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Szilágyi Miklós - teveatufokan@gmail.com - @preisocrates (Skype)

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február 2015
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Marquess of Queensberry’s rules...

isocrates_coaching 2015.02.22. 11:42

marquess_of_queensberry_10_november_1877.jpgI read the following paragraph in the book of Frank Farrelli, The provocative therapy. The chapter the paragraph is in is about basic assumptions and one of these is entitled „Anything goes”. I was somehow captivated by the the sentences as follows: 

„The client’s behavior is frequently seen as a ploy to control the relationship, and occasionally the therapist must  counter it on a quite primitive level. Figuratively therapists are often bound by Marquis of Quensbury type rules while patients use the psychological equivalent of knee in the groin and thumb in the eye. The ourtcome of such a contest is not often in doubt – the the ultimate detriment of the patient...” 

I just read after what are these rules about... to my surprise, it is about boxing... The rules of boxing in 1876 (it was Marquess of Queensberry – with a bit different ortograph than above…) coining them apparently…): 

1         “To be a fair stand-up boxing match in a 24-foot ring, or as near that size as practicable.

2         No wrestling or hugging allowed.

3         The rounds to be of three minutes' duration, and one minute's time between rounds.

4         If either man falls through weakness or otherwise, he must get up unassisted, 10 seconds to be allowed him to do so, the other man meanwhile to return to his corner, and when the fallen man is on his legs the round is to be resumed and continued until the three minutes have expired. If one man fails to come to the scratch in the 10 seconds allowed, it shall be in the power of the referee to give his award in favour of the other man.

5         A man hanging on the ropes in a helpless state, with his toes off the ground, shall be considered down.

6         No seconds or any other person to be allowed in the ring during the rounds.

7         Should the contest be stopped by any unavoidable interference, the referee to name the time and place as soon as possible for finishing the contest; so that the match must be won and lost, unless the backers of both men agree to draw the stakes.

8         The gloves to be fair-sized boxing gloves of the best quality and new.

9         Should a glove burst, or come off, it must be replaced to the referee's satisfaction.

10       A man on one knee is considered down and if struck is entitled to the stakes.

11       That no shoes or boots with spikes or sprigs be allowed.

12       The contest in all other respects to be governed by revised London Prize Ring Rules.” 

Now I understand Mr. Farrelli… these could be the ideal to all types of gentlemanlike rules in any type of contest, disagreement, etc….:-))) 

What the knee in the groin and the thumb in the eye mean, that’s an easy one...:-))) 

teveatufokan@gmail.com

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Sometimes you just find out that there is no so much new under the sun...

isocrates_coaching 2015.02.22. 10:43

cseppkobarlang_kep.jpgIn certain domains there are not so much changes...:-))) Management, management  strategy are some of them... OK, I admit, I read, hear interesting new things and, then, when I just pick an „old” book from the shelf, I am just flabbergusted how (almost) everything was already there available what we think being brand new... 

Thomas J. Peters (later on we knew him as Tom Peters, the management guru with his international bestsellers) has signed a book in 1982 with Robert H. Waterman Jr. titled „In search of Excellence – Lessons from Americas Best-Run Companies”.  This is one of the greatest book of the emanagement literature and from the excerpts you will see how much these are what they had written at that time (43 years ago!!)  still absolutely valid today. 

They have made a research (interviews, stuffs) partially with McKinsey resources around the best-run American companies. Just a short partial summary will show you what I mean: 

„Our findings were a pleasant surprise. The project showed, more clearly than could have been hoped for, that the excellent companies were, above all, brilliant on the basics. Tools didn’t substitute for thinking. Intellect didn’t overpower wisdom. Analysis didn’t impede action. Rather, these companies worked hard to keep things simple in a complex world. They persisted. They insisted on top quality. They fawned on their customers. They listened to their employees and treated them like adults. They allowed their innovative product and service „champions” long tethers. They allowed some chaos in return for quick action and regular experimentation...” 

Splendid, indeed, that’s exactly what is needed today, too...:-))) 

teveatufokan@gmail.com

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