ON UNDERSTANDING AND PROMOTING HUMAN EFFECTIVENESS.
VANDERBILT UNIV NASHVILLE TENN
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Perhaps I have not done much more than state my claim to membership in the group that believes strongly in the possibility and desirability of change. I certainly agree with McClelland that such belief is a highly important factor in changing people and social institutions. I would go a bit further and say that such belief is in many cases essential to the process of change, though admittedly not so in every case. Also, I have expressed allegiance to the complex and difficult goal of understanding, via our science, and promoting, via our profession, human effectiveness--particularly in the interpersonal and social spheres. Within this broad area I have presented some theoretical formulations regarding the role of affect in personality and interpersonal functioning and its role in the process of change toward greater effectiveness. Effective functioning and change toward greater effectiveness involve the three processes of affect experiencing, affect differentiation, and affect expression and the integration of these with motor and cognitive processes. The three affective processes were described and their optimal levels tentatively defined. The relationships of the three processes to adjustment and effective functioning were considered. Finally, I described some of the principles and procedures of the Feeling-Feedback exercise, one of the exercises in integrating affect and cognition in social interaction used in the Interpersonal Effectiveness Groups of the Vanderbilt Human Effectiveness Program.