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The self presentation theory and how to present your best self

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What does self presentation mean?

What are self presentation goals, individual differences and self presentation.

How can you make the most of the self presentation theory at work?  

We all want others to see us as confident, competent, and likeable — even if we don’t necessarily feel that way all the time. In fact, we make dozens of decisions every day — whether consciously or unconsciously — to get people to see us as we want to be seen. But is this kind of self presentation dishonest? Shouldn’t we just be ourselves?

Success requires interacting with other people. We can’t control the other side of those interactions. But we can think about how the other person might see us and make choices about what we want to convey. 

Self presentation is any behavior or action made with the intention to influence or change how other people see you. Anytime we're trying to get people to think of us a certain way, it's an act of self presentation. Generally speaking, we work to present ourselves as favorably as possible. What that means can vary depending on the situation and the other person.

Although at first glance this may seem disingenuous, we all engage in self-presentation. We want to make sure that we show up in a way that not only makes us look good, but makes us feel good about ourselves.

Early research on self presentation focused on narcissism and sociopathy, and how people might use the impression others have of them to manipulate others for their benefit. However, self presentation and manipulation are distinct. After all, managing the way others see us works for their benefit as well as ours.

Imagine, for example, a friend was complaining to you about   a tough time they were having at work . You may want to show up as a compassionate person. However, it also benefits your friend — they feel heard and able to express what is bothering them when you appear to be present, attentive, and considerate of their feelings. In this case, you’d be conscious of projecting a caring image, even if your mind was elsewhere, because you value the relationship and your friend’s experience.

To some extent, every aspect of our lives depends on successful self-presentation. We want our families to feel that we are worthy of attention and love. We present ourselves as studious and responsible to our teachers. We want to seem fun and interesting at a party, and confident at networking events. Even landing a job depends on you convincing the interviewer that you are the best person for the role.

There are three main reasons why people engage in self presentation:

Tangible or social benefits:

In order to achieve the results we want, it often requires that we behave a certain way. In other words, certain behaviors are desirable in certain situations. Matching our behavior to the circumstances can help us connect to others,   develop a sense of belonging , and attune to the needs and feelings of others.

Example:   Michelle is   a new manager . At her first leadership meeting, someone makes a joke that she doesn’t quite get. When everyone else laughs, she smiles, even though she’s not sure why.

By laughing along with the joke, Michelle is trying to fit in and appear “in the know.” Perhaps more importantly, she avoids feeling (or at least appearing) left out, humorless, or revealing that she didn’t get it — which may hurt her confidence and how she interacts with the group in the future.

To facilitate social interaction:

As mentioned, certain circumstances and roles call for certain behaviors. Imagine a defense attorney. Do you think of them a certain way? Do you have expectations for what they do — or don’t — do? If you saw them frantically searching for their car keys, would you feel confident with them defending your case?

If the answer is no, then you have a good idea of why self presentation is critical to social functioning. We’re surprised when people don’t present themselves in a way that we feel is consistent with the demands of their role. Having an understanding of what is expected of you — whether at home, work, or in relationships — may help you succeed by inspiring confidence in others.

Example:   Christopher has always been called a “know-it-all.” He reads frequently and across a variety of topics, but gets nervous and tends to talk over people. When attending a networking event, he is uncharacteristically quiet. Even though he would love to speak up, he’s afraid of being seen as someone who “dominates” the conversation. 

Identity Construction:

It’s not enough for us to declare who we are or what we want to be — we have to take actions consistent with that identity. In many cases, we also have to get others to buy into this image of ourselves as well. Whether it’s a personality trait or a promotion, it can be said that we’re not who   we   think we are, but who others see.

Example:   Jordan is interested in moving to a client-facing role. However, in their last performance review, their manager commented that Jordan seemed “more comfortable working independently.” 

Declaring themselves a “people person” won’t make Jordan’s manager see them any differently. In order to gain their manager’s confidence, Jordan will have to show up as someone who can comfortably engage with clients and thrive in their new role.

We may also use self presentation to reinforce a desired identity for ourselves. If we want to accomplish something, make a change, or   learn a new skill , making it public is a powerful strategy. There's a reason why people who share their goals are more likely to be successful. The positive pressure can help us stay accountable to our commitments in a way that would be hard to accomplish alone.

Example:   Fatima wants to run a 5K. She’s signed up for a couple before, but her perfectionist tendencies lead her to skip race day because she feels she hasn’t trained enough. However, when her friend asks her to run a 5K with her, she shows up without a second thought.

In Fatima’s case, the positive pressure — along with the desire to serve a more important value (friendship) — makes showing up easy.

Because we spend so much time with other people (and our success largely depends on what they think of us), we all curate our appearance in one way or another. However, we don’t all desire to have people see us in the same way or to achieve the same goals. Our experiences and outcomes may vary based on a variety of factors.

One important factor is our level of self-monitoring when we interact with others. Some people are particularly concerned about creating a good impression, while others are uninterested. This can vary not only in individuals, but by circumstances.   A person may feel very confident at work , but nervous about making a good impression on a first date.

Another factor is self-consciousness — that is, how aware people are of themselves in a given circumstance. People that score high on scales of public self-consciousness are aware of how they come across socially. This tends to make it easier for them to align their behavior with the perception that they want others to have of them.

Finally, it's not enough to simply want other people to see you differently. In order to successfully change how other people perceive you, need to have three main skills: 

1. Perception and empathy

Successful self-presentation depends on being able to correctly perceive   how people are feeling , what's important to them, and which traits you need to project in order to achieve your intended outcomes.

2. Motivation

If we don’t have a compelling reason to change the perception that others have of us, we are not likely to try to change our behavior. Your desire for a particular outcome, whether it's social or material, creates a sense of urgency.

3.  A matching skill set

You’ve got to be able to walk the talk. Your actions will convince others more than anything you say. In other words, you have to provide evidence that you are the person you say you are. You may run into challenges if you're trying to portray yourself as skilled in an area where you actually lack experience.

How can you make the most of the self presentation theory at work?

At its heart, self presentation requires a high-level of self awareness and empathy. In order to make sure that we're showing up as our best in every circumstance — and with each person — we have to be aware of our own motivation as well as what would make the biggest difference to the person in front of us.

Here are 6 strategies to learn to make the most of the self-presentation theory in your career:

1. Get feedback from people around you

Ask a trusted friend or mentor to share what you can improve. Asking for feedback about specific experiences, like a recent project or presentation, will make their suggestions more relevant and easier to implement.

2. Study people who have been successful in your role

Look at how they interact with other people. How do you perceive them? Have they had to cultivate particular skills or ways of interacting with others that may not have come easily to them?

3. Be yourself

Look for areas where you naturally excel and stand out. If you feel comfortable, confident, and happy, you’ll have an easier time projecting that to others. It’s much harder to present yourself as confident when you’re uncomfortable.

4. Be aware that you may mess up

As you work to master new skills and ways of interacting with others,   keep asking for feedback . Talk to your manager, team, or a trusted friend about how you came across. If you sense that you’ve missed the mark, address it candidly. People will understand, and you’ll learn more quickly.

Try saying, “I hope that didn’t come across as _______. I want you to know that…”

5. Work with a coach

Coaches are skilled in interpersonal communication and committed to your success. Roleplay conversations to see how they land, and practice what you’ll say and do in upcoming encounters. Over time, a coach will also begin to know you well enough to notice patterns and suggest areas for improvement.

6. The identity is in the details

Don’t forget about the other aspects of your presentation. Take a moment to visualize yourself being the way that you want to be seen. Are there certain details that would make you feel more like that person? Getting organized, refreshing your wardrobe, rewriting your resume, and even cleaning your home office can all serve as powerful affirmations of your next-level self.

Self presentation is defined as the way we try to control how others see us, but it’s just as much about how we see ourselves. It is a skill to achieve a level of comfort with who we are   and   feel confident to choose how we self-present. Consciously working to make sure others get to see the very best of you is a wonderful way to develop into the person you want to be.

Allaya Cooks-Campbell

With over 15 years of content experience, Allaya Cooks Campbell has written for outlets such as ScaryMommy, HRzone, and HuffPost. She holds a B.A. in Psychology and is a certified yoga instructor as well as a certified Integrative Wellness & Life Coach. Allaya is passionate about whole-person wellness, yoga, and mental health.

Impression management: Developing your self-presentation skills

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How to Structure your Presentation, with Examples

August 3, 2018 - Dom Barnard

For many people the thought of delivering a presentation is a daunting task and brings about a  great deal of nerves . However, if you take some time to understand how effective presentations are structured and then apply this structure to your own presentation, you’ll appear much more confident and relaxed.

Here is our complete guide for structuring your presentation, with examples at the end of the article to demonstrate these points.

Why is structuring a presentation so important?

If you’ve ever sat through a great presentation, you’ll have left feeling either inspired or informed on a given topic. This isn’t because the speaker was the most knowledgeable or motivating person in the world. Instead, it’s because they know how to structure presentations – they have crafted their message in a logical and simple way that has allowed the audience can keep up with them and take away key messages.

Research has supported this, with studies showing that audiences retain structured information  40% more accurately  than unstructured information.

In fact, not only is structuring a presentation important for the benefit of the audience’s understanding, it’s also important for you as the speaker. A good structure helps you remain calm, stay on topic, and avoid any awkward silences.

What will affect your presentation structure?

Generally speaking, there is a natural flow that any decent presentation will follow which we will go into shortly. However, you should be aware that all presentation structures will be different in their own unique way and this will be due to a number of factors, including:

• Whether you need to deliver any demonstrations
• How  knowledgeable the audience  already is on the given subject
• How much interaction you want from the audience
• Any time constraints there are for your talk
• What setting you are in
• Your ability to use any kinds of visual assistance

Before choosing the presentation’s structure answer these questions first:

• What is your presentation’s aim?
• Who are the audience?
• What are the main points your audience should remember afterwards?

When reading the points below, think critically about what things may cause your presentation structure to be slightly different. You can add in certain elements and add more focus to certain moments if that works better for your speech.

What is the typical presentation structure?

This is the usual flow of a presentation, which covers all the vital sections and is a good starting point for yours. It allows your audience to easily follow along and sets out a solid structure you can add your content to.

1. Greet the audience and introduce yourself

Before you start delivering your talk, introduce yourself to the audience and clarify who you are and your relevant expertise. This does not need to be long or incredibly detailed, but will help build an immediate relationship between you and the audience. It gives you the chance to briefly clarify your expertise and why you are worth listening to. This will help establish your ethos so the audience will trust you more and think you’re credible.

Read our tips on  How to Start a Presentation Effectively

2. Introduction

In the introduction you need to explain the subject and purpose of your presentation whilst gaining the audience’s interest and confidence. It’s sometimes helpful to think of your introduction as funnel-shaped to help filter down your topic:

• Introduce your general topic
• Explain your topic area
• State the issues/challenges in this area you will be exploring
• State your presentation’s purpose – this is the basis of your presentation so ensure that you provide a statement explaining how the topic will be treated, for example, “I will argue that…” or maybe you will “compare”, “analyse”, “evaluate”, “describe” etc.
• Provide a statement of what you’re hoping the outcome of the presentation will be, for example, “I’m hoping this will be provide you with…”
• Show a preview of the organisation of your presentation

In this section also explain:

• The length of the talk.
• Signal whether you want audience interaction – some presenters prefer the audience to ask questions throughout whereas others allocate a specific section for this.
• If it applies, inform the audience whether to take notes or whether you will be providing handouts.

The way you structure your introduction can depend on the amount of time you have been given to present: a  sales pitch  may consist of a quick presentation so you may begin with your conclusion and then provide the evidence. Conversely, a speaker presenting their idea for change in the world would be better suited to start with the evidence and then conclude what this means for the audience.

Keep in mind that the main aim of the introduction is to grab the audience’s attention and connect with them.

3. The main body of your talk

The main body of your talk needs to meet the promises you made in the introduction. Depending on the nature of your presentation, clearly segment the different topics you will be discussing, and then work your way through them one at a time – it’s important for everything to be organised logically for the audience to fully understand. There are many different ways to organise your main points, such as, by priority, theme, chronologically etc.

• Main points should be addressed one by one with supporting evidence and examples.
• Before moving on to the next point you should provide a mini-summary.
• Links should be clearly stated between ideas and you must make it clear when you’re moving onto the next point.
• Allow time for people to take relevant notes and stick to the topics you have prepared beforehand rather than straying too far off topic.

When planning your presentation write a list of main points you want to make and ask yourself “What I am telling the audience? What should they understand from this?” refining your answers this way will help you produce clear messages.

4. Conclusion

In presentations the conclusion is frequently underdeveloped and lacks purpose which is a shame as it’s the best place to reinforce your messages. Typically, your presentation has a specific goal – that could be to convert a number of the audience members into customers, lead to a certain number of enquiries to make people knowledgeable on specific key points, or to motivate them towards a shared goal.

Regardless of what that goal is, be sure to summarise your main points and their implications. This clarifies the overall purpose of your talk and reinforces your reason for being there.

Follow these steps:

• Signal that it’s nearly the end of your presentation, for example, “As we wrap up/as we wind down the talk…”
• Restate the topic and purpose of your presentation – “In this speech I wanted to compare…”
• Summarise the main points, including their implications and conclusions
• Indicate what is next/a call to action/a thought-provoking takeaway
• Move on to the last section

5. Thank the audience and invite questions

Conclude your talk by thanking the audience for their time and invite them to  ask any questions  they may have. As mentioned earlier, personal circumstances will affect the structure of your presentation.

Many presenters prefer to make the Q&A session the key part of their talk and try to speed through the main body of the presentation. This is totally fine, but it is still best to focus on delivering some sort of initial presentation to set the tone and topics for discussion in the Q&A.

Other common presentation structures

The above was a description of a basic presentation, here are some more specific presentation layouts:

Demonstration

Use the demonstration structure when you have something useful to show. This is usually used when you want to show how a product works. Steve Jobs frequently used this technique in his presentations.

• Explain why the product is valuable.
• Describe why the product is necessary.
• Explain what problems it can solve for the audience.
• Demonstrate the product  to support what you’ve been saying.
• Make suggestions of other things it can do to make the audience curious.

Problem-solution

This structure is particularly useful in persuading the audience.

• Briefly frame the issue.
• Go into the issue in detail showing why it ‘s such a problem. Use logos and pathos for this – the logical and emotional appeals.
• Provide the solution and explain why this would also help the audience.
• Call to action – something you want the audience to do which is straightforward and pertinent to the solution.

Storytelling

As well as incorporating  stories in your presentation , you can organise your whole presentation as a story. There are lots of different type of story structures you can use – a popular choice is the monomyth – the hero’s journey. In a monomyth, a hero goes on a difficult journey or takes on a challenge – they move from the familiar into the unknown. After facing obstacles and ultimately succeeding the hero returns home, transformed and with newfound wisdom.

Storytelling for Business Success  webinar , where well-know storyteller Javier Bernad shares strategies for crafting compelling narratives.

Another popular choice for using a story to structure your presentation is in media ras (in the middle of thing). In this type of story you launch right into the action by providing a snippet/teaser of what’s happening and then you start explaining the events that led to that event. This is engaging because you’re starting your story at the most exciting part which will make the audience curious – they’ll want to know how you got there.

• Great storytelling: Examples from Alibaba Founder, Jack Ma

Remaining method

The remaining method structure is good for situations where you’re presenting your perspective on a controversial topic which has split people’s opinions.

• Go into the issue in detail showing why it’s such a problem – use logos and pathos.
• Rebut your opponents’ solutions  – explain why their solutions could be useful because the audience will see this as fair and will therefore think you’re trustworthy, and then explain why you think these solutions are not valid.
• After you’ve presented all the alternatives provide your solution, the remaining solution. This is very persuasive because it looks like the winning idea, especially with the audience believing that you’re fair and trustworthy.

Transitions

When delivering presentations it’s important for your words and ideas to flow so your audience can understand how everything links together and why it’s all relevant. This can be done  using speech transitions  which are words and phrases that allow you to smoothly move from one point to another so that your speech flows and your presentation is unified.

Transitions can be one word, a phrase or a full sentence – there are many different forms, here are some examples:

Moving from the introduction to the first point

Signify to the audience that you will now begin discussing the first main point:

• Now that you’re aware of the overview, let’s begin with…
• First, let’s begin with…
• I will first cover…
• My first point covers…
• To get started, let’s look at…

Shifting between similar points

Move from one point to a similar one:

• In the same way…
• Likewise…
• Equally…
• This is similar to…
• Similarly…

Internal summaries

Internal summarising consists of summarising before moving on to the next point. You must inform the audience:

• What part of the presentation you covered – “In the first part of this speech we’ve covered…”
• What the key points were – “Precisely how…”
• How this links in with the overall presentation – “So that’s the context…”
• What you’re moving on to – “Now I’d like to move on to the second part of presentation which looks at…”

Physical movement

You can move your body and your standing location when you transition to another point. The audience find it easier to follow your presentation and movement will increase their interest.

A common technique for incorporating movement into your presentation is to:

• Start your introduction by standing in the centre of the stage.
• For your first point you stand on the left side of the stage.
• You discuss your second point from the centre again.
• You stand on the right side of the stage for your third point.
• The conclusion occurs in the centre.

Key slides for your presentation

Slides are a useful tool for most presentations: they can greatly assist in the delivery of your message and help the audience follow along with what you are saying. Key slides include:

• An intro slide outlining your ideas
• A  summary slide  with core points to remember
• High quality image slides to supplement what you are saying

There are some presenters who choose not to use slides at all, though this is more of a rarity. Slides can be a powerful tool if used properly, but the problem is that many fail to do just that. Here are some golden rules to follow when using slides in a presentation:

• Don’t over fill them  – your slides are there to assist your speech, rather than be the focal point. They should have as little information as possible, to avoid distracting people from your talk.
• A picture says a thousand words  – instead of filling a slide with text, instead, focus on one or two images or diagrams to help support and explain the point you are discussing at that time.
• Make them readable  – depending on the size of your audience, some may not be able to see small text or images, so make everything large enough to fill the space.
• Don’t rush through slides  – give the audience enough time to digest each slide.

Guy Kawasaki, an entrepreneur and author, suggests that slideshows should follow a  10-20-30 rule :

• There should be a maximum of 10 slides – people rarely remember more than one concept afterwards so there’s no point overwhelming them with unnecessary information.
• The presentation should last no longer than 20 minutes as this will leave time for questions and discussion.
• The font size should be a minimum of 30pt because the audience reads faster than you talk so less information on the slides means that there is less chance of the audience being distracted.

Here are some additional resources for slide design:

• 7 design tips for effective, beautiful PowerPoint presentations
• 11 design tips for beautiful presentations
• 10 tips on how to make slides that communicate your idea

Group Presentations

Group presentations are structured in the same way as presentations with one speaker but usually require more rehearsal and practices.  Clean transitioning between speakers  is very important in producing a presentation that flows well. One way of doing this consists of:

• Briefly recap on what you covered in your section: “So that was a brief introduction on what health anxiety is and how it can affect somebody”
• Introduce the next speaker in the team and explain what they will discuss: “Now Elnaz will talk about the prevalence of health anxiety.”
• Then end by looking at the next speaker, gesturing towards them and saying their name: “Elnaz”.
• The next speaker should acknowledge this with a quick: “Thank you Joe.”

From this example you can see how the different sections of the presentations link which makes it easier for the audience to follow and remain engaged.

Example of great presentation structure and delivery

Having examples of great presentations will help inspire your own structures, here are a few such examples, each unique and inspiring in their own way.

How Google Works – by Eric Schmidt

This presentation by ex-Google CEO  Eric Schmidt  demonstrates some of the most important lessons he and his team have learnt with regards to working with some of the most talented individuals they hired. The simplistic yet cohesive style of all of the slides is something to be appreciated. They are relatively straightforward, yet add power and clarity to the narrative of the presentation.

Start with why – by Simon Sinek

Since being released in 2009, this presentation has been viewed almost four million times all around the world. The message itself is very powerful, however, it’s not an idea that hasn’t been heard before. What makes this presentation so powerful is the simple message he is getting across, and the straightforward and understandable manner in which he delivers it. Also note that he doesn’t use any slides, just a whiteboard where he creates a simple diagram of his opinion.

The Wisdom of a Third Grade Dropout – by Rick Rigsby

Here’s an example of a presentation given by a relatively unknown individual looking to inspire the next generation of graduates. Rick’s presentation is unique in many ways compared to the two above. Notably, he uses no visual prompts and includes a great deal of humour.

However, what is similar is the structure he uses. He first introduces his message that the wisest man he knew was a third-grade dropout. He then proceeds to deliver his main body of argument, and in the end, concludes with his message. This powerful speech keeps the viewer engaged throughout, through a mixture of heart-warming sentiment, powerful life advice and engaging humour.

As you can see from the examples above, and as it has been expressed throughout, a great presentation structure means analysing the core message of your presentation. Decide on a key message you want to impart the audience with, and then craft an engaging way of delivering it.

By preparing a solid structure, and  practising your talk  beforehand, you can walk into the presentation with confidence and deliver a meaningful message to an interested audience.

It’s important for a presentation to be well-structured so it can have the most impact on your audience. An unstructured presentation can be difficult to follow and even frustrating to listen to. The heart of your speech are your main points supported by evidence and your transitions should assist the movement between points and clarify how everything is linked.

Research suggests that the audience remember the first and last things you say so your introduction and conclusion are vital for reinforcing your points. Essentially, ensure you spend the time structuring your presentation and addressing all of the sections.

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Systems Theory, Systems Thinking

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This one hour talk discusses several important concepts in cybernetics, including organized complexity, transformation, feedback, and control. The talk concludes with a brief overview of three important systems thinking approaches which are based on these concepts: Jay Forrester's System Dynamics, Peter Checkland's Soft Systems Methodology (SSM), and Stafford Beer's Viable Systems Model (VSM). Using causal loops and System Dynamics, the analyst can model and simulate interactions among system elements and avoid emergent problems when a system or organization becomes operational. Using SSM, the analyst learns about the whole problem under study, the criteria for success, and all the influences and constraints. Using VSM the analyst diagnoses and controls the organization and works towards improving it.

International Symposium of Formal Methods Europe

FME 1994: FME '94: Industrial Benefit of Formal Methods pp 271–290 Cite as

A theory of presentations

• D. J. Duke 1 &
• M. D. Harrison 1  
• Conference paper
• First Online: 01 January 2005

172 Accesses

9 Citations

Part of the book series: Lecture Notes in Computer Science ((LNCS,volume 873))

As graphics and multi-media systems find increasing use in domains in which safety or security is a factor, it is important to find ways of ensuring that the systems are correct. Not only must the software function correctly, but it must also provide its human users with the information that they need to carry out tasks beyond the control of the software. While development of functionally correct software has been a focus of work within the formal methods community, less attention has been paid to rigorous development of the user-system interface. This paper considers the specification of graphical and multi-modal presentations, and develops a theory of presentations that extends the scope of rigorous software development to encompass human factors in the interface.

• Formal Method
• Visual Modality
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• Rigorous Development
• Human Cognitive System

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Duke, D.J., Harrison, M.D. (1994). A theory of presentations. In: Naftalin, M., Denvir, T., Bertran, M. (eds) FME '94: Industrial Benefit of Formal Methods. FME 1994. Lecture Notes in Computer Science, vol 873. Springer, Berlin, Heidelberg. https://doi.org/10.1007/3-540-58555-9_100

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Systems Theory - PowerPoint PPT Presentation

Systems Theory

Nightingale theory. addressed the ... adopted from general systems theory mason & attree (1997) the nursing ... key to applying systems theory to nursing ... – powerpoint ppt presentation.

• SJSU Conceptual Framework
• The whole is greater then the sum of the parts von bertalanffy 1968
• Separate components That have a specific purpose.
• Components are interrelated and interdependent
• What is an Open system?
• Interacting
• Interrelated
• What is a closed system?
• A controlled lab test such as a chemical reaction under specific conditions Potter Perry
• Consider Each System as Whole While Identifying the Relationships Between the Component Subsystems
• Address the Clients Needs
• Desires and Goals
• Which exist and Interact Within
• The Ecological System of
• Client Nurse Environment
• Are open systems which interact, evolve and grow.
• How many sub-systems and supra-systems interacting with each individual?
• Individuals
• Communities
• How is the Environment a Living System?
• How does the Environment impact the Client?
• Nightingale Theory
• Addressed The Issues Of Environment
• Stating Nursing Is Not Limited To Giving Medications
• But Must Also Includes Fresh Air, Light, Warmth, Cleanliness, Quiet and Adequate Nutrition.
• How does your Environment affect You?
• The Nursing Process
• Open System
• 5 Principal Interrelated Components
• Systems Theory Provides a Framework
• Nurses to View Clients and Their Responses to Health Concerns
• Components that are Key to applying Systems Theory to Nursing
• Holism, Openness, Circularity, and Context
• Describes a System as an Integrated Whole Composed of Interrelated Parts with the Whole Being Greater then the Sum of the Parts. Jorden (1999)
• A Human Being is an Integrated Whole not just an Appendectomy in room 309 or a Broken Hip in room 509
• How will the Elderly Lady with the Broken Hip the Young Man with the Appendectomy React to Their Health Concerns from a Psychological, Sociocultural Spiritual Standpoint??
• Living Systems are Open Systems which Can Receive Information and Adapt and Grow Through Ongoing Interactions with Their Environments Doordon (1999)
• Selectively Semi-Permeable Boundaries Within the Clients Systems Control What Comes in and Goes Out
• During Assessment Nurses Consider How Clients are Influenced by the Clients Give Take with the Environment.
• The Nature Quality of Assessment Information is Affected by Completeness and Accuracy
• Which is Determined by Client Openness
• Can You Think of an Example of How Boundaries can Limit Growth or Cause Potential Complications for the Client?
• Nurses Clients Influence Each Other during their Interactions
• The patterns of this Influence are Circular
• During Assessment the Nurse MUST Pay Close Attention to Client Reactions and Their Own Reactions to The Client.
• Nurses Must REMEMBER We Speak a DIFFERENT LANGAGE
• Nursing and Health-care is Influenced by the Dominate Culture.
• We Live in a Multi-cultural Society
• What are the Potential Problems due to this Influence?
• Remember to be OPEN and to allow for Give Take in you Nurse Patient Interactions
• Create a Nurse patient relationship that is collaborative
• Rather then doing for Do with
• The nurse who plans with the Client empowers the Client
• Nurses MUST be aware of and Overcome Their Own Cultural biases to be accepting of diverse Perspectives
• Circular Questioning Openness Allows Ideas to Flow an Prompts Trust
• Open Living Systems are in Constant Interaction with their Environments
• Influencing and Being Influenced by all that Surrounds Them
• Impacted by Social, Cultural, Historical, Environmental Factors
• Context Encompasses the Circumstances of the Nurse Client Interactions
• Nurses Must Evaluate Client Outcomes in Context to Individual Clients
• Applying Context to Evaluation suggests the Importance of Comparing Actual Client Outcomes to Client Expectations
• Rather Then Comparing Them To Similar Clients with Similar Conditions
• Many Paths to the Same Goal
• When Applying Equifinality to Evaluation
• The Nurse Must Reevaluate the Nursing Goals and Nursing Diagnosis
• Remember Each Clients Response to health Problems will be Different
• Living Systems are Constantly Changing
• The System Strives for Equilibrium
• Therefore Change maybe
• Dysfunctional
• How Does Person Environment Health and Nursing Impact the System?
• Physical Needs
• Food Shelter O2
• Communication
• Verbal Non Verbal
• Healthcare Team
• Nurse, MD, PT, RT
• Environment
• Home, Work, Community

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The Schrödinger equation for a non-quantized matter field: a theoretical introduction for Physics Education researchers

• Giliberti, Marco
• Lovisetti, Luisa

Usual presentations of Quantum Field Theory (QFT) start by postulating the existence of a classical field that obeys to the wave equation, derived from a conveniently chosen Lagrangian density. But while electromagnetic fields are given a proper physical meaning even before quantization, matter fields acquire it mostly only when quantized. Therefore, in this paper, we aim to give a pedagogical construction that allows us to assign a physical meaning also to non-quantized matter fields. This operation is particularly important since we believe that Quantum Field Theory is more suited than Quantum Mechanics (QM) to introduce quantum physics in secondary schools. The purpose of this paper is to show how to attribute a physical meaning to classical (that means, not yet quantized) matter fields. It is not intended for a high school presentation, but, besides being addressed to those who teach QFT at university, and to teacher educators, it is primarily addressed to researchers in physics education and to all those who work for an educational presentation of quantum physics based on QFT.

General Systems Theory

Jan 07, 2020

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General Systems Theory. Biologically speaking What is an organism? An integrated system of interdependent structures and functions. Organization. An organization is an integrated system of interdependent structures and functions. General Systems Theory.

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• closed systems
• peter senge
• organization system exists
• role description actual behavior

Presentation Transcript

General Systems Theory • Biologically speaking • What is an organism? • An integrated system of interdependent structures and functions

Organization • An organization is an integrated system of interdependent structures and functions

General Systems Theory • An organization is constituted of groups and a group consists of persons who must work in harmony. Each person must know what the others are doing. Each one must be capable of receiving messages and must be sufficiently disciplined to obey. . . . F.K. Berrian • Two central concepts: subsystems and multiple causation.

Peter Senge and The Fifth Discipline • Peter Senge wrote a popular book in 1990 titled, The Fifth Discipline: The Art and Practice of the Learning Organization. • The five disciplines are: personal mastery, mental models, team learning, shared vision, and systems thinking. • The fifth discipline, Systems Thinking, is essential for integrating the other four disciplines in making the organization effective.

School • A school is an integrated system of interdependent structures and functions.

Organization • An organization (school) is constituted of groups and a group consists of persons who must work in harmony.

Types of Systems • Open - • Interact with their environment • Maintain a steady state • Are self-regulating • Closed - do not Interact with their environment

Are schools open or closed systems? • Inputs from society • Educational process • Outputs to society

Are schools open or closed systems? • Knowledge, Values, Goals, Money • Curriculum & Instruction • Graduates

Linear Model • Is this how things really happen? • Does the Educational process ever effect the inputs? • Do the outputs ever effect the inputs?

For schools, we define closed systems as those organizations that tend to limit the influence of the community and tend to proceed as though unrelated to the larger real world in which they exist.

Daniel Griffiths • The organization(System) exists in an environment (Suprasystem) having within it an administrative apparatus ( subsystem)

Administration: Subsystem Organization: System Environment: Suprasystem

School School District Community

Department School Community

Where does the individual fit in? • The individual is functioning in the organization not only as an individual but also as one who occupies a certain role within the social system in the organization.

Where does the individual fit in? • The individual is functioning in the organization not only as an individual but also as a teacher within the department in the School.

The Culture The Organization The Work Group The Role The Individual or Self

The Community The School The Department The Teacher The Individual or Self

The individual shapes his/her role and is also shaped by it.

Role Theory • The dynamic interaction of people with varying psychological makeups in the organizational setting is the domain of role theory.

Useful Terms • Role – Expectations of behavior held by the individual and others • Role description – Actual behavior of the role incumbent • Role Prescription - Behavioral norm of what is expected • Role Expectation – the expectations that one individual has for the behavior of others

Role Perception – the perception that an individual holds for another’s perception about his/her role expectation • Manifest Role – The obvious and prime role of an individual • Latent Role – A role that is not expressed at a given time

Can lead to role conflict • Two people are unable to establish a satisfactory or reciprocal relationship. • Role expectations may conflict with the personality needs of the role incumbent.

Role Ambiguity – role prescription contains contradictory elements or is vague

Role Set - can be described in graphic terms which includes all players important to the role perception and role expectations of any particular role.

Superordinate 1 Superordinate 2 Pivotal role player

Superordinate 1 Superordinate 2 Colleague 1 Pivotal role player Colleague 2 Subordinate 2 Subordinate 1 Subordinate 3

Getzels and Guba • We conceive of the social system as involving two major classes of phenomena, which are conceptually independent and phenomenally interactive.

Getzels and Guba • There are, first, institutions with certain roles and expectations that will fulfill the goals of the system.

Getzels and Guba • Second, inhabiting the system are the individuals with certain personalities and need-dispositions, whose interactions comprise what we generally call “social behavior.”

ORGANIZATIONAL (Nomothetic) DIMENSION Institution Role Expectation Social System Observed Behavior Individual Personality Need-Disposition PERSONAL (Idiographic)DIMENSION

B = f(R x P) Where B = observed behavior R = institutional role, and P = personality of the role incumbent

b Role Personality a

b Role Personality a Army Private Artist

Getzels & Thelen

Equilibrium - Needs of the organization and those of the Individual • Schmidt ($1.15 for 12.5 tons - $1.85 for 47.5 tons) • Collective bargaining • Homeostasis - Schools adapt and deal effectively with changes in the environment • Feedback - Circular pattern of information

Role Related to Social Systems Theory (continued) • Changes in the environment stimulate a reaction that is either static or dynamic: • In Static reactions, the organization responds to maintain status quo. • Dynamic equilibrium is characterized by subsystem changes to steady the system (i.e., homeostasis).

Role Related to Social Systems Theory (continued) • Systems that do not have sensitive antennae picking up accurate feedback information or that do not provide information to decision makers, find it difficult to react appropriately to environmental changes. • Such systems tend to be in a static, rather than in a dynamic, equilibrium with their environments. They tend to lack the self-correcting, homeostatic processes essential to maintaining themselves in environments characterized by change. • These organizations will decline over time.

Why did so many high schools adopt block scheduling? • Reaction to feedback • 1. Too many topics to concentrate on at one time • 2. Some lessons require more than 45 min class • 3. Students are carrying too many books • 4. Too much homework

What do you need to do to effectively implement block scheduling? Technology Curriculum Materials People Buy in Abilities Training needs • Structure • Schedule • Facilities • Contract • Task • Teach for 90 min • Staff Development

Sociotechnical Systems Theory • A change in one subsystem will affect the other subsystems. Owens and Steinhoff

Contingency Theory • Different beliefs in organizational theory, such as classical, human relations, or human resources, will lead to competing advocacy positions. • None of the three approaches is superior in all situations. - Do you agree?

Contingency Theory (continued) • Organizational structure and management methods can be identified as being most effective under specific situational contingencies. • Three basic propositions underlie the contingency approach to organizational behavior in schools: • There is no one best universal way to organize and administer school districts or schools. • Not all ways of organizing and administering are equally effective in a given situation: effectiveness is contingent upon appropriateness of the design or style to the situation. • The selection of organizational design and administrative style should be based on careful analysis of significant contingencies in the situation.

Contingency Theory (continued) • Organizations that deal successfully with uncertain environments tend to differentiate internally more than less successful organizations do; yet they are able to maintain high levels of integration between the various subunits. • New technological developments, typically developed externally, of every description tend to alter the contingencies that affect the internal arrangements of the school. • The school system or school, as a sociotechnical system, is in constant dynamic interaction with the larger external environment in which it exists.

THE QUESTION • What style will likely yield the most productive behavior (in terms of achieving organizational goals) from subordinates in this situation? • Different administrative styles will evoke predictably different responses from individuals

The Effective Leader • Is able to match leadership style to the contingencies of the situation in order to achieve the behavior on the part of subordinates that will contribute most to achieving the goals of the school district or the school.

Research indicates that the most effective organizations are those in which human resources leadership is prime.

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