringing to even genes.

But it can also be determined by those around us. The paper Cacioppo co-wrote with Christakis and Fowler, published in the current issue of the Journal of Personality and Social Psychology, found that having a friend who reports feeling lonely makes a person 52 percent more likely to feel lonely. In another measure, they found that, for each additional day per week a person reported feeling lonely, his friends reported an additional lonely day per month. Not only that, having a friend who has a friend who feels lonely makes a person 25 percent more likely to feel lonely, and at three degrees of separation (a friend of a friend of a friend) the odds are still increased by 15 percent.

The dataset the trio relied on is a map of social connections created by Christakis and Fowler using the Framingham Heart Study, a multigenerational survey that started in 1948 with more than 5,000 Framingham residents and has recorded a wealth of social and medical information about them, their children, and grandchildren. It’s the same data that the two researchers have used to explore the spread of smoking, happiness, obesity, and alcoholism, among other things – work they describe in detail in their book “Connected,” published earlier this year.

The spread of loneliness seems to have its own particular characteristics. Women, for example, seem to be more susceptible than men. Also, the more lonely people a person knows, the more likely she herself is to become lonely. That trait distinguishes loneliness from something like alcoholism: Having an alcoholic friend increases your odds of becoming an alcoholic, but having three alcoholic friends makes you no more likely than having just one. Fowler suggests that this is because drinking, while social, doesn’t need to be all that social. “All you need is one drinking buddy,” he says.

Loneliness, by contrast, seems to spread through an accumulation of encounters. Lonely people are, in general, less pleasant than nonlonely people: more impatient, more moody, more self-pitying. They have, in the language of psychology, “more negative affect,” and each unpleasant encounter they subject their friends to wears on those friends and taxes the friendship, until the friends themselves start to feel lonely, as well. Having more than one lonely friend only accelerates the process.

As a result, an emotion that evolved to bring us together now pushes us apart. We live in a very different social world than the one we evolved for – we have many more social relationships, but most of them are more transient, Cacioppo argues, and feel less vital than those we would have formed in a small embattled tribe on the prehistoric savanna. As a result, he says, when someone begins to act lonely, we’re less likely to see that as a cue to minister to them and more willing to simply cut them off.

Distance also seems to matter to the spread of loneliness. The authors found that living close to a lonely friend was more likely to make their loneliness contagious – if the friends lived more than a mile apart there was no significant effect. This was in contrast to obesity, which, Christakis and Fowler have found, doesn’t require physical proximity to spread. In other work, the two have found that an obese friend who lives in the next state can still make you more likely to gain weight. Christakis suggests that it might just be easier to remotely transmit norms about how much to eat and exercise than emotions. “What we think is that norms can leap great differences in a way that behaviors and emotions cannot,” he says.

So if loneliness is contagious, is there something we can do to inoculate ourselves against it, as individuals or communities? One response is to simply quarantine the lonely. And there is some precedent for this in the animal world. When rhesus monkeys that have been raised in social isolation are introduced by researchers into existing colonies, they are either driven off or killed.

But trying to emulate that model is likely to backfire badly, argue Cacioppo, Christakis, and Fowler. If it were possible to easily form new social bonds, it might make sense to simply cut off our lonely friends and find warm and gregarious replacements. But making friends is hard, and there’s a good chance that, having cut that original bond, the average person won’t find a suitable replacement. That leaves him with one fewer social connection, and that much closer to himself lapsing into loneliness.

“Having a lonely friend is bad, not having the friend at all is worse,” says Fowler.

Loneliness also enfeebles communities. What is most distinctive about the way loneliness spreads, argue Cacioppo, Christakis, and Fowler, is the way it burns bridges behind itself. Being alone is not a prerequisite for loneliness, but lonely people do tend to let their friendships languish and eventually wither away. As a result, loneliness eventually cuts the very links it has spread through, shriveling the social networks in which it becomes endemic.

“These reinforcing effects mean that our social fabric can fray at the edges, like a yarn that comes loose at the end of a crocheted sweater,” the authors write, near the end of the paper.

And while the paper only briefly discusses the question of how to stanch the spread of loneliness, the authors insist that the same networks that propagate loneliness can be used to fight it. By being conscious of the contagiousness of loneliness, we can try to guard against spreading it ourselves, meeting a lonely person’s negative affect with patience rather than absorbing it and passing it on to someone else. We can remind ourselves to think of a neighbor’s loneliness as the manifestation of an innate hunger for connection, and remind ourselves that feeding the hunger is the best way to stop its spread.

“If you know the effects of loneliness, you can stop it by being a bit kinder even if someone’s being a bit hostile,” says Cacioppo. “Rather than transmitting it to others, you can start to reknit the fabric that connects you and me. You can help me become less lonely over time.”

By Drake Bennett – http://www.boston.com

As a culture we like to think of our achievements as the triumph of the individual. But last week I used a memorable chicken breeding example to show you that group performance outweighs individual performance in a group environment because a focus on individual performance comes at a cost to the group performance.

The reality is that company performance is a complex group effort. Without positive group productivity, companies under perform. And most companies under perform. We are used to seeing numbers like 90% of companies fail to execute on their goals, that excellence in business execution is the chief concern of CEO’s. What’s going on here? “Companies assume people are atomistic and economic, versus social creatures”, writes Stanford professors Jeffrey Pfeffer and Bob Sutton in “The Knowing-Doing Gap, How Smart Companies Turn Knowledge into Action.”

There are two things going on here that get in the way of group productivity, two deeply held organizational operating assumptions that are completely out of sync with reality. The first is that company performance is atomistic. The atomistic model assumes individual control and that company results are the consequence of individual decisions. The second is that individual performance is motivated largely by extrinsic, (financial) rewards based on individual performance.” Companies operate on oversimplified or incorrect models of human behavior relevant to shareholder (short term) interests, irrelevant or counterproductive for ultimate success of the business.”

In “Managing the 21st century organization”, Valdis Krebs of orgnet.com reminds us that what you know (human capital) multiplied by who you know (social capital) creates productivity and innovation. Traditional company hierarchies have an up-down formal information flow: you report up the chain, you receive information down the chain. But to actually get your work done, you tap into the organization sideways so to speak, leveraging your informal contacts across the company.

Research sited by Krebs found that “the ability to reach a diverse set of others in the network through very few links was the key to success for both individuals and teams.” We know this from our own experience. A good networker gets more stuff done because companies are not atomistic, they are complex group environments. So if you think about it, with the exception of the few jobs in the company that don’t interact with anyone, you should be interviewing people for their social skills, not their functional skills.

We might be done there, but we’re not. Because relying on social skills and ad-hoc networking is terribly inefficient and capricious. And all too often, it is down right discouraged by performance targets that misunderstand human motivation and pit employees against each other in an endless game of internal competition. At a recent TED talk, Dan Pink, author of “A Whole New Mind, Why Right Brainers will Rule the Future”, made the case for businesses to rethink their “business operating system”:

“There is a mismatch between what science knows and what business does. And what worries me, as we stand here in the rubble of the economic collapse, is that too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science. And if we really want to get out of this economic mess, and if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things. To entice people with a sweeter carrot, or threaten them with a sharper stick. We need a whole new approach.”

Innovation and productivity doesn’t happen by carrot or stick, it happens through connectivity. What Pfeffer and Sutton found was that “firms where measurement helped measured things that were core to their culture and values and intimately tied to their basic business model and strategy, and used these measures to make business processes visible to all employees.”

To close the group productivity gap and foster innovation, enable and empower connectivity in your company. This requires you to revisit your assumptions about company performance and individual motivation. So before your write “superstar wanted” in you next job tweet, read the chicken story one more time. Hopefully you will come to realize that “super collaborator” is what you really need. And before you start your quarterly/annual performance goal setting process, listen to Dan Pink’s TED talk one more time on what really motivates and stimulates the kinds of creative solutions you need today.

Finally, think about group productivity as part of an overall business execution platform. The mindful implementation of Enterprise 2.0 emergent social software platforms and performance management solutions are components of a connected company, and a connected company outperforms its peers. What does this kind of emergent business execution platform look like? Stay tuned.

by Meri Gruber
http://www.business-strategy-innovation.com

It has been claimed that interpersonal trust can play more of a role in how an economy develops than capital, as the complexity of business transactions increases. In a recent thesis from the School of Business, Economics and Law at the University of Gothenburg, researcher Pelle Ahlerup demonstrates that there is reason to believe that interpersonal trust is more important in countries with a weak legal system, and that the quality of the legal system plays more of a role in societies where there is less trust between people.

“My research shows that trust between people can replace poorly functioning social institutions and vice versa,” says Ahlerup, an economics researcher at the School of Business, Economics and Law. “Projects that aim to increase interpersonal trust can have a major impact in poor countries where investors and the general public do not have access to a reliable legal system. This also means that countries with low levels of trust between people have more to gain from improving the quality of their legal system and other social institutions.”

Previous research has shown that countries where people have greater trust in each other generally perform better in a number of areas and have higher growth figures. Similar results have been shown for the importance of the legal system and other social institutions – countries with more reliable institutions generally have a higher standard of living.

“In my thesis, I adopt a different approach to previous studies when discussing the effects of access to social capital, and compare different countries,” continues Ahlerup. “The results of my research can be used to increase our understanding of when trust plays a role and when it doesn’t in terms of growth.”

The thesis, which comprises five separate articles in the fields of institutional and political economics, also includes discussions of why there are such major differences between countries in terms of the number and size of different population groups and the consequences these can have; the impact of the strength of populations’ national identity on how effectively states can be governed; and how and why natural catastrophes affect the risk of civil war.

###

The thesis has been successfully defended.

Author: Pelle Ahlerup
Title: “Essays on Conflict, Institutions, and Ethnic Diversity”
Institution: Department of Economics, School of Business, Economics and Law, Gothenburg University
Link to thesis: http://hdl.handle.net/2077/21200

http://www.eurekalert.org