MAT URI T Y AND L E ADE RS H IP
hypothesis two
in Three Acts
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August 25, 2014
– by Hrand Saxenian, h2 Leadership , Concord MA - with thanks to
Anthony T. Logalbo, Finance Director, Concord, and
Jeanne E. Anthony, Manager, Life Sciences, Corning Inc.
There is a fresh song on the clear, open air. – from “I Walk With Music” – Hoagy Carmichael
Plumb your theme – way down low! Play it – clear, and soft, and strong!
and Johhny Mercer, 1940
Act ONE: Criterion for Emotional Maturity, and Two Hypotheses – h2 Theory, and h2 Practices
From a war-torn cliff on Saipan, The Japanese Jewel of the Pacific, I looked out on the restless sea in 1944
and asked, What next in our mad world? Eight years later I left the worlds of physics, computers, and outer
space to explore the inner space of humanity. I sought a foothold for a healthy world. In my anxious quest I
encountered “emotional maturity”. Intriguing, I felt, but not ready for its needed popular use.1 After further
thought, I finally drew on my own experiences with people I found I could trust to lead in stressful situations,
In 1952 I proposed the following Criterion for Emotional Maturity:
The current level of a person’s emotional maturity is indicated by
the extent to which one expresses one’s own feelings and convictions,
with consideration for the thoughts and feelings of others,
without being threatened by the expression of feelings, either one’s own or others’.
MIT, August 1952 - Harvard, August 1952 - Harvard Business Review ’57 - Technology Review ’70 - Science Today, Bombay, India ’71… 2
Many people liked this idea at first. Some retorted, “So what else is new?” – “Too subjective!” – “That’s not the
way the world works!” To move beyond plausibility and taste in this matter, I posed two derivative
hypotheses that could be tested extensively across groups and cultures:
hypothesis one “The relative effectiveness of people with similar roles and responsibilities
is indicated by the relative extent to which they express their own feelings and convictions,
with consideration for the thoughts and feelings of others.” (h1) for leadership selection
hypothesis two,
“Effectiveness increases – and decreases – with the expression of one’s own
feelings and convictions, with consideration for the thoughts and feelings of others.” (h2) for
personal development,
My early tests of the validity and usefulness of these two hypotheses across industry, education, and
law enforcement were very encouraging. The results call for independent statistical studies – in different
situations. But short of any formal research, we may ask ourselves on occasion: Did I say what I meant? – Did
I hear the other person? – Does it matter? . . . Who is ready to lead? – How? With their successful use by people
in many places and walks of life, the two hypotheses are joined for the h2 Card:
Listen . . .
Say what you mean
Consider the other person
as you express yourself —
The more clearly you express your
own feelings and convictions, with
consideration for the thoughts and
feelings of others —
The more effective you are
The more effective we are
– from hypothesis two
© Hrand Saxenian 1968, 1996 • Design for Leadership h2notes.org
The core value of the above criterion and the two hypotheses is “honesty with consideration”:
hypothesis zero, (h0). In this spirit, Act ONE continues with elemental practices for steadily
increased effectiveness in 1) leadership selection and in 2) information flow and coordination ...
toward human effectiveness as a foundation for democracy, justice, and a healthy planet.
The h2 LEADERSHIP SELECTION PROCESS: Who is ready to lead?
Page 2 of 10
Good leaders abound, of course, but mismanagement and corruption persist. Authorities offer strategies
for “emotional intelligence” and “success”, but the drive for power and conflicting goals intrude. – Poet T. S.
Eliot asserts: “Between the idea and the reality falls the shadow”. Let us lift the shadow with the use of the
following h2 Final Interview Process:
______________________________________________________________________________
Final h2 Leadership Selection Process -– at the Point of Decision
Consider and discuss final candidates with several interviewers:
• Initial Impression – Ability to gain respect and instill confidence through presence and manner.
• Quality of Responses – Knowledge, and clarity of thinking and expression on pertinent matters.
• Readiness for Responsibility – Expression of own feelings and convictions, with consideration for the
thoughts and feelings of others.
• Potential – The above three qualities combined, plus perception of the ability to get the job done.
© Hrand Saxenian, 1968
CHART 1
This Final h2 Interview Process has facilitated competition for leadership positions over forty years. It is
offered for public domain use. In management situations, it is used by an executive or manager, with three or
four of his or her peers from within or from outside, after prior screening has reduced a larger field of
applicants to a few final candidates. Common responses include, “The four points Form sharpened our
vibrant discussion of each candidate.” especially “Readiness for Responsibility, for ‘emotional maturity’ ” 4
The presence of peer interviewers provided balanced views of each final candidate. Some early favored
candidates with solid credentials seemed uncomfortable with the following questions, stated or implied: Who
are you? What brings you here? What would you like to do here? How does this fit into the larger picture?
These questions set the stage for productive questioning and exchange of impressions. [Responding to these
questions, NY Police Chief William J. Bratton stood first on “Readiness for Responsibility” among a group of twelve Boston police recruits in
1961.] With this final selection format each interviewer provides his or her own questions and impressions.
Finally, after discussion of each candidate in the above terms, and with or without group consensus, the head
of the position to be filled chooses his or her new manager.
And a few other retrospectives:
– Patrick V. Murphy, Head of the New York City Police Academy, told a group of skeptical officers: “Actual
participation interviewing with this method is more impressive than a conference discussion of it,” after he had used it
as the new Police Chief of the Syracuse, NY Police Department to strengthen its command structure.
– Supt. Robert Marx of the Maine State Police: “This reflects the need for good judgment in police work.”- from
Maturity and Police Effectiveness, The Police Chief, Intena’l Assoc. of Chiefs of Police – with W. Costello, J.Litcher , H. Saxenian, Feb.1968.
– Lt. Wm. E. Powers recalled, “I found it very painful to change my initial opinion” of one candidate’s “readiness
for responsibility” after the peer group had discussed the candidate’s responses. Lt. John Shea ended with: “This
process has helped me think about my own leadership.
– Senior Military Officers said that this h2 Interview Process captures what they had learned over years,
and that: “it would be especially useful for younger officers who make crucial initial promotions”.
– Mary McDonald, Director of Nursing, Massachusetts General Hospital, used the h2 Selection Form in the late
‘70’s for training over three Department levels. After a year she reported, “I cannot assess its value because of
a concurrent downsizing..” After three years she confided to me over lunch , “We’ve cut down inter-house
rivalry. We beat the Peter Principle. We promote people we would not have even considered before”.
Uniquely, this h2 Leadership Selection Process has helped across race and gender lines to develop
people who are “psychologically ready to lead. We may consider the universal potential of the above
h2 Selection Process on all organizational, institutional, and national levels .
Page 3 of 10
The four MODULAR h2 LEADERSHIP PRACTICES: Leadership with Teamwork on Every Level.
I had also distilled 4 elemental MODULAR h2 Notes to Simplify and Improve Leadership Practices,
drawn from my work as a Sergeant in the Army, and then as an Engineering Manager at Raytheon and Itek
Corporations, and as the Executive VP of The Econometric Institute in New York:
______________________________________________________________________________________
Four MODULAR
Leadership Practices: “h2 Notes from the back of an envelope”™
1. Identify and Select a Leader: Along with vision, technical competence, potential, and all else that matters,
consider a person’s Readiness for Leadership Responsibility in terms of hypotheses one and two.
2. Improve Information Flow: Just Ask! Ask your immediate team what regular scheduled reports and meetings
each would like to have with you, ideally as a minimum, if any – individually and as a group. Ask yourself what
minimum regular information channels you would like with them. Take a few days – present your individual requests
– then decide. Visualize or sketch for yourself a simple diagram of the above..
Revise these your primary “organizational synapses” as needed or desired.
Maintain an optimal report / meeting balance. These minimal channels provide
a supporting structure for all your communications and operations..
Similarly, develop a lean and mutually useful reporting structure with your
peer managers – across groups, departments, organizations, or institutions.
Minimal desired regular reports and
meetings at each operating interface.
:
Manager
Date
Reports
Meetings,
e mail, etc.
.
3. Support Teamwork and Quality: On occasion, discuss teamwork and quality
of work with your team.
.
Define teamwork as “the influence of one’s work on the quality of others’ work.” ( You may also define
teamwork as “the influence of one’s moves on the freedom of others’ moves.”)
4. Chart Productivity, and Analyze Quality: For a few selected repetitive activi-
ties, hold periodic team analyses of direct costs vs. direct outputs – charted on
productivity graphs by your responsible operating managers or supervisors.
Generic Productivity Chart, with lines
of constant productivity.
Output / Period
Periods
© Hrand Saxenian 1973
CHART 2
Input / Period
______________________________________________________________________________________
If an h2 Note appeals to you, adapt it to your operations – with your immediate team.
■ Maturity Becomes A Leadership Goal. Each Modular h2 Note builds a constructive leader/team
relationship. 5 I introduced them while working in the Defense Industry in the ‘60’s to reduce
redundancy of authority, and to give people a clear idea of whom to work with to get things done. I
later introduced them to Public School Systems, Local and State Police, and to Hospitals which were
growing like “Topsy”. Each manager is more fully aware of the activities of his or her immediate
team members. In use, each h2 Note helps to control operating costs. They bring economies of staff
training and retention. Dysfunction and corruption are deterred. Adherence to accounting standards
is respected, with accountability and clarity for a healthy organization.
■ My partner Stephen P. Davis used the four h2 Notes with his 150-member Systems Support Dept. over
three successive management/ supervisory levels at DEC, Compaq, and HP from 1982, ‘til he retired in 2006:
“We kept our signals straight consistently with the h2 Notes in play. “ ■ When they are used simply and
directly the four h2 Notes have encouraged honest dialogue, and sound group judgment, and trust in already
effective organizations. They have invited dissenting views and clear voices for careful decision making.
They have improved leadership and teamwork on successive levels in organizations both large and small.
■ Claude Machen, President of Boston Edison Co.:“This irons out some of the tougher problems we’ve
struggled with for a long time.” Women Supervisors were promoted here to the position of Manager for
the first time in 1968. Upon his reviewing the use of the MODULAR h2 Notes in Sales, Distribution, and
Customer Relations, Chairman Eli Goldston of Eastern Gas and Fuel Associates told the Boston Gas
executives, “This is the integrated approach we should have in all our companies”.
Page 4 of 10
■ More recently, Concord’s Town Clerk Anita Tekle, introduced the above h2 Notes to her manager,
Anthony Logalbo, Director of Concord’s 20 member Finance Department, for its discretionary use. Offered
as ways to simplify daily operations, the h2 Notes were first met with skepticism: “Of course these things
are understood.” – “We already do that!.” But in a few months we heard, “I did not need it, but we found that
it helped to improve operations under the pressure of tight schedules.” – “We are discussing our operations
more fully as a team.” – “Members are now taking more responsibility for decisions in their interactions with
the towns-folk” –“I now find myself thinking about how I say things… well… yes…this does simplify my job.”
- Anita Tekle And after a year we heard: “The expectation of quality work had risen.” –“the presence of
the h2 Card is a physical signal of the willingness to focus and to communicate.” –“The Card is a nonjudgmental reminder of our teamwork.” Then Tony used the idea informally to select a new Department
Head, “It was in the back of my mind. It‘s easy to be ‘wowed’ by an articulate candidate and overlook the
real evidence of the maturity needed for the position.” He soon after adopted the h2 Final Interview
FORM, (Chart 1), above, an extension of the first MODULAR h2 Note, saying: “We moved discussion
beyond technical matters to a view of one’s reliability, the issue that matters for the long run”. Tony added
casually one day, “It works, the FORM is common sense.”…“hypothesis two just feels right, even though it’s
not always easy to live by. The idea becomes second nature. It’s part of me.” …It had also worked for
previous Concord Town Manager Paul Flynn with Police Chief Bill Costello who wrote, “We would not
choose to be without it”. Later, Concord Selectmen also said that use of the same FORM had tipped the
scale over more experienced contenders in favor of now popular Town Manager Christopher Whelan.
■ Leadership With Teamwork on Every Level: The above experiences represent similar experiences
from both private and public realms. The h2 Notes helped strengthen key operations and clarify lines of
authority for lean, responsive groups in Bell Research Labs, Everglades National Park, Sheraton Hotels,
Atlantic Gelatin Div. of General Foods, Watertown Public Works Department. An h2 Note can be
initiated on any organizational level at the voluntary discretion of any interested line manager or operating
executive. With or without support from above, the practice can then move down the organization with its
successive adoption by any one or more of one’s immediate reporting managers or supervisors. 4
– North Atlantic Region National Parks Service Director, Jack E. Stark, recommended the h2 Selection
Process, (CHART 1) to all the No Atlantic National Park Supts., and to the Everglades National Parks
in the late ‘70’s. Jack then used it until political appointments dominated from the National Office.
– Bell Labs Research Director, Dr. Charles Hoover, introduced the first two h2 Notes in a meeting with
his six National Division Directors in the early 1980’s, one of whom told me that he then used them
voluntarily. Dr. Hoover had told me after a friendly tennis match, “We have just finished overhauling our
corporate communications, but these will work for us naturally”.
– Pioneer Windmill Designer and Founder of US Windpower, Russell Wolfe, adopted the h2 logo
with his enthusiastic start-up team, while they were constructing model windmills in a Lexington, MA
backyard, in order to test Russell’s new windmill blade design in1978
– Kenneth Greenberg, President of the Automotive Products Division of W. R Grace, Inc., was about to
fire his long time friend but increasingly contentious Research Director among his primary Research, Sales,
and Manufacturing Directors. Instead, he decided to use the h2 Card and h2 Notes for better interdepartmental communications. The feuding Sales and Research Directors then began to work together to
improve paint sales in Detroit and Tokyo. They used the second h2 Note with their reporting managers, and
conflicts were in turn resolved at the lower supervisory levels and across two different Grace Divisions. Two
decades later Ken recalled, “The whole experience got us to thinking about what we were doing beyond
arguing about who was right and who was wrong. ‘We asked and acted on ‘what can we do better?’ .”
We might now choose to consider the universal potential of the four elemental MODULAR h2Leadership Practices in all realms of management.
Page 5 of 10
Act TWO GROUNDWORK of EMOTIONAL MATURITY for INCREASED HUMAN EFFECTIVENESS
■ “Criterion For Emotional Maturity” was first challenged academically at the Harvard Business School,
but was published in 1958 by Editor Edward C. Bursk “ to keep the idea alive: it’s 20 years ahead of its
time.” The article was received well by Business and the Public. Faculty reception varied widely, wildly,
from “simplistic” to “naturally intuitive”. – During heavy requests for reprints, the President of Sylvania sent
copies to all of his international executives. – Fortune Editor Perrin Stryker ‘phoned me to say that my
findings differed from his survey of executive “emotional stability”. Having cited my article favorably in
Fortune in 7/1958, he invited me to lunch at the Yale Club for a wide-ranging discussion of maturity in
business and politics. Then he told me solemnly that the public would not understand the criterion.
Whereupon he soon included it in his business novel, The Men From The Boys, (Harper and Bros., 1960 ), moving from
his initial depiction of static “stability” to dynamic “maturity”.
Meanwhile, popular awareness of psychological development was raised in 1983 by Howard Gardner who published 7
Intelligences in “FRAMES OF MIND: The Theory of Multiple Intelligences.” AND
“EMOTIONAL INTELLIGENCE” was published in 1989 by Peter Salovey and John D. Mayer as "a form of social
intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them,
and to use this information to guide one’s thinking and action". They later modified this to include “emotional growth.”
- Published in Imagination, Cognition, and Personality, Vol. 9, No. 3, pp 185-211.
■ My proposed criterion had been carried around the world since 1959 by my former student and now noted
author Stephen Covey with his “7 Habits of Highly Effective People”. On Covey’s words, avid blogger
Mike Sanders commented in 2003 “at the deeper level is ‘the expression of convictions, balanced with
consideration’. My personal failures in blogging, have come when I did not take Hrand’s words to heart.”
■ On hypothesis two. A global economy manager said: “This reminds me to listen carefully while talking
with foreign managers, and to be attentive to nuances in what is being said.” – Vietnam Veteran Dick St.
Jacques, related to h2 with, “I tell my supervisors: ‘If you don’t really like your people, you really don’t
belong on this job.’ ” – An early skeptic found, “It dawns on you.” – A quiet graduate student from
Burma confided, “Now I know what integrity means.” – My friend Pierre Chiha, a family portrait
photographer, told me after several years that awareness of his clients’ feelings had improved only gradually,
but then so also did the quality of his work: Question: But weren’t you already naturally aware of their
feelings? Answer, “No, not really enough to affect how I related to them and spoke with them.” – John
Miller of HFMA Architects of Cambridge noted, “Of course, this is what I always try to do. It’s just a
natural part of learning and maturing. But, yes ,actually stating this common sense idea has helped me to
keep my eye on the ball in important client meetings.” John drew the h2 Card from his wallet as he greeted
me when we met by chance one day at a computer conference ten years later
A Senior Vermont Police
Officer dismissed the idea out of-hand as “just common sense”. Four years later, after having been assigned
to Internal Affairs investigating complaints against members of his own Department, he reported: “You are
reminded of the idea daily when you yourself are responsible for your people.” −Jeanne Phillips, Scientist /
Manager concluded her review of the proposed criterion for emotional maturity with: “I hope that hypothesis
two becomes applied universally, and that corporate success becomes measured not only by financial gain
but also by the impact we have on improving each other's lives.”
■ On Coordination. Having worked with the h2 Notes for over six years pioneering racial and gender equality during State Police recruitment and promotions, and having earlier coordinated State-wide Field Operations, Supt. Frank Trabucco of the Massachusetts State Police set up vital lines of communications with
the Mass. Commissioner of Corrections to be prepared for emergencies: “We got to know each other: we
are now working together.” And during a period of tense union unrest Frank told me, “I just want my people
to have feeling for each other.” With this open spirit, Frank also removed traditional turf barriers between
State and Local Police for better-coordinated crime control. – Might use of the h2 Notes have led to better
leader-initiated coordination between the FBI and CIA prior the 9/11/2001 terrorist tragedy?
Page 6 of 10
■ Individual Creativity and Group Culture have thrived with the h2 Notes. They have helped new team
leaders and experienced managers, alike, to work well with their groups. They have helped to develop groups
that move quickly to meet competition and unforeseen challenges. They have encouraged once reluctant
scientists and engineers to accept supervisory positions for the first time, and then to support the creativity of
their new teams. – Dr. Allan Schmitt, Director of the Harvard Lab. for Computer Graphics and Spatial Analysis, shared the h2 Card with his highly individualistic creative researchers. In keeping with his calm, competent leadership Allan formed a cohesive team culture under the established culture of the Harvard Graduate
School of Architecture and Design. – Each leader sets her/his own group’s climate and group culture.
■ An Analogy, and Corollaries: Effectiveness is a noun, a field, a language: what works.
Force with Control works in Sports / Honesty with Consideration works in Life.
Honesty keeps the record straight. / Consideration holds the record open.
Consideration includes: awareness … calculation… thoughtfulness… compassion… reverence …
“Heaven arms with compassion those it would not see destroyed.” – Lao Tzu
“Smokescreen irritates the social structure.”– Louise Erdrich, Chippewa Indian. / h0 + h1 + h2 = Humanity in Motion.
“No secrets, just fundamentals!” – Graig Nettles, covering third for the Yankees. / No one bats 1000: Everyone plays!
■ On Education – Robert Ireland, Exec. Secretary of the N. E. School Development Council reported
that School Superintendents across New England, “cite the usefulness of the h2 Practices, with: ‘Keep it
simple; follow the procedures one step at a time’.” – My friend Robert A. Watson engaged the h2 Notes over
three decades while a Principal in Concord , in the Mass. Dept. of Education, and then as Supt. of
Schools in Somerville, MA . He reported: “While hypothesis two helped our administrators and union to
improve their collaboration, it helped teachers in the development of student character.” – One High
School teacher added the h2 Card to her course, “Hypotheses in American History”, which lead to
enthusiastic student speculation on decisions of past Presidents in times of crisis. See also Daniel Weeks’
(former President of Americans for Campaign Reform) pioneering field work on poverty throughout the
United States:“Poverty vs. Democracy” in The Atlantic, Jan. 2014, and the Huffington Post, May 2014: − and
his education work now with City Year with students in low income schools. − In many ways, hypothesis
two is supporting early childhood education and student creativity – along with basic science education
on all grade levels – to develop clear thinking as a foundation for a literate democratic citizenry. 6
Maturity for Leadership and Democracy – Healthy Capitalism – and a More Stable World.
Consider how conscientious use of the first two Modular h2 Notes could enforce constructive
leadership for a major step toward healthy capitalism. These two h2 Notes used together could lift us
from economic myths and ideology, and from management bungling to what works. Could the h2
Notes help to run the Pentagon, or the Veterans Administration, or any huge organization?
Leadership, management and international relations might become grounded in responsible economic
theory, ( e.g. Economists Milton Friedman vs. John M.Keynes ) and in objective social and political
history through past decades – and for the honest leadership needed on each successive organiza tional level. Among contemporary leaders we might follow the progress of Elizabeth Warren, of “A
Fighting Chance ” for honest considered legislation vs. bribery in the U.S. Congress; and also of the
courageous journalism of say Charles Lewis, founder of Center For Public Integrity. 7
■
■ The h2 Card has been welcomed in art studios and prison yards, on athletic fields and in business
start-ups. It has helped to meet needs of parents and of children. It has helped busy doctors and
understaffed nurses to coordinate their work. − A group of fast food employees chose to translate the h2
Card into Portuguese for their own bulletin board. − It has brought civility to labor - management
negotiations. − The Card broke a long standing grudge between two senior design managers of Stone and
Webster Engineering Corp.: they eagerly recounted meeting by chance in a company washroom, whereupon
one drew the h2 Card from his shirt pocket and showed it to the other, and that they then just looked at each
other and shook hands. − A once dismissive waitress advised me, “Don’t bother writing articles. Just get the
card out! It has changed my life.” … to which, Earthwatch founder Brian Rosborough concurred with the
quip: “It says it all. Now, do you think it will work with my wife!
Page 7 of 10
Act THREE: HONESTY with CONSIDERATION, TOWARD INCREASED EFFECTIVENESS
“Strawberry fields forever” - John Lennon and Paul McCartney
From Experience to Practice. As we gain confidence in hypothesis two on the personal level, we may
begin to appreciate its potential for increased effectiveness in all of society. Visualize, again if you will,
the considered use of the first two MODULAR h2 Notes ( Chart 2, Page 3 ) for leadership selection and
information flow, first with your own group … and then on all levels of your organization … and then
in many organizations and institutions. You are now visualizing management as a mature profession.
In our ongoing quest for maturity in society, we meet capable men and women in m any places,
often when and where least expected. In this spirit, might we again consider specifically the
potential of the Final h2 Leadership Selection Process (page 2) ?
“All drama is about lies. When the lie is exposed, the play is over.” ( Dramatist David Mamet, 9/13/’09.) On the
real human stage, when the lie is exposed, the play begins: Myriad executives, managers, and supervisors use
the h2 Notes for a healthy organization not only for their innate self-interest, but also for the effectiveness of
their immediate groups and communities. When we use the mutually reinforcing h2 Notes together, management rises to a higher plateau:
Leadership selection becomes a basic science – and a rich art.
Managing well becomes more challenging – and more gratifying.
The h2 symbol
alone has the potential to instill popular expectation of honesty with consideration across world cultures and divergent views of humanity. It may provide a comprehensive
appreciation of honesty with consideration, and the political will to rectify healthy capitalism, and to revive
social and economic justice as a moral ideal.
hypothesis two strengthens truth for justice in terms of “right” and “wrong”.
Justice through truth becomes a condition for humanity – and peace.
Honesty itself is widely recognized as a foundation for civilization and personal freedom! As we
bring forth our personal experiences with “honesty with consideration”: hypothesis two becomes a guiding
principle for humanity and democracy. It may work in concert with the traditional value of “love, with
respect for life” to strengthen the human spirit, bringing our creative minds and boundless energies to reduce
poverty, corruption, and violence across human differences.
– S I L V E R S T R E A M – Through the rush the storm the calm
we align our ideals
and actions, we reduce confusion and deception we merge honesty with consideration as a clear
expectation for personal effectiveness for all humanity we engage the beauty in what we hold and
do and make – a daughter’s hand, our work and play, and our best judgment for the creative use
of our fields, and seas, and open skies.
Against arguments that threaten humanity and democracy and the planet, let us rise from animosities and
rivalries and prejudices, and look to the potential of increased human effectiveness. The use of h2 abounds in
all aspects of leadership and management, and in our daily lives. Let us proceed to develop more emotionally
mature citizens and leaders everywhere for a more resilient world – and a healthy future!
Fantasy? or Reality? The odds of the real world … Your theme... Our song – deep and clear… our call!
“Sable and gold match lusters and contend” – Leonie Adams, Sundown
■
FOOTNOTES
Page 8 of 10
1. I consulted primarily, Patterns and Growth in Personality, by Gordon Allport, 1945 et al. For later traditional views of
emotional maturity, see Emotional Maturity, Development and Dynamics of Personality, by Leon J. Saul, 1960; Eminent
Women in Psychology, by Jane Loevinger, ~1960; Insight and Responsibility, by Erik Erikson, 1961.
2. Hrand Saxenian’s Research Proposals: MIT Operations Research Group, August 1952, and Harvard Business School
Selection Study, August 1952; leading to his publications: “Criterion for Emotional Maturity, Harvard Business Review,
Jan-Feb 1958; To Select A Leader”, Technology Review, MIT, May 1970, and Science Today, Bombay, India, Jan 1971;
“Maturity as A Goal: Design for Fundamental Research”, Educational Horizons, Winter 1969-1970.
See also on LEADERSHIP and MANAGEMENT: Leadership by James M. Burns, 1978; Frames of Mind: Multiple
Intelligences by Howard Gardner, 1983; “Emotional Intelligence”, 1989 by Peter Salovey and John D. Mayer; Certain
Trumpets, The Call of Leaders by Garry Wills 1994; Plain Talk by Ken Iverson, 1998; Global Brain by Howard Bloom,
2000; Ethics by Joanne Ciulla, 2004; Regional Advantage, 1994, and The New Argonauts…In A Global Economy, 2007 by
Anna Lee Saxenian; A theory of Justice, by John Rawls, 2006 . . .
3.
h2 Research Design:
As we scan the human scene, we know that the world needs a high standard for human
effectiveness. From my design for basic research on my proposed criterion for emotional
maturity, this evolving theory of hypothesis two is a practical idea to bring forth clarity to world-wide
leadership and management of human affairs across business, government, and education. Please add
your experience to this h2 research framework, and to the following OVERVIEW of Humanity in Motion .
This research design treats the proposed criterion on page 1 as a base concept, as hypothesis zero (h0), and it invites
alternative base criteria for emotional maturity: e. g. Courage with Confidence, as insisted by one executive.
There are two primary testable modes of inquiry for h1 and h2 , and alternative criteria:
INQUIRY MODE ONE
First Mode, we can examine different criteria for effectiveness regarding people with
similar roles and responsibilities: Seek the RANK CORRELATION for many groups.
Effectiveness
Rankings
Second Mode, we can test hypothesis two, and alternatives, as we examine changes over time,
increases or decreases, in one’s personal effectiveness and expression, for whatever reason,
to see if they move up, or down, together: Seek the BINOMIAL COINCIDEDENCE: from
large numbers of individuals.
Expression
.Both inquiry modes help organize evidence from direct observation and from history. Initially I used a common
definition for “effectiveness”, namely: “how well one works under pressure, alone, and with others.” People were seen by
two separate sets of lay observers: one of the person’s “expression” and the other of her/his “effectiveness”
OVERVIEW of Humanit y i n Motion – Over Three Interacting Concept Levels:
Level 1. Ideals: Vision: Abstractions Principles, Maturity, Leadership, Humanity, Morality …
Core Values, What matters most?
Level 2. Operational Perspectives
.
Effectiveness / Brain Studies 8 / Economics, et al.
Analyses of What works best?
Level 3. Action
Activity, including the four h2 Notes (page 4 ).
What we do, The quality of our lives?
Move down from Level 1 to Level 2 to level 3, iteratively, to refine the alignment of the 3 levels.
© H. S. 1998
Within this overview, normally we move directly fro m our Ideals to Action for our chosen purposes. Here we
interpose the Operational Perspectives Level 2 between Ideals and Actions. On this Operational Level we can
examine alternative ideas for effectiveness as “what works best”. In effect, we can authen ticate the actual use of
our principles. ( In other realms we can also explore, for example, neurological evidence on “how the brain
works,” with speculation on human morality.)
With this open-ended design for ongoing inquiry, we may also consider hypothesis two as “a first order effect”
Page 9 of 10
in relation to other theories of human development: here we would have h0, and h1 , and h2 with the same core
value of “honesty with consideration”, or with the corresponding core value of alternative possible criteria for
emotional maturity.
Rigorous cross-cultural validation ( significant statistical correlations from both modes of inquiry) of the two
hypotheses within this Overview could carry us beyond stereotypes and rhetoric to recognition of a universal
development of personal identity and potential. We might thus work toward a competition among ideas for a
basic human understanding. A scholarly backdrop for this question may be found in: “The Enlightenment: And
Why It Still Matters”, by distinguished historian Anthony Pagden. He covers the two sides of the question of
enlightenment since the late Seventeenth Century – “from the wit and eloquence of Voltaire to the ponderous
solemnity of Kant” – to the current serious objections of critics of a possible common humanity.
4. “Readiness For Responsibility” was used to in the Fina l Interview FORM, Chart 3, to avoid the judgmental
use of “Emotional Maturity” when I first developed it with the Massachusetts State Police in 1968. It then
served with the h2 Notes as the foundation for The h2 Minuteman Executive Group Charter, Monthly Meetings,
1977 – 1982 – across Business, Education, and Government, including the regional towns of Concord, Lexington,
Newton, Somerville, Acton, and Littleton MA.
5. The MODULAR h2 Notes are offered for public domain use as elemental leadership pra ctices. Distilled
from my own management experiences, these h2 Notes have shown promise as accessible tools to reinforce long
recognized management principles as safeguards against corruption and waste and irresponsible risks. See as
general references, e.g.: International Organization for Standardization, ISO, Management Practices, Annual since
1947, and the annual Baldrige National Criteria for Performance Excellence.
6. Toward early childhood education, “Earthwatch Institute engages people worldwide in scientific field
research and education to promote the understanding and action necessary for a sustainable environment.
Earthwatch believes that teaching and promoting scientific literacy is the best way to systematically approach
and solve the many complex environmental and social issues facing society today.” – See also tennis legend
Andre Agassis, in TIME, 10/21/2013, on his world-wide sole investment in building schools for childhood
education: otherwise, “we’ll be building prisons instead of schools”. Similarly Dr. Nicholas D, Kristof asks, in
New York Times, 10/ 27/ 2013: “Do We Invest In Preschools Or Prisons? He argues for strong public support
for early childhood education, “which has not gained sufficient congressional support since 1971, when it was
vetoed by Pres. Nixon.”
7. We can consider the use of the first two h2 Notes for meeting urgent needs for honesty in world banking and
government, and for protecting the planet’s environment. e.g. such, for example in: “Why Government Fails so Often, and
how it can do better”- by Peter H. Schuck; and “Fragile By Design, Why Banks Fail” by Charles Calomiris and Stephen
Haber; and “Making Globalization Work”, and “Tax Reform for Social Equity” – by Joseph E. Stiglitz, and “935 Lies,
The Future of Truth and the Decline of America’s Moral Integrity”, 2014 – by Charles Lewis,
8. Consider humanity and brain studies in Cognitive Neuroscience, e.g. – Jorge Moll, submitted to The Natioal Academy
of science, May 15, 2009, “Altruism, the experiment suggests, was not a superior moral faculty that suppresses basic selfish
urges but ronather was basic to the brain, hard-wired and pleasurable … Also remarkably, more anterior sectors of the
prefrontal cortex are distinctively recruited when altruistic choices prevail over selfish material interests.” See also Science,
Sept. 3, 2009, on Evolutionary Dynamics, by David G. Rand and Martin A. Nowak, at Harvard U. and the Stockholm
School of Economics: “Rewards go further than punishment in building cooperation and benefiting the common good”. You
may choose to begin with the pioneering work of Antonio Damasio in his Descartes Error, Emotions, Reason, and the
Human Brain, 1994
_______________________________________________________
Hrand Saxenian: MIT, S. B. General Engineering ’47, Doctoral Studies in Electrical Engineering and Physics ’51‘52, and MIT Lecturer on Leadership and Teamwork,’88 -‘90. Harvard, MBA ’49, Assistant Professor ’52 -’58.
Hrand wrote the programming manual for MIT’s first digital computer Whirlwind I in 1951. He instructed Operations
Research at MIT and was O.R. Advisor to Price Waterhouse Inc. in 1952. He then became the Engineering Manager at
Itek Corp., Asst. Program Manager at Raytheon, Director of FAA Safety Priorities Project while at United Research in
Cambridge, and Executive Vice President of The Econometric Institute in New York. He formed HSA Management
Controls in Concord, in 1961 – now h2 Leadership Practices.
Anthony T. Logalbo is a graduate of Rensselaer Polytechnic Institute (BS in Management Engineering), the Krannert
School at Purdue University (MS, Industrial Administration) and the Kennedy School of Government, Harvard (MPA).
Page 10 of 10
He has worked in local government management for 36 years, with the City of Oakland, California. The Massachusetts
Municipal Association and, for the past 26 years, as Concord, MA Finance Director.
Jeanne E. Anthony: University of Connecticut (BS in Biological Sciences) and Baylor College of Medicine (PhD in
Biochemistry, 1990). Following her postdoctoral studies at University of N.. Carolina and Emory University, she supervised
laboratory personnel at the West.Roxbury VA Medical Center: She was an R&D Manager in the Life Sciences Division of
Millipore Corporation, and led a small research group at Novartis Institute for Biomedical Research. Her present position is
Product Manager, Life Sciences Division, Corning Inc.
Publications of Hrand Saxenian’s work [and others’ reports of this work] include:
Office of Naval Research Report R-196, Programming for Whirlwind I, MIT Computer Laboratory, June 1951
MIT Operations Research Group Report, Emotional Maturity: Two Hypotheses, August 1952
Harvard Business Review, Criterion for Emotional Maturity, Jan-Feb 1958
John Hancock Lif e Insurance Co. Report, Leadership with Teamwork On Every Level. August 1959.
[Fortune, What makes an Emotionally Stable Manager?, Perrin Stryker, Autumn 1959
[The Men From The Boys, Perrin Stryker, Harper, 1960]
Business Horizons, Indiana Univ. To: Line Managers; From: The President, Vol 5, Issue 3, Fall 1962.
Business H orizons, Indiana Univ. New Prescriptions for Old-Fashioned Leadership , Fall, 1965
Police, Readiness for Police Responsibility, Part One, August 1961, and Part Two, November 1964
The New Englander, When Maturity Counts, July 1963
Statler Hilton Hotels Management Reports, Productivity/Quality Analysis Charts, Feb. 1962 through Aug. 1965
Sheraton Hotels Design and Maintenance Manual, Understand Your MenTo Lead , with Frederick B. Mills, October 1965
Massachusetts Association of School Committees Journals, School System Management, 1965 through June 1968
Small Business Administration Reports, Effective Communications for Small Manufacturers, 1965
Educational Horizons, PI Lambda THETA, Maturity as A Goal: Design for Fundamental Research, Winter 1969-1970
The New Englander, Objectivity in Performance Review, H.S. with Conn. State Police Major Victor J. Clarke, Nov – Dec ‘65
The New Englander, Selecting Your Management Team, July 1968
The Police Chief, International Assoc., Maturity and Police Effectiveness, with Wm. J. Costello, John Litcher, Robt. Marx; Feb.‘68
Banking, Principle for Effective Management, American Bankers Association, September 1968
Technology Review, MIT, To Select A Leader, May, 1970; reprinted in Science Today, Bombay, India, Jan., 1971
Better Schools, N. E. School Development Council, 1972
Minuteman Management Group Charter, Operating Executives’ Monthly Meeting at Minuteman National Park, , 1977 - 1982
[ What Color is Your Parachute?, Richard N. Bolles, 1972 through 1981 editions. ]
United States Army, Infantry Journal, Leadership Judgment, with Captains S. Wisnioski and T. Mulloney, Nov – Dec, 1975
Society for Information Management, Executive Brief: Readiness for Leadership Responsibility, Fall, 1994
[The Seven Habits of Highly Effective People, and Principle-Centered Leadership, Stephen Covey, 1996 Editions
h2 Leadership Report, Design for Effective Leadership, with Teamwork On Every Level, August, 2006
[ Leadership Readiness: an Elective MBA Course, Szabist, Karachi, Wali Zahid, November, 2006]
Prepared on request of The Concord Massachusetts Chamber of Co mmerce in 2006
© Hrand.Saxenian 2014, Concord, MA hypothesis two
Design for Leadership h2notes.org / h2notes.com