Freud On ICE:

 Crystals From Down Under

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Sigmund Freud's approach to treating crystal meth addiction would likely be different from Jung's in a number of ways. Freud believed that addiction is a symptom of repressed childhood trauma or sexual conflict. He would likely use psychoanalysis to help the person to uncover and address these issues.

Freud also believed that addiction is a way of coping with anxiety.

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Freud would probably use dream analysis, free association, and other psychoanalytic techniques to uncover any repressed childhood trauma or sexual conflict.

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It is important to note that Freudian therapy is not without its critics. Some people believe that it is too focused on the past and that it does not offer enough practical help for people who are struggling with addiction. 

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Unveiling the Shadow:

 Jung's Approach to Crystal Meth Addiction

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Carl Jung's approach to treating crystal meth addiction would probably focus on helping the person to understand and integrate the unconscious forces that are driving their addiction. Jung believed that addiction is a symptom of a deeper psychological problem and that in order to truly recover, the person must address the underlying issues.

The shadow is a key concept of Jungian psychology. The shadow is the part of the unconscious that contains all of the negative and unacceptable aspects of our personality. The shadow is an important part of the psyche which must be integrated into the conscious personality in order to be whole and healthy.

In the case of crystal meth addiction, Jung would likely focus on helping the person to identify and understand their shadow. I believe he would then help them to learn to accept and integrate the shadow into their conscious personality.

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Jung believed that archetypes are universal symbols and patterns that are embedded in the collective unconscious and that they play an important role in our lives and are useful to help us understand our deepest motivations and desires.

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Jung would possibly look for archetypes that are relevant to someone's addiction. The archetype of the trickster is often associated with addiction and other forms of self-destructive behavior. Jung would strive to find the archetype that is driving someone's addiction to get a deeper understanding of their own motivations.

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A Jungian strategy might contain the following key components:

1. Understand your shadow
1. dream analysis
2. journaling
2. Get to know your shadow - do not shadow shame.
3. Get to know the archetypes relevant to your addiction

JUNG

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Jung was a loyal supporter of Freud early in his career. Freud considered Jung to be his heir apparent, but their friendship and cooperation ended after several years due to theoretical disagreements. Jung was hesitant to embrace the Freudian concept of sexuality and libido and he was critical of Freud's views of human sexuality. Jung developed his own original theory of personality, which attracted a large following. (Shiraev 2016)

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• Jung believed that dreams contain experiences beyond conscious awareness. They should be understood as a multistory house in which the basement is the most fundamental and ancient features

• Jung and Freud disagreed on the theory of dreams. Jung believed that dreams are like mythological stories and images that draw on the experiences of our ancestors. Jung believed that fantasy and our dreams serve as a connector between the experiences of our ancestors and our own experiences.

• Jung was fascinated with mysticism, spirituality, and alchemy, and is seen in his theory of dreams and symbols

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Jung believed that the unconscious mind contains mental relics from earlier generations and that these relics appear in dreams and symbols.

Jung believed that symbols were the unconscious aspects of someone's perception of reality.

Jung argued that memory exists below the threshold of consciousness and manifests on the symbolic level. Jung believed that symbols that spontaneously in dreams provide insights into the individual's unconscious mind.

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  references

Shiraev, E. (2016). Personality Theories. SAGE Publications, Inc. (US). https://bookshelf.vitalsource.com/books/9781506300795

The Workplace Needs Introverts

 How to Create an Environment Where Everyone Can Thrive

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Short Personality Test

1. assertive
2. talkative
3. bold
4. not reserved
5. energetic

Next to each word rate on a scale of 1 to five of how much that it applies to you. 1 being not at all and 5 being very much so.
Now add up your score and what is your total?

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 According to Gino (2015), if you score 10 points, you will likely have an introverted personality.

• Introverts comprise from 1/3 to 1/2 of the population (Gino 2015).
• Most workplaces are set up exclusively with extroverts in mind.

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Extroverts are often characterized by (Gino 2015):

• Gravitate towards groups and constant action
• tend to think out loud
• they are energized and recharged by external stimuli such as personal interactions, social gatherings, and shared ideas
• being around other people gives them energy.
• Team leaders who are extroverts can be highly effective leaders when the members of their team are dutiful followers looking for guidance from above
• Extroverts bring the vision, assertiveness, energy, and networks necessary to give them direction.
• Extroverted leaders are likely to feel threatened when  the team members are proactive and take the initiative to introduce changes, champion new visions, and promote better strategies
• Extroverted leadership may drive higher performance when employees are passive 
• Extroverted leadership may drive lower performance when employees are proactive

Introverts are often characterized by (Gino 2015):

• Usually dislike noise, interruptions, and group settings
• they tend to prefer quiet solitude, time to think before speaking or acting, and building relationships and trust one-on-one
• they recharge with reflection and deep dives into their inner landscape to research ideas and focus intensely at work.
• Introverted leaders are better when the team members are proactive and take the initiative to introduce changes, champion the new vision, and promote better strategies.

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Dominance complementarity

• Groups tend to be more cohesive and effective when they have a balance of dominant and submissive members (Gino 2015).
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Adam Grant of Wharton and Dave Hofman of the University of North Carolina at Chapel Hill studied a US pizza delivery chain.

• They compared the profitability of 57 stores
• assessed each store leader's levels of extraversion
• how assertive, talkative, bold, and energetic he or she was
• Then for the following 7 weeks, they tracked each store's profits

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Their Results

• Extroverted leadership was linked to significantly higher profits than those led by introverts
• 16 percent higher
• Extroverted leadership was linked to lower profits when the employees were more proactive.
• 14 percent lower

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Discussion of  Results

• Introverts can use their strengths to bring out the best in others.
• Introverts' strengths are often locked up because of how work is structured.
• In a work culture, the typical meeting is loud and talkative, the workplace is open, and the desks are practically touching. Where there are high levels of confidence, charisma, and sociability - Introverts often have to adjust who they are just to pass or fit in. Still, they do so at a price to themselves and the company.

According to Gino (2015), here is how to get the best out of introverts through such meetings:

1. At Amazon, every meeting starts in total silence.
2. Before anyone can say anything, everyone must quietly read a six-page memo about the meeting's agenda for 20 to 30 minutes
3. After reading the memos, the group can focus on reaching shared understandings, dig into data and insights, and have a meaningful debate.
4. This reading time gives the introverts time to process and formulate their thoughts and for some to build up the courage to share with the rest of the team.
5. It often encourages extroverts to listen and reflect and open up to the perspectives of their more silent peers.

According to Gino (2015), the" real magic" is in the writing of the memos:

1. The six-page memos are referred to as narratives, and they tell a story. They have a conflict to resolve and should conclude with solutions, innovation, and happy customers, and this structure provides the meeting with structure.
2. The writing forces the memo authors to reason through what they want to present, ponder tough questions, and formulate clear, if not persuasive, arguments.
3. Some companies are even banning PowerPoint.
4. These memos level the playing field for introverts in an extroverted office meeting session.

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 References

Gino, F. (2015). Introverts, Extroverts, and the Complexities of Team Dynamics. Harvard Business Review Digital Articles, 2–5.