Sigmund Freud And Erik Erikson - 1110 Words

The psychoanalytic perspective was predominantly attained by parents of children with emotional problems 70- 80 decades ago. The discontinuous psychosexual and psychosocial theory takes place in stages in one course moving through drives that are biological along with societal expectations (Berk, 2013). The contributions to this perspective include both Sigmund Freud and Erik Erikson. Freud examined psychosexual theory and how those first childhood years of drives shape the personality. Thus, such drive names are the id, ego, and superego. The id emergences in the early stages of infancy, between 3 to 6 years of age the superego or conscience appears and are shaped by parents and conforms to society’s expectations. Moreover, Freud†¦show more content†¦26). In continuation from Freud s theoretical perspective, Erik Erikson overlaps in theory and expansion with Freud’s five stages and adding three adult stages (Berk, 2013). However, Erikson differs from Freud in various regards. In addition to expanding on psychosexual stages above childhood, Erikson focuses additional importance on historical and social influence (Feist Feist, 2006). In fact, Erik Erikson, psychosocial stages theory suggests the significance over-all psychosocial development between the parent-child relationship (Leggett, 2017). Erikson postulates that the first stage infants seek their basic essential needs relies on trust versus mistrust, which is parental responsiveness that helps infants to determine the first year of psychological conflict (Leggett, 2017), for example. Subsequently, throughout the second stage of autonomy versus shame and doubt, a toddler pursues further independence and can experience discouragement if feeling shame (Leggett, 2017), for in stance. In his psychosocial theory, Erikson suggests that negotiations amongst the id desires and the influences of the superego, the ego creates a beneficial developmental influence, attaining ways of thinking and creating abilities which make individuals contributing and active family and community members (Dunkel Sefcek. 2009). Interestingly, Erikson writes that although the interaction between theShow MoreRelatedEssay on Compare and Contrast Erik Erikson Sigmund Freud909 Words   |  4 PagesCompare and Contrast Erik Erikson Sigmund Freud This research paper will compare and contrast two of the most influencial psychologists who helped shape the way we understand the development of the human mind; Sigmund Freud and Erik Erikson. The paper will focus on the similarities and differences between Freud’s Psycho-sexual theory, and Erikson’s psychosocial theory. Freud was one of the very first influencial psychologists who changed the way we study humans. Erikson recognized Freud’sRead MoreThe Developmental Theories of Jean Piaget, Sigmund Freud, and Erik Erikson1976 Words   |  8 PagesThe developmental theories of Jean Piaget, Sigmund Freud, and Erik Erikson Jean Piaget, Sigmund Freud, and Erik Erikson are all respected theorists in the study of psychology. All three have theories that help to explain why and how children develop into adolescents and adult hood. Although all three provide their own theories on this subject each theory shares similarities and differences with one another. Having a better understanding of each theory and the theorist will lend a better understandingRead MoreSigmund Freud And Erik Erikson s Theory Of Psychosexual Development1806 Words   |  8 Pagestheir children’s life can be the most significant. Of all the theorists who have studied the development of personality, Sigmund Freud and Erik Erikson have been the most influential in explaining how parents can affect the developing personalities of their children. The works of Sigmund Freud are some of the most well-known and most criticized parts of Psychoanalytic Theory. Freud believed â€Å"that the basis for adult personality resided in the infant and his experiences† (Lazarus, 1961, p.138). Freud’sRead MoreTheories And Theory Of Psychosocial Development Essay1255 Words   |  6 Pagesimportant to my future discipline and also analyze the relationship between my chosen therapist Freud and Erikson. Two key theories Freud s Theory of Psychosexual and Erikson s Theory of Psychosocial development are both psychoanalytic theories. Sigmund Freud concluded that personality develops through several stages and the psychosexual development was the driving force behind behavior. Sigmund Freud s psychoanalytic theory of personality argued that human behavior was the result of the interactionRead MoreEssay on Freud V Erickson1371 Words   |  6 Pages Sigmund Freud is probably the most familiar name that comes to mind when one thinks of famous psychologists. Freud was born in Freiberg, Moravia in 1856, but when he was four years old his family moved to Vienna, where Freud was to live and work until the last year of his life. The scope of Freuds interests, and of his professional training, was very broad - he always considered himself first and foremost a scientist, endeavoring to extend the compass of human knowledge, and to this end, ratherRead MoreThe Psychoanalytic Approach . And Some Of The Influential987 Words   |  4 Pagesalleviating those troubles. This approach is better suited for those issues that have been plaguing an individual for a long time and have their roots in one’s childhood, unlike problems that develop from certain stressors or trauma. 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Freud believed that emotional instability in adulthoodRead MoreThe Theory Of Psychoanalysis On The Unconscious Phases Of Personality Development1130 Words   |  5 Pag esdetermine their personality patterns later in life. And lastly, Sigmund Freud postulated that Personality consists of id, ego, and superego. This, in turn, is subdivided into ages and stages, from birth through to adolescent age. The theory of Psychoanalysis was propounded by Sir Sigmund Freud in 1896. However, this was not the date of conceptualization. The theory of Psychoanalysis was developed between 1856 and 1939. In 1896 Sigmund Freud made public his theory of psychoanalysis for the first timeRead MoreErik Erikson s Psychosocial Development Theory1518 Words   |  7 PagesABSTRACT This research paper will show a thorough review of Erik Erikson s Psychosocial Development Theory, specifically the transition from adolescence to adulthood. Psychosocial Development, according to Erik Erikson, is a continuity of crisis throughout our lifespan; these challenges will shape our personality and the way we perceive our surroundings. In addition to this, the different stages mentioned in this Theory complement each other and help us to develop the tools to achieve a sense ofRead MoreErikson s Psychosocial Theory And Psychosocial Development1561 Words   |  7 Pagestheory. Erik Erikson’s psychosocial development has always been a great contribution to the field of psychology by Erik Erikson (Berk, 2007). Erikson suggested that everyone experiences a series of psychosocial stages instead of psychosexual stages as proposed by Sigmund Freud. Despite the fact that Erikson disagreed with Sigmund Freud in so many areas in his psychosexual theory, it was actually Freud’s psychosexual theory that helped Erikson formulate his own psychosocial theory and Erikson was very

Essay about Dostoevsky and Nietzsches Overman - 2123 Words

Dostoevsky and Nietzsches Overman The definition of à ¼bermensch, or overman, in Barrons Concise Students Encyclopedia makes anyone who has read Nietzsches Zarathustra - even aphoristically, as I tried to do at first - cringe. Barrons Encyclopedia defines an overman as someone who has his act together and gets things done. Of course, considering that this is a summary of one part of Nietzsches ideas, and that the encyclopedia reduces his entire philosophy to one short paragraph, this is not a poor definition. But it eliminates parts of Nietzsches concept of the overman, or superman, which are essential to an understanding of this idea. Walter Kaufmann provides a detailed analysis of Nietzsches philosophy in†¦show more content†¦This process of overcoming the state of normal humanity is done in several ways, but perhaps the most important of these is the sublimation of normal human impulses. For Nietzsche, all human impulses - indeed, all human activity - is explainable in terms of his will to power. As he says in Beyond Good and Evil, Suppose, finally, we succeeded in explaining our entire instinctive life as the development and ramification of one basic for of the will -- namely, of the will to power, as my proposition has it; suppose all organic function could be traced back to this will to power and one could also find in it the solution of the problem of procreation and nourishment -- it is one problem -- then one would have gained the right to determine all efficient force univocally as -- will to power. (Beyond Good and Evil, 36) Nietzsche establishes a long line of degrees of the expression of the will to power. (Dawn 113) The overman is one who has attained the highest degrees expression in his will to power. Philosophy is one of these highest degrees. (Beyond Good and Evil 9) For Nietzsche, the more common expressions of the will to power (the sexual drive, for instance) are the lower ones, and must be sublimated, or redirected, so that the will to power expresses itself in higher, more creative ways. (Kaufmann 220) Art, for instance, is one of these ways, an idea whichShow MoreRelatedFyodor Dostoevsky Crime And Punishment Analysis1214 Words   |  5 Pages Dostoevsky’s disapproval on the Superman theory In the novel â€Å"Crime and Punishment†, by Fyodor Dostoevsky, Dostoevsky expresses his disapproval of the Ubermensch theory by using his main character; Raskolnikov who tries to become an extraordinary person but fails to do so. Raskolnikov is put in a group where people maintain the idea that man is not actually equal but are divided into two separate groups which are; the ordinary people who are locked within the laws and tradition of society by onlyRead More Analysis of The Inquisitors Argument in Dostoevskys The Brothers Karamazov997 Words   |  4 PagesAnalysis of The Inquisitors Argument in The Brothers Karamazov      Ã‚   Dostoevsky makes a strong case against Jesus in The Grand Inquisitor: Jesus did not love humanity sufficiently to care for the greater good of the race.    The majority of people, according to the Grand Inquisitor, are weak and like sheep. Jesus prized freedom of faith above all else, and because he cared more for that freedom than for the happiness of people, the Grand Inquisitor and the Catholic Church, as ledRead Morewisdom,humor and faith19596 Words   |  79 PagesFools, no custom or convention was immune to ridicule and even the highest personages of the realm could expect to be lampooned.14 Following in the tradition of such celebrations and Erasmus’s The Praise of Folly, Rabelais, Cervantes, Shakespeare, Dostoevsky, and others have praised a sort of wise folly in such characters as Triboulet (in Rabelais’s Gargantua and Pantagruel ), Cervantes’s Don Quixote, Shakespeare’s Falstaff, and Dostoevsky’s Prince Myshkin (the title character in The Idiot).15 Rabelais

Conflict in Organisations Free Essays

To what extend do you accept the view that conflict is an inevitable feature of management and organizational behaviour? Suggest how management can attempt to avoid the harmful effects of conflict. Introduction All organizations, by their very nature, have built in conflicts Conflict is seen as an inherent feature of organisations and induced, in part, by the very structure of the organisation. The causes might stem from individual characteristics, interpersonal factors, communications, behavior, structure and previous interactions. We will write a custom essay sample on Conflict in Organisations or any similar topic only for you Order Now Conflict, per se, is not necessarily good or bad but an inevitable feature of organisational life and should be judged in terms of its effects on performance. Even if organisations have taken great care to try to avoid conflict it will still occur. Conflict will continue to emerge despite attempts by management to suppress it. † J Mullins Pge 490. A more recent view of conflict is the interactionist perspective, which believes that conflict is a positive force and necessary for effective performance. This approach encourages a minimum level of conflict within the group in order to encourage self-criticism, change and innovation, and to help prevent apathy or too great a tolerance for harmony and the status quo. Conflict Defined Conflict is defined as an incompatibility of goals or values between two or more parties in any relationship, combined with attempts to control each other and antagonistic feelings toward each other (Fisher, 1990). The incompatibility or difference may exist in reality or may only be perceived by the parties involved. Nonetheless, the opposing actions and the hostile emotions are very real hallmarks of human conflict. Main Causes Of Conflict In Organisations Differences in Goals: In an organisation, functional departments or sub units become specialised or differentiated as they develop different goals, tasks and personnel. Although the overall organisational goal is agreed upon, such specialisation or differentiation leads to conflicts of interest or priorities. For example in a firm involved in manufacturing certain products, the sales and marketing department might want low prices to attract more customers or to gain a bigger market whilst the production department might want higher prices on those products to meet the production cost. Limited resources: Competition for limited resources is also a factor for conflict. The classic example here is the normal budgetary requirements that usually exceed available funds. This is probably the most prevalent and familiar source of conflict at the TRB. Departments request more than what the budget can sustain. For example, replacement of obsolete laboratory equipment by the analytical services Division against the refurbishment of the tobacco curing barns by the Field Services Division. Departments fight to get preference as Heads of Departments attempt to present their problems as the most pressing and urgent. Communication barriers: This arises when two individuals or groups are unable to express themselves, verbalize their needs, state their case adequately, provide logical and structured argument, or listen effectively. Miscommunication and misunderstanding can create conflict even where there are no basic incompatibilities. Lack of communication skills often results in confusion, hurt and anger, all of which simply feed into the conflict process. Language barriers and socio-cultural backgrounds can inhibit the intended meaning of a particular message. Perception differences or differences in the value system: Parties may have different perceptions as to what are the facts in a situation, and until they share information and clarify their perceptions, resolution is impossible. Self-centeredness, selective perception, emotional bias, prejudices, etc. , are all forces that lead people to perceive situations very differently from the other party. Because of this perception variation, people tend to value reality differently. As perceptions become a person’s reality, value judgements can be a potential source of conflict. Ambiguity – the ambiguous purposes and objectives, the imprecision in establishing tasks, authority and responsibility of some jobs and compartments, lack of clarity in transmitting decisions or the deformed presentation of reality are causes of conflict at TRB. Management sets unclear policies. These can cause much argument, confusion and wasted resources. When rules and standards are also inequitably applied e. g. one set for management and another for the workers, the credibility of management regarding its value system can be significantly undermined. At TRB, the policy states that work starts at 0700hrs. Some managers adhere to this policy together with the bulk of the employees, but others do not. The earliest that they are seen at work is at 0745hrs. No action is taken against them, but if lower level would dare to do the same, they will suffer the consequences. Interdependent work activities: Wherever the input to one process is dependent on the output from another before the finished product is complete, the potential for conflict is high. The Accounts Department at TRB depends on the stock take figures that the Business Development Department among other departments submit at the end of each month. How, BD personnel have their own priorities that occupy them. The BD team may not particularly be aware of Accounts’ deadlines and as such the moment Accounts tries to hasten their stock take process, and a conflict arises. Unclear job boundaries: These result in employee confusion and criticism of one another, as well as management, and are extremely counterproductive. Responsibility for tasks is abrogated and it becomes virtually impossible to determine accountability. There is Business development as a department and on the other hand there is a interdepartmental committee called the PR and Marketing Committee. The leaders of these two groups, the AGM Business Development and the PR and Marketing Chairperson (a Head of the Plant Health services Division) are always in conflict as they sometimes duplicate tasks often, using different methodologies. Some tasks are left undone or imperfect because of the diffusion of responsibility. These causes show that management might be to blame for some of the conflicts emanating mainly from communications and structure but has nothing to do with the individual characteristics and previous interactions. There is affective conflict i. e. one which refers to inconsistencies in interpersonal relationships, which occurs where organizational members become aware that their feelings and emotions regarding some of the issues are incompatible. Members would end up focusing on reducing threats and increasing their power to the neglect of work productivity. This has a negative effect on both organizational members and the organization itself. Members become resentful, negative, irritable and suspicious. Group performance and group loyalty are also impeded as the members are antagonistic to each other and have high levels of stress and anxiety (Rahim 2002). There is also substantive conflict i. e. where people disagree on their task or content issues. This occurs when there are disagreements among group members about the content of the tasks being performed, including differences in viewpoints, ideas and opinions (Jehn 1995). This has a positive effect on group performance if it is moderate as it stimulates discussions and debates which usually lead to more efficient ways of performing the tasks. Such debates lead to a better understanding of the issues resulting in more informed decisions. It has been found to be more effective among groups that are involved in non-routine tasks than in those carrying out standardized activities. However, like affective conflicts, they usually diminish group loyalty, job satisfaction, and workgroup commitment (Jehn 1995). The challenge for management is to maintain a level of substantive conflict so as to increase group performance but reduce affective conflicts avoid job dissatisfaction. Negative Effects of Conflict The negative effects of conflict are that communication breaks down, individual needs are not heard or met, creativity is stagnated and relationships with others usually deteriorate. Therefore, organizations which don’t encourage the effective resolution of conflict will usually have lower staff morale, strained relationships, higher levels of fear and tension among staff and lower productivity. This has a negative effect on both organizational members and the organization itself. Members become resentful, negative, irritable and suspicious. Group performance and group loyalty are also impeded as the members are antagonistic to each other and have high levels of stress and anxiety (Rahim 2002). Management can attempt to resolve these harmful effects of conflict through the followin g methods and approaches. Effective Resolution of Conflict According to J. A. F. Stoner and R. E. Freeman, the three most frequently used conflict resolution methods are dominance or suppression, compromise and integrative problem solving. The methods differ in the extent to which they yield effective creative solutions to conflict. There are various methods and approaches to conflict resolution but this paper shall evaluate the effectiveness of the above three methods under different approaches. Dominance and Suppression Method The dominance and suppression methods usually suppress conflict rather than settle it, by forcing it underground and they create a win-lose situation in which the loser usually gives up and ends up in a disappointed and hostile state. Dominance and suppression can occur in the following ways; Forcing / Coercing: this is a tendency to punish or reward the other party to agree with one’s position. This is a power orientated, assertive and often uncooperative approach where the interests of one individual or group are put ahead of other individuals’ or groups’ interests. This approach is most suited when quick decisions are to be made, say in an emergency, or as a last resort to resolving a long standing conflict. Smoothing; smoothing is a common tendency to emphasize common interests while minimizing or suppressing perceived differences. It is a more diplomatic way of suppressing conflict. The approach can help protect more important matters by giving up on less important matters and this gives an opportunity to assess the situation at a later stage from a different angle and in a different environment. The disadvantage is it can be abused by some employees taking advantage of the accommodating nature of the other employees. Avoidance; is the tendency to withdraw from conflict situations or remain neutral. This approach defers, sidesteps or simply does not address the conflict at hand. Another form is refusal to deal with the conflict by stalling and repeatedly postponing action. This can be applied where the potential costs of resolving the conflict outweigh the benefits of its resolution or when it is not the right time to address the conflict. Compromise; through compromise, managers try to resolve conflict by convincing each party in the dispute to sacrifice some objectives in order to gain others. It is suitable when goals are moderately important and decisions need to be made quickly. This approach is common in organizations, particularly in resolving employee-employer conflicts, for example, wage negotiations where employees may require a 20% increment and the employer offers 10%, the parties may eventually agree to compromise and settle for 15%. Integrative problem solving This method involves creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties. Intergroup conflict is converted into a joint problem solving technique. Together, parties to the conflict try to solve the problem that has arisen between them. Instead of trying to find a compromise or suppressing the conflict, the parties openly try to find a solution they can all accept. There are three different methods of integrative conflict resolution methods namely consensus, confrontation and use of sub-ordinate goals. The major drawback is that this strategy is time consuming and requires an environment where parties can build mutual trust. Conclusion Conflicts are inevitable in any organization. A modest level of conflict can e useful in generating better ideas and methods, inspiring concern and ingenuity, and stimulating the emergence of long-suppressed problems. Thus I strongly agree and support the view that conflict is an inevitable feature of management and organizational behavior. Conflict management strategies should aim at keeping conflict at a level at which different ideas and viewpoints are fully voiced but unproductive conflicts ar e deterred. If conflicts are not managed properly, they can be damaging, as they waste a lot of energy and time, and invoke tension, which reduces the productivity and creativity of those involved. A manager should be able to see emerging conflicts and take appropriate pre-emptive action. The manager should understand the causes creating conflict, the outcome of conflict, and various methods by which conflict can be managed in the organization. In this context, the manager should evolve an approach for resolving conflicts before their disruptive repercussions have an impact on productivity and creativity. Therefore, a manager should possess special skills to react to conflict situations, and should create an open climate for communication between conflicting parties. REFERENCE De Bono, E. 1985. Conflicts: A Better Way to Resolve Them. London: Harrap. Eggert, M. A. and Falzon W. , 2003, The Resolving Conflict Pocketbook, Management Pocketbooks Filley, A. C. 1975. Interpersonal Conflict Resolution. Glenview IL: Scott, Foresman Mullins,L. J. (1999) Management and Organisational Behaviour. Pitman Publishing Putnam, L. L. ; Poole , M. S. , 1987. Conflict and negotiation, in Jablin, F , Putnam, L. , http://www. nmmu. ac. za/documents/theses/LourensAS. pdf How to cite Conflict in Organisations, Essay examples