The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team

How Several Teams within the Same Company Can Function as a Whole

In his book, The 17^th Indisputable Laws of Teamwork, John C. Maxwell emphasizes the importance of teamwork and argues that working as part of the team is vital for the success of any project and business.

But team work can be perceived at two different levels: the team as a company, with several subdivisions working together to achieve profit, and the team as a small business or a department within a larger business, where individuals with separate responsibilities work together to ensure the efficiency and proper functioning of that small business or department within the larger business.

While it is easy to see why individuals members of the same team should get along and cooperate for the greater good, many employees and even members of the management fail to see why it is important for the various departments within the same business to cooperate and strive towards the same common end.

John C. Maxwell covers all these aspects related to teamwork, several of his 17 indisputable laws referring to it. Here are the five laws that are more representative for teamwork as collaboration between various departments within the same company.

The Law of the Big Picture (2^nd in Maxwell’s Book) – Each Individual and Each Subdivision Should See Beyond Their Basic Role

Many examples can be given to support this law. Let us consider the case of a goods manufacturer. The production department receives drawings, patterns, precise measurements and designs based on which they are supposed to manufacture the end products.

However, there are numerous cases when, starting from the existing designs, the production managers have succeeded to come up with new solutions, following the same principles and quality standards, but involving lower costs.

In a clothes factory for example, when new models are sent for mass production, they are usually accompanied by precise patterns and layouts for cutting the fabrics, meant to ensure that the minimum amount of fabric is used.

Many times, the cutting department succeeds to rearrange the patterns in such a way as to use even less fabric and obtain the products exactly as they were designed, but with lower initial costs. While these savings bring no immediate benefits for the cutting department, but may prove time consuming, they mean a lot for the clothes company, which can now produce the same clothes at lower costs or make more profit. 

In the same line of thought, a customer service representative could easily invent some excuse or blame the re-seller for the malfunction of the product a buyer complains about, rather than to replace the damaged component or spend hours on the phone with the buyer, troubleshooting the product, but, while doing so would save him some time and brainstorming, it would be in the detriment of the manufacturing company, as, on one hand, it would affect the reputation of the product and, on the other hand, it would chase re-sellers away. 

However, in order for this law to be followed, it is important for each team member and company employee to receive proper training, to have the company goals clearly stated and to be taught how to pursue them, even in the detriment of his apparent direct interest. 

The Law of the Chain (5^th in the Book) – A Team/Company Is as Strong as Its Weakest Link

Let us consider a manufacturing company as the chain, and its design, sales and customer service departments as the links. You could say that a well designed product is easy to sell or that it should not need servicing, but that is far from the truth.

You could have a great design, but poorly trained sales personnel, unable to emphasize its strength to the target customers. That is usually the result of a poor communication between the design and the sales department.

The developers of the end products should take the time to explain in detail how their creation works and how it can help the buyer, in order to make sure the sales representatives rely on accurate information and do not mislead the potential buyers.

Without adequate information and understanding of the design, the sales representatives will either fail to sell the product or will misinform the buyer and influence the company’s image in a negative way.

The communication between the two above mentioned departments and the customer service representatives is just as important, because, without accurate information and proper knowledge of the products’ particularities, the customer service representatives cannot help buyers solve their technical problems, which, in turn, will compromise the reputation of the company and make it more difficult for the sales representatives to close deals.

In a company, each individual and each team play their valuable part. Success leaves no room for error, miscommunication or weaknesses. All parts of the whole should fulfill their role and work together to close and sustain as many sales as possible and consolidate the company’s reputation.

The Law of the Bad Apple (Maxwell’s no. 8) – The Team Can Be Ruined by Rotten Attitudes

This law is closely connected to the one discussed above. Just like a weak member brings about the weakness of the whole team, the improper attitude or behavior of one member of the team or department within a company will threaten or ruin the success of the whole company.

Teamwork leaves no room for envy or competition between the members. When that happens, the goals of the team as a whole are compromised. With an irresponsible or poorly managed designed department, it does not matter how effective the sales team or the customer representative team is, in the end, the buyers will hear about the poor concept behind the products they sell or troubleshoot and stop buying.

In the same line of thought, no matter how good a product is, if it is not marketed and serviced properly, it will never reach its potential as far as sales figures are concerned. Thus, instead of the design department trying to show that their work is more important than that of the sales representatives, or the customer service representatives trying to emphasize design problems where there are none, the parties should work as a team, with the purpose of manufacturing the best products, selling them in as high numbers as possible and servicing them as well as possible.

The Law of Countability (no. 9) – Team Members and Company Departments Should Support One Another When the Need Arises

No matter how well organized a company is and how well trained and experienced its staff, bad, unpredicted things can always happen. The key to overcoming them and minimizing their effects is for the various departments within the company to be able to rely on one another and support one another when in need.

For example, by providing statistics of the various problems signaled by the buyers regarding the products manufactured by the company, the customer service department can help the design department improve the original concept and eliminate flaws.

By providing accurate and updated presentations to the sales department, the design department can help them stay informed and make the products known to potential customers.

By telling the buyers exactly what to expect from the products offered, the sales representatives can prevent many calls to the customer service and, thus, save their colleagues some time and resources. When problems arise, the various departments should back one another up and not throw the blame.

The Law of Identity (13 Is the Lucky Number) – A Team/Company Is Defined by the Values It Shares

Returning to the example above, the more values and goals the various departments within a company share, the better they work together and make that company prosper. This means that any company aiming to excel in its market niche should be built around a common set of values.

These values should make the core of the professional training in every team and department, no matter its specific, and should be more important than the immediate goals of that team or department.

Indeed, the design department is expected to come up with new, improved concepts regularly, the sales representatives are expected to enlarge the clients portfolio and the customer service representatives are expected to answer the buyer’s needs and questions.

However, when doing so, all these parties should keep in mind the long term, general goals, and not just their local targets, because:

• A new concept is no good if it cannot be turned into a useful and durable product,
• High sales in one month are no good if the customers are misinformed and end up regretting their acquisitions,
• Providing incomplete or inaccurate answers to the customers having problems with the products they bought is no good, if their problems persist and they cannot make the most of the products and recommend them to their connections.

Of course, there are other important laws among the 17 promoted by John C. Maxwell that can be applied at this level as well, like the Law of the High Morale, the Law of the Edge or the Law of Communication.

At a closer look, however, we notice that the laws are, in fact, various approaches or interpretations to the same basic idea: no matter if we talk about a small family business, a medium enterprise or a corporation, the key to success is teamwork, meaning communication and joined efforts for the greater good.

Friedrich Nietzsche: Corectarea metafizicii si ontologie

Negarea metafizicii, lumii, substratului, substantei, fiintei, lucrului in sine, negarea transcendentului si a devenirii sunt unele dintre cele mai importante contestari in metafizica. Obiectiile aduse acestora nu difera foarte mult de obiectiile aduse altor concepte: ele sunt percepute ca fantasme, transferari a inchipuirilor omului asupra lumii, semne ale slabiciunii unor ganditori.

“Cand introducem si amestecam in lucruri aceasta lume de semne nascocite de noi insine, in chip de lucruri in sine, procedam iarasi precum am facut intotdeauna, si anume mitologic”[1] .

Se observa in acest citat diferenta facuta de Nietzsche intre lume si lucrurile in sine, pe care el le vede ca semne nascocite de om si introduse si amestecate in detaliile lumii reale prin acelasi procedeu mitologic.

Nietzsche nu denumeste aici doua lumi, ci una singura in care se impletesc plasmuirile oamenilor. Asa cum surprinde si Schacht, Nietzsche nu se pronunta decat impotriva contrastului dintre lumea reala si lumea aparentelor: exista o singura lume, aceasta, si toate referirile la o alta lume sunt fictiuni.

Acest lucru nu este insa echivalent cu a spune ca exista numai o singura lume, cea a imaginatiei noastre, fenomenala – “Exista altii care merg pana la afirmatia ca lumea exterioara ar fi creatia organelor noastre? Dar atunci corpul nostru, ca piesa a acestei lumi exterioare, ar fi opera organelor noastre! Dar, in acest caz, organele noastre ar fi opera organelor noastre!”[2] – ci, mai degraba, ca exista o singura lume in afara perceptiei noastre.

Dar atunci i se pune si lui intrebarea: cum poate fi sigur ca viziunea sa este cea corecta, ca nu procedeaza la randul sau mitologic, nefacand decat sa introduca o noua mitologie: mitologia nietzscheana?

Cu toate acestea, viziunea nietzscheana reprezinta un insemnat aport la metafizica, reprezentand intr-un fel o transformare a pozitiei kantiene in sensul ca lumea ca lume, independenta de noi, ne ramane necunoscuta, insa formele prin care o percepem nu mai sunt universale: “Lumea ne-a devenit inca o data nesfarsita, in masura in care nu putem respinge posibilitatea ca ea cuprinde in sine interpretari infinite”[3].

Aceasta conceptie asupra lumii nu poate decat sa largeasca orizontul interpretarilor si sa dea noi argumente in favoarea sa, prin aceea ca da posibilitatea perceperii lucrurilor in mod diferit, dar si interpretarii perceptiilor diferit, de la un om la altul.

Imaginea creata de Nietzsche lumii este una viabila si usor de acceptat prin aceea ca nu exclude posibilitatile de interpretare, ba chiar le sporeste, eliminand si combatand numai teoriile care promoveaza existenta mai multor lumi.

In teza lui Nietzsche capata sens chiar si ideea de devenire, pentru ca, de vreme ce lumea este o impletire a realului cu propriile noastre plasmuiri, iar intelectul uman se dezvolta, se modeleaza, asimileaza informatii, transformandu-se, modul cum este perceputa lumea se modifica si el odata cu schimbarile pe care le suferim noi.

Insa, totul urmeaza o linie continua, data de capacitatea de sinteza a intelectului, de corelarea prezentului cu experiente si informatii deja acumulate. Aceasta impletire a sinelui cu lumea reala este si cea care asigura adaptarea omului la ce se intampla in jurul sau, in masura in care evenimentele sunt constientizate.

“Limitele moralului. – Construim o imagine noua, pe care o vedem imediat cu ajutorul tuturor vechilor experiente de care dispunem, in functie de gradul de dezvoltare al spiritului nostru de cinste si dreptate. Nici nu exista alte trairi in afara celor morale, nici macar in domeniul perceptiei”[4].

Metafizica lui Nietzsche este, din aceasta cauza, o metafizica etica, pentru a carei explicatie el propune un singur principiu – vointa de putere, afirmand astfel si necesitatea sa se faca economie de principii, folosindu-se numai strictul necesar explicatiei. Metafizica lui Nietzsche poate fi, deci, definita ca o metafizica etica monista.

Ontologia nietzscheana nu poate fi analizata fara a considera importanta deosebita pe care o are “vointa de putere”, conceptul fundamental in gandirea filosofului german.

Aceasta insemnatate deosebita a fost remarcata de-a lungul timpului de numerosi filosofi, printre care Heidegger, care considera ca “termenul vointa de putere raspunde la intrebarea ce sunt fiintele”. Arthur Danton, care vede in Nietzsche un ganditor negativist, afirma: “vointa de putere este un concept elementar in gandirea lui Nietzsche, un concept in termenii caruia trebuie sa se inteleaga totul, si la care se reduce, in final, totul.

Este un concept metafizic sau, mai bine, un concept ontologic, intrucat vointa de putere este raspunsul lui Nietzsche la intrebarea Ce este acolo?”. Printre afirmatiile lui Danton pe aceasta tema mai regasim: “Notiunea de vointa nu este pur psihologica: vointa psihologica, daca o presupunem ca fiind reala, trebuie explicata in termenii acesteia”, “Vointa de putere nu este ceva ce avem, ci ceva ce suntem”, “Viata este numai un caz special al vointei de putere”.

Odata stabilita importanta vointei de putere pentru existenta umana, nu putem sa nu ne intrebam care este aportul acesteia la ontologia nietzscheana. Cred ca putem afirma fara a risca sa ne inselam, ca vointa de putere este motorul care pune in miscare universul nietzschean, forta omului de a depasi obstacolele si a-si atinge telul. In ce priveste diferenta dintre stapani si sclavi, ei bine si aceasta este determinata de vointa de putere, pe care nu oricine o poate urmari si satisface ca atare.

Actiunile oamenilor nu sunt determinate de dorinta de avere, putere politica sau economica, faima, etc., ci de dorinta de a-si depasi propriile limite, de a nu se lasa infranti de natura, societate sau semeni.

Omul superior este omul care face din vointa de putere arma letala de care are nevoie pentru a razbate in tumultul vietii. Obiectivele sunt stabilite in incercarea de a urma vointa de putere, dar fiecare obiectiv, odata implinit, inceteaza sa mai ofere satisfactie, astfel ca omul isi gaseste altul si altul.

Nu se poate vorbi de ontologie nietzscheana facand abstractie de vointa de putere deoarece aceasta sta la baza dezvoltarii si progresului societatii, cunoasterii, culturii.

Schacht considera ca vointa de putere “...este pentru Nietzsche expresia fundamentala a unei atitudini pozitive fata de viata”[5], este modul in care Nietzsche se distanteaza de viziunea pesimista a lui Schopenhauer, imaginand eterna reintoarcere ca fiind exact contrariul atitudinii schopenhaueriene: o pozitivitate extrema fata de viata.

Eterna reintoarcere este inteleasa de Vattimo ca si “conditia unei existente care nu mai poate fi despartita de sens”, este “coincidenta dintre a fi si a trebui sa fie, dintre fapt si valoare”[6], dar mai ales, este incercarea de a reintroduce valorile, credintele, etc., fara insa a mai instaura, alaturi de lume, un alt univers imaginar.

Aceasta lectura a lui Nietzsche este coerenta cu atitudinea pozitiva, insa lucida, fata de viata si cu perspectiva morala, intrucat morala este unul dintre cele mai importante contexte care ne determina perceperea si intelegerea asupra metafizicii: “Iata pentru ce ar trebui sa-si permita un filosof sa considere vointa in sine din unghiul moralei: si anume, al moralei considerate ca stiinta a unei ierarhii dominatoare, din care ia nastere fenomenul vietii.”[7] 

Ai de scris un eseu si-ti lipseste inspiratia sau nu ai informatiile necesare? Scrie-mi la mihaela.c.olaru@gmail.com si te ajut cu placere!

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[1] Nietzsche, F., Dincolo de bine si de rau, Editura Humanitas, Bucuresti, 1992, p.27

[2] Idem, p. 20

[3] Nietzsche, F., Stiinta voioasa, Editura Humanitas, Bucuresti, 1994, p. 261

[4] Idem, p. 123

[5] Schacht, R., Nietzsche. A Collecton of Critical Essays, Editura Anchor Books, New York, 1973, p. 68

[6] Vattimo, G., Dincolo de subiect - Nietzsche, Heidegger si hermeneutica, Editura Pontica, Constanta, 1994, p. 30-31

[7] Nietzsche, F., Dincolo de bine si de rau, Editura Humanitas, Bucuresti, 1992, p.25 

Negarea culturii in operele lui Friedrich Nietsche

Pentru a-l putea intelege pe Nietzsche nu trebuie nicicand pierdute din vedere trasaturile vremii in care el a trait. Este uimitor cum filosofia lui Nietzsche nu pleaca de la conceptele traditionale, de la problemele lumii in care autorul traieste, ci de la propria experienta, propria existenta si propriile idei, atat de diferite de ale celorlalti.

Este uimitor cum, avand un destin complet diferit de al contemporanilor sai, unic, printr-o opera care imbraca forma unui monolog, Nietzsche reuseste sa se adreseze tuturor, dar chiar el marturiseste in nenumarate randuri ca nu si-a conceput opera ca monolog, ci scrie pentru altii.  

Zarathustra este constient de propria valoare si forta, de originalitatea sa, in asa masura incat isi cauta discipoli, pe care, implicit, ii gaseste. Dincolo de originalitatea si unicitatea personalitatii nietzscheene ramane constiinta si afirmarea adevarului incontestabil rostit de Hegel: “Tot ceea ce suntem, suntem istoriceste.”

O latura definitorie a lui Nietzsche este luciditatea. Aceasta trasatura apare ca dominanta inca din scrierile din tinerete si se impleteste cu exaltarea anumitor valori, fara insa sa se lase coplesita de dorinte utopice sau vise.

O alta trasatura care il apropie de istorism este interesul manifestat de Nietzsche fata de orice om, fata de popoare, de viitorul omenirii.Nu putem sa nu surprindem o legatura tacuta, ascunsa, dar clara, intre Nietzsche si miscarea de reactie, nemultumirea si protestul manifestate de artisti impresionisti precum: Flaubert, Verlaine, Rimbaud, Mallarme. Creatia contemporanilor lui Nietzsche a dat grai unui protest discret, care se regaseste in opera acestuia sub forma protestului unui spirit vehement, neinduplecat si necrutator.

Formarea spirituala, automodelarea, eliberarea de influente, nu s-au petrecut la Nietzsche intr-un chip atemporal; primele sale preocupari si manifestari fiind adanc implantate in “miscarea de rezistenta si protest” impotriva filistinismului si “supuseniei”, care nu erau tipic germane, ci se infiripau in “ordinea”regimului social si cultural.

Chipul in care isi imagineaza ganditorul iconoclast cultura, educatia, educatorii nu se afla catusi de putin in continuarea prezentului. S-ar putea spune ca Nietzsche vrea o totala eradicare a culturii prezente, desi, in principiu, el insusi subliniaza necesitatea unei continuitati in pastrarea unor valori.

Din vara anului 1872 dateaza o suita de fragmente care sunt percepute ca adevarate invective impotriva culturii germane, care ii este contemporana. Este vorba de o “barbarie” a culturii germane pe care el o vede “carturareasca, eliberatoare pornire spre imitarea strainatatii”. Invatatii alcatuiesc o “republica” incapabila de insufletire.

Prima forma de cultura criticata este, dupa cum era de asteptat, stiinta pedanta, fara orizont, practicata de indivizi izolati, fiecare pentru sine.

Invatatii, cuvant care isi pastreaza sensul peiorativ, se impaca foarte bine cu barbaria, cu religia, cu dezinteresul fata de viata. Degeaba se trancaneste despre cultura – “ea nu-i o nevoie vitala…”[1].

Nu exista o literatura autentica deoarece nu exista vorbitori, oameni care sa stie sa vorbeasca. Pe scriitori, Nietzsche ii imparte in “fete batrane” si “tineri batrani”, “vesnic liceeni” sau “necredinciosi de tara”. Goethe si Schiller nu si-au gasit urmasii. Publicul este cu totul lipsit de gust literar. 

Nietzsche descrie o “cultura fara popor”, fara continuitate, incapabila sa conserve sau sa recreeze stralucirea data de arta populara a Reformei, de crearea tipurilor lui Faust, Haus, Sachs, Tristan, sau “metafizica iubirii”. Singurul merit pe care filosoful il recunoaste culturii contemporane este “redescoperirea cantecului popular”, merit pe care el il atribuie lui Wagner.

Nietzsche este constient de gravitatea si greutatile formarii unei noi culturi, asa cum o intelege el. Nici o cultura nu s-a faurit repede, “ci numai dintr-o barbarie exista vremuri de indelungi sovaieli si lupte, in care totul pare indoielnic”[2].

1.1   Negarea valorilor traditionale

Nietzsche combate valorile traditionale pe de o parte datorita faptului ca ele sunt de multe ori contrare vietii si afirmarii individului, iar pe de alta parte deoarece le considera subiective si neintemeiate. “Toate eticile de pana acum au fost atat de nebunesti si de nefiresti, incat fiecare dintre ele ar fi condus lumea la pierire”[3]. 

El condamna valori precum compasiunea, iubirea aproapelui, egalitatea intre oameni, intr-ajutorarea, deoarece vede in ele un obstacol in calea afirmarii eu-lui, le vede ca o intrupare a slabiciunii, ca un frau care il impiedica pe om sa se remarce si sa se ridice, sa se afirme.

 Oamenii nu sunt egali, si nici nu vor putea fi cata vreme exista supraoameni si oameni de rand, exista oameni puternici, lucizi, manati de dorinta de putere, care nu se lasa niciodata prada neputintei, si exista oameni slabi, limitati, care apeleaza la asa-zise valori pentr a-si justifica neputinta si limitarea, si, de ce nu, pentru a putea pretinde sau impune anumite limite celor puternici. Valorile pe care le combate Nietzsche sunt pentru el niste pseudovalori de care omul viitorului nu trebuie sa tina cont in urmarirea vointei de putere.

Cu toate acestea, asa cum remarca filosofi precum Heidegger si Giani Vattimo, la Nietzsche nu se pune problema disparitiei tuturor valorilor, ci doar a valorilor supreme, exprimate de celebra moarte a divinitatii care nu distruge complet ideea de valoare, ci doar da libertatea crearii de valori noi. 

Nietzsche vede in crestinism limitare si restrictii menite sa ii protejeze pe cei slabi si sa ingradeasca libertatea celor puternici, si, odata cu moartea divinitatii si ridicarea restrictiilor, lucrurile vor lua o turnura noua, vor renaste intr-un mediu liber si progresist. Omul viitorului este liber sa se exprime si sa se faca remarcat, sa stapaneasca tot ceea ce nu se ridica la inaltimea sa sau i se face accesibil in timp. 

Acesta este cursul normal al vietii, si Nietzsche considera fireasca suprematia celor puternici in fata celor slabi, in momentul in care acestia din urma devin un obstacol in calea primilor. La o prima vedere, s-ar putea spune ca Nietzsche promoveaza asuprirea celor slabi, insa acest lucru nu este adevarat. El doar accepta asuprirea lor ca necesara in urmarirea telurilor celui puternic. Cei slabi sunt in siguranta cata vreme nu stau in calea idealurilor supraomului, ceea ce, insa, se intampla destul de rar.

Filosoful, odata ce a distrus valorile traditionale, permite, si chiar incurajeaza crearea unora noi. “Cand se dizolva reprezentarea amagitoare ca atare – daca vrem sa continuam sa traim, vointa noastra trebuie sa creeze o alta noua”[4]. 

Nietzsche nu numai ca nu neaga toate valorile, ci chiar afirma valoarea vietii: “Judecatile de valoare asupra vietii, pro sau contra, pana la urma nu pot sa fie niciodata adevarate: ele au valoare doar ca simptome. Trebuie neaparat sa intinzi mana si sa incerci sa prinzi aceasta uimitoare subtilitate, anume ca valoarea vietii nu poate fi estimata”[5]. 

Sa fie acesta un indemn la actiune, sa ascunda aceste cuvinte motivatia si dragostea filosofului pentru viata? Nu poate fi negata aceasta posibilitate, deoarece, in ciuda vremurilor in care a trait, sau poate tocmai datorita tulburarilor din acea epoca, 

Nietzsche a ramas pana in ultima clipa adeptul actiunii, a urmaririi idealurilor inalte, el a fost cel care a crezut in puterea omului de a-si atinge scopurile dincolo de orice obstacole sau neajunsuri, si tocmai aceasta energie, aceasta dorinta de a-si lua destinul in propriile maini si a crea valori noi este cea care contureaza, aprofundeaza si innobileaza existenta umana.

Nietzsche nu putea sa fie cel care a pus bazele teoretice ale nazismului, deoarece scopul lui nu era asuprirea celor slabi, aceasta era doar o cale de a-si urma vointa. El nu voia o societate ingradita, asuprita, ci una in care fiecare sa se poata ridica dupa fortele proprii. 

Voia o societate in care selectia sa se faca pe cale naturala: e normal sa aiba intaietate cei puternici in fata celor slabi pentru ca ei au taria de a crea si ocroti noile valori, de a desfiinta falsele idealuri si de a nu se lasa manipulati, dar filosofia lui Nietzsche nu propune si nu aproba dictatura sau exterminarea celor slabi, putini, imperfecti.  

Din contra, nu putem trece cu vederea respectul care se intrazareste in ideile lui Nietzsche pentru cultura elena. Gratie spiritului sau dialectic, Nietzsche are viziunea “conflictului intre valori”[6], prin dualitatea contradictorie Apollo – Dionysos, si a impletirii dintre valori si nonvalori, asa cum o gasim exprimata intr-un paragraf care poarta obligatoriu titlul “Cum stie natura greceasca sa foloseasca toate calitatile infricosatoare”.

Este vorba de modul in care grecii au reusit sa transforme dorinta de suprematie, setea de distrugere, in “agon”, in educarea tinerilor de catre barbati. Aceasta transformare a nocivului in util este idealizata si in viziunea despre lume a lui Heraclit.

Nietzsche leaga el insusi fenomenul sublimarii valorice de parintele dialecticii. Grecii ii ofera ganditorului si alte pilde: gimnastica este razboiul idealizat, lupta pentru existenta este sublimata de catre poeti in agon liber, necesitatea nuda - “existenta prin lauda, faima”. Daca grecii considerau munca drept o rusine, fie ea si cea a marilor sculptori, rezultatul muncii era insa o intrupare a valorii.

Pentru Nietzsche, “arta este prisosul de forta libera a unui popor care nu se iroseste in lupta pentru existenta”. Libertatea este considerata de Nietzsche, ca si de Hegel, drept o conditie a realizarii valorilor, caci el se intreaba: “Cum este posibila educarea daca nu exista libertatea gandirii…?”.[7]    

1.2   Moartea divinitatii

“Nihilistului ii lipseste pana si patosul negativ, care in ateism persista inca. El nu mai intelege ca ar mai exista in genere ceva de contestat. Intreaga problema i-a devenit asa de straina si de indiferenta, incat nu mai merita osteneala nici macar o tagaduire a ei”.[8]

Desi nihilist prin multe din ideile sale, Nietzsche este departe de a ramane indiferent la vreuna din problemele majore ale filosofiei. Lui nu ii lipseste patosul, dar are nevoie de negatie pentru a putea cladi viziunea sa asupra lumii de la inceputuri. Poate de aici si necesitatea de a-l ucide pe Dumnezeu, avand in vedere ca pentru el etica reprezinta conformarea cu un model comportamental, chiar cu un bine general, in ce priveste violenta fata de celalalt. 

Nietzsche considera ca moartea divinitatii va marca sfarsitul interpretarii morale a lumii sub semnul lui Dumnezeu.  Razvratirea lui Nietzsche fata de divinitate prinde viata prin Zarathustra, cel care desacralizeaza si ironizeaza, desfiinteaza toate invaturile crestine, si pe adeptii crestinismului in acelasi timp, vazand in ei intruchiparea fatarniciei, a neputintei si a lasitatii. 

Am putea spune ca Nietzsche cauta sa dezvaluie necredinta oamenilor si sa ii convinga despre moartea divinitatii facandu-i sa se asemene lui Dumnezeu, dupa cum dovedeste celebrul dialog purtat de Zarathustra cu Papa: “mai bine sa fii tu insuti Dumnezeu…Oricat te-ai vrea de fara-Dumnezeu, adulmec un vag miros de tamaie si nesfarsite binecuvantari”, discutia incheindu-se cu obsesiva idee a mortii lui Dumnezeu: “Caci Dumnezeu acela batran nu mai exista: e mort de-a binelea”. 

Omul cel mai respingator este insusi “ucigasul lui Dumnezeu”[9], iar Zarathustra descopera si motivul mortii divinitatii” “Da, Dumnezeu, care pe toate le vedea, chiar si pe om, era un Dumnezeu ce trebuia sa moara! Omul nu poate sa suporte ca un atare martor sa traiasca”[10]

Ai de scris un eseu sau o lucrare de diploma? Scrie-mi la mihaela.c.olaru@gmail.com si te ajut cu placere!

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[1] Gulian, C.I., Nietzsche, Editura Academiei Romane, Bucuresti, 1994, p.84

[2] Idem, p. 85

[3] Nietzsche, F., Stiinta Voioasa, Editura Humanitas, Bucuresti, 1994, p. 33

[4] Gulian, C.I., Nietzsche, Editura Academiei Romane, Bucuresti, 1994, p.78

[5] Nietzsche, F., Amurgul idolilor, Editura Humanitas, Bucuresti, 1994, p.460

[6] Gulian, C.I., Nietzsche, Editura Academiei Romane, Bucuresti, 1994, p.78

[7] Idem, p. 79

[8] Boboc, A., Filosofia Contemporana. Marxismul si confruntarile de idei in lumea contemporana, Editura Didactica si Pedagogica, Bucuresti, 1982, p.145-146

[9] Nietzsche, F., Asa grait-a Zarathustra, Editura Humanitas, Bucuresti, 1994, p.329

[10] Idem, p.331

Summary of John C. Maxwell's The 17 Indisputable Laws of Teamwork

Dr. John C. Maxwell is the renowned author of The 21 Irrefutable Laws of Leadership, his latest creation being The 17 Indisputable Laws of Teamwork, published in 2001, by Thomas Nelson Inc., in Nashville, Tennessee, and covering 288 pages.

The central idea of the book is that great things can only be achieved when working in team, but a reliable, winning team, can only be built if certain principles (the 17 indisputable laws) are understood and followed.

No matter the goal, in order to attain it, one should invest in one’s team above everything else, in order to make sure that the end product will benefit from the necessary ideas, resources, energy and perspectives.

The 17 laws that the author proposes to the reader may be summarized as follows:

1. The Law of Significance - No matter how well prepared, smart and resourceful one may be, one will obtain better performances as part of a team. The idea is supported with several examples, the most resounding achievements in human history being the result of team work.
2. The Law of the Big Picture – The final goal of the team should always prevail over the role of the individual. Those who think otherwise simply do not see the big picture. This is why only good teams can reach important goals, although individual accomplishments may give satisfaction to anyone.
3. The Law of the Niche – In a team, every member has his well established place, where his contribution could not be matched by that of another member. It is the duty of the team leader to find the right place for everyone in the team.
4. The Law of Mount Everest – The greater the challenge, the more important it is for it to be dealt with by a team. Every goal needs a team tailored according to its importance. A new goal may require adding key members to the team, removing ineffective members and even changing the leader.
5. The Law of the Chain – The team’s strength is directly proportional with that of its weakest member. The weaker members of the team can always be the cause of failure, making the other members be less effective and even questioning the ability of the team leader.
6. The Law of the Catalyst – The secret of the winning teams are the valuable members, who can change the course of things and play a decisive part in achieving the final goal. The catalyst, or the person who can make the difference, is the one who is more intuitive, communicative, talented, passionate, creative, generous, responsible, and influential.
7. The Law of the Compass – In order to maintain their direction and their confidence, the team members need a vision. Great achievements require great visions, otherwise, the energy of the team may be dissipated into projects dictated by individual agendas that would work one against the other.
8. The Law of The Bad Apple – The wrong attitude of certain members can ruin the whole team and prevent it from attaining its goals. This is why rivalry between the members of a team, petty jealousy, excessive ego, inability of recognizing one’s errors, unjustified criticism, etc., are always counterproductive.
9. The Law of Countability – Team members must rely on one another when the need arises. It will help them overcome obstacles easier and gain more confidence, both in themselves and in the other members of the team.
10. The Law of the Price Tag – In order to attain its goal, every team needs to pay a price. There are teams who ignore the price of success and teams who refuse to pay it. These teams will never be successful. Time, sacrifice, commitment, unselfishness and personal development are jut a few examples of the prices a team (through its members) will have to pay to attain its goals.
11. The Law of the Scoreboard – Adjustments can be made when the teams know exactly where they stand. The scoreboard is an essential element for this, because it allows the understanding of the path the team needs to follow in order to reach its objectives, it allows evaluations, decision making, correcting mistakes and rethinking strategies.
12. The Law of the Bench – Good teams always have backup solutions, in this case members able to play several parts and cover the responsibilities of others. This way, if one member is not effective, he/she can be easily replaced.
13. The Law of Identity – Common goals strengthen and bind the team. Organizational values determine and guide the behavior of a team the same way individual behaviors are influenced by personal values. Team values must be realized and assumed by each member in order for the team to succeed.
14. The Law of Communication – The results of the team depend on the way its members interact. The better the communication between them, the closer they cooperate, the better the results will be and the easier the goal will be attained.
15. The Law of the Edge - The leaders are the ones who can make the difference between success and failure or between two teams that are equally talented. The members represent the force of the team, the vision traces the direction they should follow and the work ethic ensures the proper environment for the actions to be taken.
16. The Law of High Morale – Nothing hurts when you are winning. Teams with high morale can fight almost any challenge they face, because mobilization is at its maximum and each teammate knows exactly what he/she has to do. The reward will be worth all the effort and sacrifice along the way.
17. The Law of Dividends – The most profitable investments are those made in your own team. The time, money and effort every team member brings in when pursuing the common goal are not wasted resources, but will pay off sooner or later.

Every law is thoroughly explained and sustained with several examples, those presented as short anecdotes making the salt and pepper of the book. The language is simple and accessible, transmitting the message loud and clear: teamwork is essential no matter the goal or the circumstances.

John C. Maxwell’s work can be a starting point for any salesmen, not necessarily a leader, because, perhaps more than in any other field, in sales, team work can make the difference between successful and failed transactions.

Just think of every sale as the result of team work. The product was sold because, on one hand, the team that manufactured it used quality materials, an innovative design and met safety standards.

Then, the marketing department designed the package and ensured the publicity needed for the product to draw the attention of potential resellers. Last but not least, the reseller is the one sending the message of the manufacturer and praising his work to the end-user.

With a poor quality product, the salesperson would certainly not reach the success quality ensures, and, without good salespersons, the manufacturers would never be properly rewarded for their work. 

The 17 Indisputable Laws of Teamwork are a must read for every salesperson. It teaches one to:

• Accept one’s place and responsibilities as part of the company;
• Accept the merits of others and contribute to attaining the company’s goal, even in the detriment of one’s short term interests;
• Follow rules and abide by the team’s ethics;
• Acknowledge the role of the leader and follow the direction imposed;
• Identifying weaknesses within the team and developing a backup plan, finding replacements or solutions.

The list may continue, but the basic idea is that every salesperson has something to learn from this book, and, if there were a list of must read books, John C. Maxwell’s work should certainly be on one of the top positions. 

Do you need a book summary or review, or perhaps an eBook written from scratch? Email me at mihaela.c.olaru@gmail.com and I will be happy to do it for you!

The Amazing Transformation of Dubai, the Pearl of the United Arab Emirates

The city of Dubai never ceases to amaze with its amazing transformation, from a city in course of development, as it was in 1991, into the pearl of the United Arab Emirates, as it is seen today, holding records that are almost impossible to break.

For example, it hosts Burj Khalifa, also known as Khalifa Tower, the tallest building in the world, built using the latest innovations in construction materials and tools and reaching a height of more than 2,700 feet.

The town’s architecture is imposing, some of the buildings being real displays of contemporary design and architecture and attracting visitors from around the world. What is the story behind this amazing progress? How did it all begin?

Early History of Dubai

The archaeological research performed within the town perimeter found proofs of human settlements dating as early as 3000 BC, the population belonging to nomadic tribes of cattle herders. More recent discoveries suggest that the area was inhabited around the year 7000 BC.

The Sassanid Empire controlled the territory from the 3^rd to the 7^th century AD, when the area was taken over by the Umayyad Caliphate. The new rulers introduced the Islam in the area for the first time, and they also turned Dubai into a famous trading center, where merchants from all over the world came and sold or exchanged an incredible variety of products. However, this glory did not last much, pearl diving and fishing becoming the inhabitants' main sources of income throughout the following millennium.

Development and Progress

1799 was the year when Dubai was recorded for the first time in official documents, as a territory depending on the Abu Dhabi emirate, ruled by the Bani Yas clan at the time. In 1833, the city became the capital of Dubai Sheikhdom, with the Al-Maktoum family, belonging to the same Bani Yas clan, as rulers.

The apparition of the artificial pearls in 1926 and the Great Depression in 1929 were two events that had a dramatic impact on the city's economy, determining Sheikh Saeed to look for other income sources. As a result, Dubai became one of the most famous re-export ports in the world. The discovery of the oil resources in 1966 was another moment of reference marking the irreversible transformation of the city.

The Road to Modernity

The end of the Iraq - Kuweit war was the time when the rulers of Dubai, now part of the United Arab Emirates, understood that exploiting oil was only a short term solution to sustain the local economy. As a result, a policy of attracting financially potent companies that could contribute to the development of the region and of the city was implemented.

Today, some of the most important IT firms, such as IBM, Oracle, Hewlett-Packard or Microsoft have important centers in Dubai, not to mention the famous fashion designers that have established their headquarters here. A great part of the income generated from these activities is invested in infrastructure, the city's subway network, built in only 18 months, being just one of the outcomes.

Tolerance and Multiculturality - Important Ingredients of Dubai's Success

According to a report published in 2007 by the U.S State Department, Christians, Buddhists and Baha'i were granted religious freedom, having the permission to set up their own houses of prayer and worship. According to the document, "the Government followed a policy of tolerance toward non-Muslim groups, and, in practice, intervened very little in their religious activities".

This encouraged people from all over the world to come and work in Dubai, bringing an important contribution to the city’s development. The working force is formed mainly of immigrants, especially Indians, Pakistanis, Filipinos and Chinese.

Dubai as It Is Today

According to statistics, the population of Dubai currently numbers more than 2,100,000 people, out of which 1,400,000 men and over 700,000 women. It is certainly remarkable, considering that 1822 records only mention 1,200 people.

The surface of the city was also expanded from 1,500 square miles to 1,588 square miles, mainly by reclaiming land from the sea and by building artificial islands, Palm Jumeirah being the most famous structure of this type.

The right to education is granted to all Dubai inhabitants, regardless of their social condition or gender, over 80 public schools functioning under the direct supervision of the Ministry of Education, the number of private schools being almost double.

China, US and India are the most important partners of Dubai when it comes to commercial import operations, with Switzerland, India and Saudi Arabia as main destinations for the products exported from here. The Jebel Ali port is the most important center of commercial operations in the city.

Dubai - An Irresistible Tourist Attraction

Starting with the first decade of the 21^st century, the city became one of the most visited places in the world. The successful combination between tradition and modernity is one of the secrets behind its huge popularity as a tourist destination.

Besides, a great number of festivals are held here every year. One of them is the Dubai International Film Festival, a major event in the world’s cultural calendar, while Dubai Shopping Festival is a great occasion for tourists and local to find the best deals in cosmetic and fashion products.

According to www.dubai.ae, Dubai Summer Surprises is another popular festival, dedicated to families, children and people of all ages, this being the main reason why it is held during the summer holiday. The event brings together people from all over the world and offers them high level entertainment, numerous concerts and shows being organized.

Little Known Facts about Dubai

l  A themed park similar to Disneyland is planned to be opened in the city, after the American company refused to come here and build one. The new amusement park is expected to attract a number of about 200,000 visitors every day.

l  The natives here, called Emiratis, benefit from numerous facilities, receiving education for free and not having to pay any kind of taxes. For those who live as tenants, the value of the rent is covered by the government.

l  The Dubai Mall is the biggest shopping centre in the world, with more than 1,200 stores and tens of thousands of people visiting it every day.

l  Dubai is the 22^nd most expensive city in the world, and it occupies the first position among the Middle East cities from the same point of view.

The great, progressive vision and the will of giving up rigidity and embracing new ideas manifested by the ruling class are the ones that turned Dubai into the star of the Orient, a symbol of modernity, wealth and well being.

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