Introduction

The concepts and perspectives presented in the following pages are both illuminating and challenging to the modern manager.

James McCay has drawn heavily upon rich sources in fields of motivation, socio-economics, psychoanalysis and philosophy as well as his own vast experiences. The result is a stimulating and at times highly imaginative approach to management – both in terms of individual awareness and group dynamics.

Successful leadership which is much of what management is all about is graphically visualized from many approaches. It is shown variously as an amalgam of many attributes: skillful use of energy, creativity, attitudes, awareness and environment.

While it is true that many of these thoughts and concepts have been expressed in other places and at different times, it is a credit to the author that he has brought them together in a largely dynamic and attractive way.

It would appear that this is a work that can be gone over at one sitting. The often facile and brief treatment given some of tile concepts might delude the reader into believing that this is so. However, the penetrating observations and under- lying contexts of many of McCay’s vignettes require much thinking through.

The inherent value of any writing will show through when it arouses both curiosity and awareness. This should happen time and time again when the reader proceeds beyond the printed word to the many linked chains of relevance.

Metabolism, for example – the ability of the organism to structure good from assimilated nutrients – is effectively portrayed as the end-product of an individual’s contribution to his own — as well as the organization’s — well being.

Synergism, too, is presented as another relevant concept. In Part III the Author makes a telling case for the merit of cohesive and coordinated group input. Truly, as he demonstrates, the output of an integrated and well functioning group is much greater than the sum of each member’s output if performing independently. There follow some cogent observations on self-awareness and synergistic compatibility and the ever present reality of change.

McCay hits many nails on the head in his final section when he brings the reader face to face with multivariate characteristics of the individual. Here are presented a gamut of idiosyncrasies, capacities, powers, and Achilles’ heels. Surely in this section more than one reading may be necessary in order to conceptualize the vast potential – for manager and managed – in a regimen of self-discipline and shared consciousness.

Finally, the reader may not find in this intriguing work a blueprint of clearly delineated paths to follow. Nevertheless, it offers a plethora of possibilities, any one of which may be followed to advantage according to the particular need. But as the Author makes abundantly clear, understanding and awareness must be at the controls.

ERNEST DALE
Wharton School
University of Pennsylvania
President, Ernest Dale Associates

an experiment in communications

An idea can be considered as a pattern – a picture we make in our minds.

The idea of a ‘circle‘ can be conveyed by sixty points or by six. The latter is a more efficient message since it uses less information to transmit equal meaning.

Meaning lies in structure not in the elements.

This sketchbook is an experiment in communications.

It is an attempt to use the fewest possible elements to show how energy, creativity and power to communicate can be multiplied.

Beyond Motivation (Expanded Edition)

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Toronto, Ontario, Canada

Beyond Motivation by James T. McCay

BEYOND MOTIVATION by James T. McCay with Richard E. Ward builds on the foundation of McCay’s timeless classic of increased personal productivity, and #1 Bestseller, THE MANAGEMENT OF TIME that has been read, and studied, by hundreds of thousands who have enjoyed increased productivity by using the techniques presented.

Delivers Usable Techniques

BEYOND MOTIVATION delivers usable techniques for personal and group development that helps individuals and groups increase their productivity by recognizing that working with others is an exchange of energy.

Workable Leadership & Management Tools

These usable techniques provide leaders and managers with workable leadership and management tools to help them do more with less in the areas leadership and management.

General Semantics, Integral Development, Synergy, Shared Consciousness, Social Innovation

In BEYOND MOTIVATION, James McCay connects the dots weaving general semantics, integral development, synergy, shared consciousness and social innovation techniques with thinking, feeling and moving to improve group dynamics, stimulate creativity, improve communication, stimulate innovation and promote personal growth.

Expanded Edition by Richard E. Ward

The Expanded Edition of BEYOND MOTIVATION by James T. McCay extends the original book with additional material added by Richard E. Ward.

We Are at the Threshold

We are at the threshold of major jumps in human performance. These jumps will be achieved by individuals working together as responsible social and technological innovators. They will be the individuals who are beyond motivation.
James T. McCay

James Tackaberry McCay

The Practice of Creativity

The Practice of Creativity by George M. Prince offers a bold and time-tested approach to solving the problem every meeting leader has faced groups that stagnate creatively, or worse turn acrimonious – a dullness or negativity stemming from the group’s inability to pursue ideas productively and beyond their obvious limits.

The Practice of Creativity offers a bold and time-tested approach to this problem, an approach both dependable and dynamic; one that uses a unique method of metaphorical thinking to stimulate creative response.


Written by the former president and co-founder of Synectics, Inc., this book provides detailed instructions on how to use a method already proven successful in many organizations, including some of the largest and most successful in the world.

It explores the process of facing and understanding problems, eliminating inadequate ideas, and unifying the entire group to concentrate its collective intelligence and imagination on fresh solutions.

The leader’s role is also discussed. Showing leaders not only how to enhance and encourage imagination and flexibility, but to insure that the personal interactions remain open and constructive, that the discussion retains healthy momentum, and that the fear of being “wrong” will not inhibit open, creative expression.

An invaluable book for business, government and other organizations, The Practice of Creativity is unique in the field of meaningful communications.

Meditation in Action

Meditation in Action by Chögyam Trungpa Rinpoche is a classic teaching about meditation by a Tibetan master that continues to inspire both beginners and long-time practitioners of Tibetan Buddhist meditation.

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Chögyam Trungpa Rinpoche shows that practicing meditation extends beyond the formal practice of sitting to build the foundation for compassion, awareness, and creativity in all aspects of life.

His exploration reveals that through simple, direct experience, one can attain real wisdom: the ability to see clearly into situations and deal with them skillfully, without the self-consciousness connected with ego.

He explores the six activities associated with meditation in action:

  1. generosity,
  2. discipline,
  3. patience,
  4. energy,
  5. clarity, and
  6. wisdom.

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Eupsychian Management

Eupsychian Management by Abraham H. Maslow is considered to be a seminal work on human behavior in the workplace.

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Eupsychian Management offers Maslow’s theories on such issues as how to encourage people to express their creativity, the importance of psychological health, and leadership ideas that are commonly accepted notions in management circles at the end of the twentieth century.

Maslow led the way in demonstrating to corporate executives that the development of individual workers positively affects their bottom line.

Eupsychian

The word “Eupsychian”, coined by Maslow and pronounced “you-sigh-key-un”, is derived from ‘eu‘ meaning good as in euphoria and ‘psyche‘ meaning mind or soul. So eupsychian essentially means “having a good mind/soul”, “toward a good mind/soul” or “good souled”.

Eupsychia is where nice people live and work.

Maslow adapted his ideas to Management in “Eupsychian Management” with the following assumptions:

  • a. Assume everyone is to be trusted.
  • b. Assume everyone is to be informed as completely as possible of as many facts and truths as possible, i.e., everything relevant to the situation.
  • c. Assume in all your people the impulse to achieve…
  • d. Assume that there is no dominance-subordination hierarchy in the jungle sense or authoritarian sense (or “baboon” sense).
  • e. Assume that everyone will have the same ultimate managerial objectives and will identify with them no matter where they are in the organization or in the hierarchy.
  • f. Eupsychian economics must assume good will among all the members of the organization rather than rivalry or jealousy.
  • i. Synergy is also assumed.
  • g. Assume that the individuals involved are healthy enough.
  • h. Assume that the organization is healthy enough, whatever this means.
  • i. Assume the “ability to admire”…
  • j. We must assume that the people in eupsychian plants are not fixated at the safety-need level.
  • k. Assume an active trend to self-actualization—freedom to effectuate one’s own ideas, to select one’s own friends and one’s own kind of people, to “grow,” to try things out, to make experiments and mistakes, etc.
  • l. Assume that everyone can enjoy good teamwork, friendship, good group spirit, good group homonomy, good belongingness, and group love.
  • m. Assume hostility to be primarily reactive rather than character-based.
  • n. Assume that people can take it, that they are tough, stronger than most people give them credit for.
  • o. Eupsychian management assumes that people are improvable.
  • p. Assume that everyone prefers to feel important, needed, useful, successful, proud, respected, rather than unimportant, interchangeable anonymous, wasted, unused, expendable, disrespected.
  • q. That everyone prefers or perhaps even needs to love his boss (rather than to hate him), and that everyone prefers to respect his boss (rather than to disrespect him)…
  • r. Assume that everyone dislikes fearing anyone (more than he likes fearing anyone), but that he prefers fearing the boss to despising the boss.
  • s. Eupsychian management assumes everyone prefers to be a prime mover rather than a passive helper, a tool, a cork tossed about on the waves.
  • t. Assume a tendency to improve things, to straighten the crooked picture on the wall, to clean up the dirty mess, to put things right, make things better, to do things better.
  • u. Assume that growth occurs through delight and through boredom.
  • v. Assume preference for being a whole person and not a part, not a thing or an implement, or tool, or “hand.”
  • w. Assume the preference for working rather than being idle.
  • x. All human beings, not only eupsychian ones, prefer meaningful work to meaningless work.
  • y. Assume the preference for personhood, uniqueness as a person, identity (in contrast to being anonymous or interchangeable).
  • z. We must make the assumption that the person is courageous enough for eupsychian processes.
  • aa. We must make the specific assumptions of nonpsychopathy (a person must have a conscience, must be able to feel shame, embarrassment, sadness, etc.)
  • bb. We must assume the wisdom and the efficacy of self-choice.
  • cc. We must assume that everyone likes to be justly and fairly appreciated, preferably in public.
  • dd. We must assume the defense and growth dialectic for all these positive trends that we have already listed above.
  • ee. Assume that everyone but especially the more developed persons prefer responsibility to dependency and passivity most of the time.
  • ff. The general assumption is that people will get more pleasure out of loving than they will out of hating (although the pleasures of hating are real and should not be overlooked).
  • gg. Assume that fairly well-developed people would rather create than destroy.
  • hh. Assume that fairly well-developed people would rather be interested than be bored.
  • ii. We must ultimately assume at the highest theoretical levels of eupsychian theory, a preference or a tendency to identify with more and more of the world, moving toward the ultimate of mysticism, a fusion with the world, or peak experience, cosmic consciousness, etc.
  • jj. Finally we shall have to work out the assumption of the metamotives and the metapathologies, of the yearning for the “B-values,” i.e., truth, beauty, justice, perfection, and so on.
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George M. Prince

George M. Prince the author of The Practice of Creativity was the co-creator of synectics with William J. J. Gordon. With Gordon, he also co-founded the consulting form Synectics, Inc., which later became Synecticsworld.

Synectics is a problem solving methodology that stimulates thought processes of which the subject may be unaware.

Educated at Exeter and at Williams College, he lived in Winchester, Massachusetts until his death in 2009 at age 91.

His work has appeared in many prominent publications, including the Harvard Business Review, which lists his article on running meetings as one of its all-time most requested reprints.