BYU-Idaho Online Learning
Video Transcript
[This transcript is currently a work in progress.]
You're now looking at the reality model, ladies and gentlemen, as we discovered it. There are five pieces to that model. You can see those five pieces on both pages. That is the most exciting model you have ever seen. Now you excited? You'll be excited when we're done. All right. Come over to the circle on the left hand side. Come up on top of that circle and label it with the words human needs. Human needs. When you've labeled the circle over the top with the words human needs, will you now quadrify the circle? The first powerful human need is to live to live survival. The second powerful human need is to love and be loved. The third powerful human need is to feel important to have value significance. The fourth powerful need and this is the most interesting one to me, by the way, but the fourth powerful need is variety variety. We all have need for variety. That's why you are wearing different color clothes. You go on vacations. You buy a remote for your television set. You can now buy a television set that shows five programs at the same time. Which is insane, by the way. We have a need for a variety. Now, we represent the first piece of our model with a wheel because this is the wheel that drives the model. It gives power to the model. You may even label this wheel with the word engine because this is where the model gets its power. All right. Come to the second piece of the model. The second piece of the model notice looks like a window. Come up on top of that window and label it with the word belief window. Belief window. Inside of that window, will you write the word principles Principles right across the window. Now understand this fact. As each of you sit here today, ladies and gentlemen, you have what I like to call a belief window. It's about this big. It sits in front of your face. A wire comes from the back of your head across the top, hooks onto that window. Every time you move, it goes with you. You look out into the world through this window, you accept information from the world in through this window. On this window, you have placed thousands of principles that you have accepted as correct principles. Now, the minute I say the word principles, a lot of people start thinking about heavy duty religious stuff and that's probably the. That's okay. But there are thousands of little tiny principles as well. We put principles on our belief windows because we believe they'll help satisfy those four needs. The number of principles you have on your belief window is a function of your age. Okay. The older you are, the more you have, that's just how it is. All right, I'm going to give you an example of a principle you might have on your belief window. I want you to give me which of the four needs would drive a principle like this. Here is a principle. All Doberman pinchers are vicious. Which are the four needs, folks. We have a need to live, right? So we put a principle on our belief window. All Doberman pinchers are vicious. We believe that. Come to the third piece of the model. The third piece of the model looks like a little bridge. On top of that bridge, label it with the word les Inside of that bridge, will you write two tiny words. Will you write the words if and then if and then. Now, here's how it works. The minute you put a principle on your belief window, you immediately start to create rules that will govern your behavior based on the principle on your belief window. We call these then rules. Now, here's how it works. We have the principle on our belief window. All Doberman pinchers are vicious. If that's true then, This all goes on behind your eyes. Nobody knows who's doing this. You do this automatic. If that's a correct principle, then I go into somebody's yard and there's a big Doberman pincher. What will I do? I will leap tall buildings with a single bound. I will run. I'll evade. I'll have a very specific set of rules all set up based on the principle on my belief window. Okay. Are you with me? No, understand this fact. The first three pieces of this model are all invisible. You can't see it. No one else can see it, but it's going on every second you breathe. All right. Come to the last piece of the model. The final piece of the model is a little box up on top of the blue box. Label it with the word results. Results. Okay. I'm now going to ask you to do some artwork. Will you now drop a line from the bottom of that blue box down about an eighth of an inch and then draw that line all the way back underneath the model and drive it up into the needs wheel. You are now connecting the results box and the needs wheel with a line. Will you now label that line with the word feedback. If the results of your behavior do not meet your needs. There is an incorrect principle on your belief window. Second law. Results take time to measure? Ladies and gentlemen, understand this fact. Not only do individuals have belief windows groups have belief windows. Families have them. Neighborhoods have them. Cities have them. Corporations have them nations have them. I'm going to give you a principle now that we had on our corporate belief window. I say because we discovered this was not a good principle. I want you to give me the need driving this, and let's take this through the model for an organization. Here was our principle. Cut costs, no matter what. That doesn't sound like a bad principle, does it? Put you the four needs, folks. Why? Would the needs for a corporation be identical to the needs of a human being? They're made up of human beings. Most of them are. We add the principal brief, cut cost, no matter. If that's true, then we set up a rules. Now, nobody sends a memo out saying set your rules up, rules are automatic. It's now time for us to hire a receptionist. What kind of receptionist will we hire? Ahead. Cheapest one we can find. Will the results of that behavior meet our needs over time as a firm. Three weeks later, Senior Vice President from Rockwell International. One of our biggest clients, they build the space shuttle in California. Him, you have a really interesting receptionist. I said, really. He says, Yeah. She doesn't speak English. I said she doesn't. He said, no. I called in and asked for some things, and she said, We ain't got none of them, Jack. Now, who is our window to the corporate world, but our receptionist? We now manage our little firm with this crazy model. We sat down and asked, what principle on our corporate window allowed us to hire somebody like that? Cam up pretty fast. Cut costs no matter what. We decided we didn't like that principle, so we took it off and put a new one on. Now, if you think this is easy, folks, you are smoking something, isn't that easy. It's easy to talk about. Not easy to do. The new principle we put on our belief window is we want the finest reputation in America. Now, a new principle on a belief window requires a new set of rules are automatic. It's now time to hire a receptionist. It was, again, time to hire a receptionist. What kind of receptionists are we going to hire now? We have the highest paid, finest receptionist in the state. Now, this is a very interesting experience for me. The person we selected to be our new receptionist was already at a director level in our little firm. There are only about 400 of us then. We're pretty small. Her name is Glenda. I called her in my office. I was all excited. I said Glenda. There's a new role we want you to play here at the firm. We want you to be our receptionist. What do you think she said? Why don't you just fire me, Him. Now, what was on her belief window about receptionists? Arhads We had to get a new principle on her belief window. We had to walk through this whole process on how we arrived at her as our new receptionist. We gave her a raise. You can buy principles on a belief. Okay. That's really bad. She got a new principle on her belief window, took the job, became responsible for 18 other people, all of our external communications, but it started by getting a new principle on a belief window. Are you with me? Okay.
[End of video.]