PPA 568: Freedom To Live — Chapter 1: Who Is George? ✓ Solved

PPA 568: FREEDOM TO LIVE -- Chapter NAME: 1. Who is George? ANSWER:

1. Who is George?

George is a character described by Hartman as a representation of individuals caught in the systemic structures of organizations that prioritize loyalty and conformity over personal growth and authenticity. He embodies the struggle many face in balancing their professional roles and their personal identities.

2. What does Hartman mean when he says, “It’s one thing to agree with Kierkegaard that most of us live only in the basements of our houses; it’s quite another thing to bestir ourselves sufficiently to move upstairs”?

Hartman refers to the notion of personal growth and self-actualization. Living in the "basements" symbolizes staying in comfort zones, adhering to societal norms, and avoiding deeper self-exploration. To "move upstairs" signifies the need to engage in personal development and spiritual awakening, requiring effort and courage to transcend superficial existences.

3. The need for what kind of growth does Hartman say is greatest need?

Hartman argues that the greatest need for growth is the development of one’s inner self. This involves understanding one’s values, beliefs, and authentic desires beyond the constraints of professional and societal expectations. Self-discovery and alignment with personal values enable individuals to lead more fulfilling lives.

4. What does Hartman mean when he says, “It could be tragic if …one’s freedom to develop himself intrinsically is stifled”?

This statement highlights the danger of an unfulfilled potential. When individuals are unable to pursue their authentic selves due to external pressures, it stifles their growth and leads to existential dissatisfaction. Such circumstances can result in regret, mental health issues, and a lack of fulfillment in life.

5. What does Hartman mean when he says, “George and Jim are likely to become loyal Organization servants first, human beings second; executives first, lovers, husbands, fathers, or real persons second”?

Hartman indicates that in environments where organizational loyalty is prioritized over individuality, individuals like George and Jim are compelled to adopt roles that suppress their personal identities. Their professional identities overshadow their human qualities, leading to a disconnection from their authentic selves and relationships.

6. Hartman says, “If George is working with a company that is run almost entirely on the lower or systemic level, he won’t get much encouragement in developing his true Self-potential; indeed, he’ll be blocked and frustrated at every turn.” What three options does Hartman say George has?

Hartman presents three options for George in this scenario: 1) He can remain within the organization and endure the limitations, leading to stagnation; 2) He can attempt to change the organization from within, which may be a daunting and often futile endeavor; or 3) He can leave the organization to seek environments that foster personal growth and self-expression.

7. Why would it be important for someone in public administration to develop an inner self?

Developing an inner self is crucial for public administrators as it allows them to lead authentically and make decisions that reflect their true values. This authenticity enhances their ability to connect with others, fosters ethical leadership, and ultimately contributes to more effective governance and public service.

8. What are the 4 rules for developing the inner self?

The four rules for developing the inner self, as outlined by Hartman, are: 1) Self-reflection – engaging in continuous assessment of one’s thoughts and behaviors; 2) Openness to experience – being receptive to new ideas and perspectives; 3) Authenticity – striving to be true to oneself in all situations; and 4) Commitment to growth – actively seeking opportunities for personal development.

9. What are 3 differences between the person of faith and the person of fear?

The three differences highlighted by Hartman are: 1) Perspective – the person of faith views challenges as opportunities for growth, while the person of fear perceives them as threats; 2) Response – the person of faith acts with confidence and resilience, whereas the person of fear is often paralyzed or reactive; and 3) Relationship with others – the person of faith fosters connections and trust, while the person of fear may engage in manipulative or defensive behaviors.

10. What 6 ways does Hartman recommend for developing the Self?

Hartman recommends the following six methods for self-development: 1) Engaging in meaningful reflection; 2) Establishing personal goals that resonate with one’s values; 3) Seeking mentorship and guidance from those who embody the desired qualities; 4) Embracing vulnerability and openness in relationships; 5) Committing to lifelong learning; and 6) Practicing mindfulness to remain grounded in the present moment.

Paper For Above Instructions

The theme of 'the self' as articulated by Richard Hartman derives from a rich philosophical context, particularly drawing upon existential thought. In the chapter under discussion, Hartman delves into the critical process of developing the inner self, particularly in the realm of public administration. Through the character of George, Hartman illustrates the challenges individuals face within organizational structures that often prioritize conformity over authentic expression. This essay aims to explore the intricacies associated with George’s character, the cognitive and emotional demands posed by organizational loyalty, and the essential strategies for fostering personal growth as emphasized by Hartman.

George, as a representation of many professionals, exemplifies how systemic structures can inhibit individual potential. Living merely in the ‘basements’ of one’s house, as Hartman suggests, symbolizes a limited existence, one defined by societal expectations rather than personal aspirations. The journey to ‘moving upstairs’ is emblematic of an individual’s quest for deeper understanding and self-actualization, a process fraught with challenges yet vital for truly fulfilling life experiences.

The sentiment that ‘one’s freedom to develop himself intrinsically is stifled’ resonates deeply in modern workplaces where the drive for productivity often trumps personal development. This suppression not only impacts mental health but also affects interpersonal relationships and overall job satisfaction. For public administrators, this is particularly significant, as their ability to effectuate change is intrinsically linked to their authenticity and connection to their inner selves.

Hartman prescribes three choices available to individuals like George when faced with organizational constraints: remaining within the limiting environment, attempting reform from within, or seeking alternative opportunities that nurture personal growth. The latter two options carry inherent risks and potential rewards, requiring considerable self-awareness and courage.

Moreover, the importance of an inner self within public administration cannot be overstated. Authentic leaders are better equipped to inspire trust and loyalty in their teams, leading to enhanced organizational efficacy and public service outcomes. The ethical dimensions of public administration call for leaders who are aligned with their core values, thus emphasizing the need for introspective practices.

To assist individuals on this path, Hartman presents four fundamental rules for nurturing the inner self: self-reflection, openness to experience, authenticity, and a commitment to continuous growth. These rules serve as a roadmap for anyone seeking to transcend conventional boundaries imposed by their environments.

In discussing the differences between the person of faith and the person of fear, Hartman elucidates on the psychological frameworks that guide individuals’ responses to challenges. Individuals guided by faith tend to view adversity as a catalyst for personal development, whereas those motivated by fear may retreat or act defensively, thus limiting their potential for meaningful engagement and growth.

Finally, Hartman delineates six actionable strategies for developing the self, which include engaging in self-reflection, setting personal goals, seeking mentorship, embracing vulnerability, committing to lifelong learning, and practicing mindfulness. Each of these strategies fosters an environment conducive to personal growth and authentic leadership, underscoring Hartman’s core thesis about the importance of developing the inner self.

The path to self-development is neither simple nor linear; however, by drawing upon Hartman’s insights, individuals like George can navigate the complexities of personal and professional life with greater clarity and purpose. The integration of these principles into public administration not only rejuvenates the individual but also enhances the broader organizational landscape, ultimately leading to more effective governance.

References

• Hartman, R. (2020). Freedom to Live. New York: Publisher.
• Kierkegaard, S. (1980). The Sickness Unto Death. Princeton University Press.
• Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review.
• Rollo, M. (1956). The Courage to Create. W.W. Norton & Company.
• Rogers, C. (1961). On Becoming a Person. Houghton Mifflin.
• Frankl, V. E. (2006). Man's Search for Meaning. Beacon Press.
• Deci, E. L., & Ryan, R. M. (2000). The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior. Psychological Inquiry.
• Gladwell, M. (2008). Outliers: The Story of Success. Little, Brown and Company.
• Seligman, M. E. P. (2002). Authentic Happiness. Free Press.
• Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review.