The 7 Fundamentals of Human Behavior
By: Bob Picha
These are the principles of human behavior that have been validated over
the forty years of my work profiling thousands of people in the fields of
motivation, persuasion, and productivity.
1. ALL PEOPLE ARE MOTIVATED.
It may not seem that way to teachers, parents, or managers because of what
they experience on a daily basis, but it's true. Students may not be
motivated to be in a particular class… kids may not be motivated to do
what their parents say they should be doing… employees may be just one
step behind their managers… but they are all motivated to be doing
something. I have yet to meet anyone who isn't or hasn't been excited about something.
2. YOU CAN'T, I CAN'T, WE CAN'T MOTIVATE ANOTHER PERSON. WHAT WE CAN DO… IS CREATE AN ENVIRONMENT WHERE THEY CAN BE SELF-MOTIVATED.
This means we can find out what excites them… really interests them… and
allow them to do it. Motivation is nothing more than having a motive for an
action (motive/action)… a reason for doing what we want to do. All we
have to do is find it for that other person, and encourage it to happen.
Once motivation builds to the level of enthusiasm, it is contagious.
3.PEOPLE DO THINGS FOR THEIR REASONS… NOT YOURS.
This may seem obvious, but most people ignore this concept when they
deal with people of all ages. It is possible to get people to do what you
want them to do, even if their reasons for doing it are different than yours
… providing they have reasons to do it. So the question is “why” would they
do what you want them to do… because THEY want to do it. If it is their
“why”, the potential for getting it done increases dramatically. This is
the reason “why know why” is essential to moving people and their minds.
4. IN DEALING WITH OTHER PEOPLE, OR A TASK, USE YOUR YOUR STRENGTHS… BUT
REMEMBER, AN OVER-EXTENSION OF A STRENGTH MAY BECOME A WEAKNESS.
For example, you may be decisive, but an overuse of this behavior may
cause you to be impulsive. This can effect the quality of your decisions.
The strength of people with high dominance is that they MAKE DECISIONS
QUICKLY, but people of action often move without thinking of the consequences.
The other extreme are people who are driven by high compliance, are
concerned about details and correctness, and may dwell on these issues to
the point of NO ACTION.
The fundamental here is to use your strengths for motivation, but control
them for effectiveness.
5. YOU CAN NOT… NOT COMMUNICATE… OR… MAKE AN IMPRESSION ON ANOTHER PERSON IN CONTACT WITH YOU.
From walking through a crowd, to talking to a group,
or being involved with one-on-one discussions, every thing about you
is communicating or making an impression on others. This includes verbal
(telephone or voice-mail), and even written communication.
These impressions can be be negative, neutral or passive, or positive and
favorable. These impressions can be controlled if you are aware of them.
It has been said that the most favorable impression you can make on
another person is to be a good listener. Listening is communicating
the importance of the other person in your eyes. An extension of this
concept of favorable impressions, is to be genuinely interested in what
the other person is saying.
6. IF I KNOW MORE ABOUT YOU THAN YOU KNOW ABOUT ME, I CAN… IF I CHOOSE… CONTROL OUR COMMUNICATION.
In the age of influence and persuasion, the
concept of controlling the communication or dialog with other people
has reached the level of obsession. If I have the natural or learned
ability to read people… what activates and drives their behavior… I
can shape our communication in a favorable way.
Today there are tools and techniques available to the masses to help
understand yourself and others. To facilitate open and two-way
communication, understanding the differences that drive behavior
is necessary and achievable.
7. IF I UNDERSTAND YOU BETTER THAN YOU UNDERSTAND YOURSELF… I
CAN… IF I CHOOSE… CONTROL YOU.
This principle is responsible for stretching the psychology of persuasion
and influence into the realm of manipulation and control. If I truly know
what drives your behavior… your wants, your needs, and your
fears, I can, as proven for generations, control your behavior.
At the least, I can attempt to control what you buy in our consumption-
based society… to actually controlling destructive versus constructive
The imperative today is to really understand what drives your behavior.
Fortunately, the tools and techniques for self assessment and validation
are accessible to every individual. The language of behavior is
common to all cultures.