- Improved self confidence and self esteem
- Improved relationships
- The ability to motivate and influence others
- A new found sense of adventure and creativity
Covey makes potent claims about how lives can be altered by adhering to his 7 habits, and it is these which will now be considered.
Covey’s 7 Habits
The basis for Covey’s book are the 7 habits, or principles. He advocates that, “the 7 habits should form the basis for evolving the best behavioral patterns, or habits, for living happily and effectively” (Covey, Stephen R. 1990).
Habit 1- Be proactive: Covey suggests that with ‘self determination’ one can gain the power to choose ones ‘stimulus response’. In essence the ability to choose ones own response over reactions. He says that if we break the cycle of stimulus/response by allowing a gap, we can then begin to reap the benefits of ‘freedom of choice’. The gap allows for time to consider an appropriate response and is not dictated by past events, or “bad habits” (Covey, Stephen R. 1990). Clearly the ability to ‘control ones environment’ in the workplace could result in one being misconstrued as being overbearing, or controlling. The notion of proactively selecting ones responses, suggests that Covey is in fact advocating smothering or stifling natural interpersonal interaction and character, in favour of a more calculated response. This could be detrimental in the “free flowing of ideas” concept that Covey advocates in habit 6. The concept of being proactive therefore, could be troublesome if adhered to rigidly. The 1st habit does not take into account the natural spontaneity of people, although it does form a sound basis for self improvement if utilized less stringently.
Habit 2 – Begin with the End in Mind: “To begin with the end in mind means to start with a clear understanding of your destination”. (Covey, Stephen R. 1990). Simply, as Covey states, we must set ourselves targets, and see to it that we create the paths that will eventually lead us to them. Covey suggests that we imagine that we are to die in 3 years time and then asks “how would you like your peers to remember you?” Although somewhat morbid, he succinctly gets the point across and challenges people to set their own goals to achieve their full potential. Covey dictates that we must be specific in our goals, in turn; this would make objectives more obvious and easier to achieve. Unfortunately though, it is a fact of life that individuals can sometimes be unsure of which path they wish to take, and adherence to one strict path could result in a stagnation of the individual. Covey makes an assumption that we are all living to the same means, and that we all have the stability of a constant sphere of activity around us. Again, unfortunately, the turbulence of some people’s lives would make adherence to both habit 2 and 3 prohibitive or extremely difficult at best. But as stated, it’s Coveys challenge to the potential follower and possibly the first steps towards stability.
Habit 3 – Put First Things First: Covey calls this the habit of personal management; he suggests the need to organize and execute priorities in line with habit 2. Coveys distinguish between ‘urgent’ and ‘important’ problems in habit 3, saying that important problems should take precedence over urgent ones. A sound concept put forward by Covey although somewhat simplistic. He fails to acknowledge that lower ranking individuals (in business) and those who fall within McGregor theory X type employment, simply do not have the scope for choice within the remit of their jobs. Despite this minor fault however, putting first things first quite simply is a realistic and achievable aim.
Habit 4 - Think Win/Win: “Success follows a cooperative approach more naturally than the confrontation of win or loose”, (Covey, Stephen R. 1990). Covey calls this the “habit of interpersonal leadership and necessary because achievements are largely dependant on cooperative efforts with others” (Businessballs.com, 2007). Simply put, Covey extols the virtues of honesty and openness in both business and personal relationships. Quite possibly the singularly most powerful message to come from his book, Covey seeks to instill in people the will to see that all others that interact with us feel like they’ve ‘won’ and likewise for us. Habit 4 holds the potential to be more than a minor part in an all encompassing theory, but more the basis for a theory in its own right.
Habit 5 – Seek First to Understand, Then to be understood: “The habit of communication” (Covey, Stephen R. 1990). The habit of listening is, to all, of paramount importance in all cultures, Covey simply gives it a title, and as in the book, names a few examples where he has listened to others and imparted his wisdom. Although a sound and universally accepted concept, Covey inadvertently (one would hope) exposes himself as somebody who perhaps, despite his teachings, doesn’t actually practice what he preaches. Parsons & Fenwick (1996) stated the following in their paper - Guru Philosophy as Adult Education: Stephen Covey and the Cult of Educational Effectiveness (1996):
“ Another example that suggests that Covey does not recognize the importance of subjective ideas of others is that Sandra’s (his wife’s) experiences and insights are virtually ignored in the book; or, if they are noted they are recognized (and appreciated) as helpful and secondary to his own actions and experience. Given Covey’s other inclinations; we believe that his wife’s secondary place in the book is more here than the fact that he is writing the book and she isn’t. He could have, we believe, recognized her actions in more important ways”.
Not a criticism of the book as much as one of the Covey himself. The concept which he is advocating is simple and effective, unfortunately his “lead by example” idealism is somewhat compromised by this oversight.
Habit 6 – Synergize: According to Covey this is “the habit of creative cooperation” in which “the whole is greater than the sum of the parts” (Covey, Stephen R. 1990). This concept of synergy, although conceptually sound, does assume that all people, as a result of the previous five habits, are able to work together in such a harmonious manner. Obviously not all people have read and adhered to the teaching of Covey and therefore it possibly precludes “the others” (Parsons, J & Fenwick, T. 1996) from enjoying such a fruitful relationship. This particular habit, above all others, requires that the 7 habits be adhered to, and assumes that all staff etc have a practicable level of understanding within the subject. Habit 6, although requiring a wider audience of Covey, (thus creating more book sales?) is based in practical reality and is of importance when considering business.
Habit 7 – Sharpen the Saw: Covey states that “this is the habit of self renewal; it necessarily surrounds all the other habits, enabling them to happen and grow” (Covey, Stephen R. 1990). He divides the inner self into four distinct but symbiotic parts:
- Spiritual
- Social
- Physical
- Mental
Each aspect, according to Covey, requires attention and constant nourishing. Again, Coveys ideas are universally accepted concepts, where he has simply given them order and embellished them (usually by imparting his own wisdom) for impact. Arguably, rather like Habit 4, sharpening the saw has the power to become the basis for a stand alone personal effectiveness theory. Within Habit 7 we see some of the ideas and concepts that most people would agree, could be the basis for a well rounded and healthy lifestyle.
Conclusion
Through the course of doing my research for this assignment I have found, in Covey, a management theorist, whom I feel, has created a system which for the most part is practical and achievable. He gives a practical and thought provoking set of reasons to actually test for oneself. The book itself states the cause in a rational manner, and should be seen as “a sincere and thoughtful effort to help people towards spiritual growth” (Parsons, J & Fenwick, T. 1996). Despite some minor misgivings, Covey has created something which can, in my belief, be a blueprint for personal development. Like any blueprint or as Covey would put it “prescription”, the potential follower must understand, that to be able to follow Coveys Habits without deviation, would be an extremely difficult task. For the most part however Coveys 7, almost ‘common sense’ habits, if used in a more flexible manner can become an effective and extremely powerful tool of self realisation. Parsons & Fenwick summarise Coveys work perfectly: “His book not only validates many of our own anxieties as post-modern humans, but outlines our salvation by providing practical steps for action that are manageable and that feel right -- at least they don’t feel blatantly weird.
References & Bibliography
Franklin/Covey.2007.http://www.franklincovey.com/fc/training_and_consulting/federal_government_and_law_enforcement_agencies/greatness_starts_here.
Parsons, J & Fenwick, T. 1996 Department of Educational Policy Studies, University of Alberta. Guru Philosophy as Adult Education: Stephen Covey and the Cult of Educational Effectiveness.
Businessballs.com. 2007. http://www.businessballs.com/sevenhabitsstevencovey.htm.
Covey, Stephen R. 1990. The Seven Habits of Highly Effective People, published in 1989 (ISBN 0-671-70863-5).
Peter F. Drucker. 1966. Harper Collins London, The Effective Executive. ISBN-13: 978-0060516079