Complete Test on Metaphysical ASAP

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Thomas Francis University • Course G140 • Segment 2

THE PSYCHOLOGY OF HUMAN NATURE

—Douglas R. Kelley, PhD, CH, CSL

Updated: September 28, 2015

Upon Completion of this Segment, You Will Know:

 14 traits of human nature that every metaphysician should know.

 Maslow's hierarchy of needs.

 Working with human nature.

Work with human nature—don’t fight it. If you fight human nature, you’ll lose every time. —Doug Kelley

egardless of why you are taking this course or seeking a TFU degree, you must have a deep

understanding of human nature to be truly effective. This is especially true if you are going

to be a metaphysical minister, spiritual counselor, life coach, holistic healer, hypnotist,

anomalous researcher, or any other vocation that involves dealing with people in remedial ways.

Being an effective metaphysician is all about understanding and working with human nature as it is

part and parcel to existence. Furthermore, effective metaphysicians comprehend and respect the

human condition.

In the last segment, we explored some broader aspects of human nature. And while all TFU courses

are essentially about dealing with human nature and the human condition on various levels, this

segment will explore and summarize some of the more common and practical aspects of human na-

ture, and how you can use this knowledge to become a more effective metaphysician. Moreover, this

knowledge can be applied to just about any situation in life, whether personal or business.

Because there are so many different degrees in TFU degree program, I am going to boil it down,

so to speak, and approach human nature from a leadership point of view. As a result, there will be

references to aspects of various specific degrees some of which may not directly apply to your chosen

degree (if enrolled in the TFU degree program). However, the principles all remain the same. I will

use the common terms “leader” and “leadership” to apply to all metaphysical specializations be-

cause, as a metaphysician, you are in the business of leading whether it is leading yourself, the field,

clients, potential employees or volunteer staff, a paranormal research team, etc. These principles

also apply to personal relationships; counseling, coaching, and/or paranormal investigation clients;

and raising children as well. Incidentally, there have also been many leadership principles in previous

Segment 2: The Psychology of Human Nature

courses, and other principles will be considered in subsequent courses, especially for those who elect

to take the leadership courses later in the series.

14 TRAITS OF HUMAN NATURE THAT EVERY METAPHYSICIAN SHOULD KNOW

If you want to be a great leader, study human nature, and then work with it to the extent possible,

not against it. Working with human nature is so important and so diverse that varied aspects of it

overlap many different areas of leadership and life. This is why there is some repetition and mention

of points you studied in previous courses. I bring them into the discussion in this segment because not

only do they apply, but doing so will give you an excellent and concise overview of human nature in

one place.

Following are some relevant aspects or needs of human nature and how each one applies to your

role as a leader and metaphysician. While the following is not an exhaustive discussion of these traits,

it does show how to use them in various ways. Ponder these traits carefully to explore how they apply

to your specific metaphysical specialization, practice, and life. For example, if you happen to be a

manager, or if you are going to be a manager, ponder how these principles apply to managing others.

If you are focusing on counseling or coaching, ponder how these traits can be used in helping your

clients to solve their problems.

Incidentally, many of these traits can be expressed in either healthy or unhealthy ways; a few are

flat out unhealthy. Seek ways to maximize the healthy traits while minimizing the unhealthy ones.

1. The Need to Only Do What One Sees a Benefit in Doing [can be healthy or unhealthy].

As discussed in Course G50: The Nature of Metaphysics, “WIIFM” is an old acronym and means,

“What’s In It For Me?” Whether you consciously realize it or not, we all ask this question constantly.

As human beings, we do the things we do because, consciously or unconsciously, we see some kind of

pay-off or benefit. I call this trait the “First Law of Human Nature.” Even remaining in a difficult

situation or relationship indicates that some kind of perceived pay-off or benefit is involved (second-

ary gains), again, whether we consciously realize it or not.

This trait or Law can be expressed in a healthy manner by realizing that personal benefits can

come from generously (but not codependently) helping others. We also benefit individually and glob-

ally from doing good things for the environment. Conversely, this trait can be unhealthy if we insist

on only selfishly doing things that benefit us directly without regard to others or the environment.

This trait also applies to those who manage others in business, a metaphysical practice, or a par-

anormal investigation team. Leaders understand this human trait and work with it by providing and

highlighting the benefits of particular tasks to underlings as necessary. Even essential mundane and

monotonous tasks carry benefits that others may not appreciate. Continually ask yourself, “What is

the benefit in doing this?” And then make sure your people understand. When trying to “sell” an idea

to others (such as your team, if applicable), you must address the benefits involved or your idea

won’t be accepted. Think in terms of “WIIFT, What’s In It For Them?”

Segment 2: The Psychology of Human Nature

2. The Need for Meaning, Purpose, and Belonging [can be healthy or unhealthy].

This is a basic need that all human beings possess. Some variations exist within this trait as well:

The need to love and to be loved; the need to contribute in a meaningful way; the need for satisfying

work; the need to feel needed; the need to fit in; and the fear of being alone.

Managers and paranormal team leaders can help individual members to find meaning in what they

do by matching them up with duties in which they excel and with which they enjoy. Another way to

support this human need is to develop a team culture where everyone is appreciated and respected.

Counselors and coaches can assist their clients in discovering that which brings meaning to their

lives. This will solve many other problems which may be manifestations of a lack of meaning. In his

book, Man’s Search for Meaning, Viktor Frankl attributed addiction, depression, and aggression to a

lack of significant meaning in one’s life. People who have strong meaning in their lives are happier,

healthier, and don’t harm others.

This need for meaning is generally healthy; however, it can become unhealthy when our need for

meaning makes us codependently live for the acceptance of others. You can easily identify this un-

healthy expression in others. For example, does the person show an unusual eagerness to help others

without considering the cost to him or herself? Does the person show a pattern of doing anything and

everything for others, but then overreacts emotionally if the other person doesn’t seem to appreciate

it or shows indifference? This indicates an unhealthy seeking of another’s attention or acceptance

and is the product of them-esteem. If so, then help the person to enhance his or her self-esteem by

way of coaching and/or building him or her up with positive and truthful comments that recognize

their qualities.

Another product of them-esteem is what I call the “I’m Special Syndrome.” This is something that

counselors, coaches, and paranormal investigators especially need to keep in mind when interacting

with clients. Sometimes a person’s self-esteem can be so low that he or she unconsciously creates a

reason to get attention in an effort to feel accepted and “special.” We see a form of this in the

negative behavior of children whose parents don’t give them positive attention or positive reinforce-

ment. We also see it in teenagers who intentionally dress or behave in a rather shocking way that

makes them stand out from their peers.

A way in which the I’m Special Syndrome frequently occurs is in the paranormal field. Some people

experience paranormal phenomena originating, not from ghosts or aliens, but from an unhealthy psy-

chological need to feel special in some way. Some people can even unconsciously create psychokinetic

events that seem to substantiate haunting or abduction phenomena. They may see or think they see

things they cannot explain. The unconscious mind is a powerful agent and can create hallucinations

or otherwise trick the conscious mind into thinking it sees things that are not really there. Bear in

mind that I am not saying that all paranormal phenomena are the result of client psychology, but it

is frequent enough for paranormal researchers to keep in mind and to rule out before seeking a

paranormal explanation. This is why you, as a paranormal investigator, must understand human na-

ture to a reasonable degree and must be able to identify possible client psychological issues that may

play a role in the phenomena they experience.

Segment 2: The Psychology of Human Nature

3. The Need for Appreciation and Recognition [can be healthy or unhealthy].

This trait is used to underscore and strengthen the previous trait above. Everyone needs a pat on

the back, regularly, in a healthy way. I’m not referring to them-esteem here. Look for opportunities

to praise and recognize others’ efforts sincerely, but don’t overdo it. Avoid the K.I.P.’s (Kick In the

Pants). Every human being, regardless of their station in life, wants to feel unique, special, and

appreciated.

Think about the people you know and interact with in life. Do you know some who work hard and

seem to be solid as a rock? What about your mentors, bosses, parents, and others? When was the last

time you complemented them or told them that you appreciate their efforts? If it’s been awhile,

why not let them know how you feel? The 17th Century scientist and philosopher, Blaise Pascal, wrote,

“Kind words do not cost much. They never blister the tongue or lips. They make other people good-

natured. They also produce their own image on men's souls, and a beautiful image it is.”

Managers and team leaders, recognize your team member’s accomplishments in some way; even

small rewards can be greatly appreciated. For example, commend your individual team members for

their parts in successfully performing a task; remember them on their birthdays, touch base occa-

sionally to let them know why you’re glad they are members of your team. Build them up with honest

and sincere words. Make up unique awards especially for individual team members and give them a

certificate at your team meetings. Other ideas include time off, certificates of accomplishment,

thank you cards sent to the employee’s home (so the family can read it), gift certificates, Post-it

Note thank you’s, etc. The ideas are many; look for ways to recognize your people. But again, don’t

overdo it or your efforts will appear insincere in the eyes of your team.

One area of caution, however, is that not all people like to be recognized publicly. Be sure to

check with the individual. Obviously, some company functions involve annual awards, which is fine.

But check with the individual before recognizing him or her publicly within the team or department.

Also, make sure you include all team members for recognition in some way so you don’t inadvertently

put your star people in an awkward position with their co-workers that make them look like a

“teacher’s pet.”

The need for appreciation and recognition can become unhealthy in some cases for the same rea-

sons mentioned in the previous trait, specifically, to encourage them-esteem rather than self-esteem.

4. The Need to Understand and to be Understood [generally healthy].

People feel more in control when they have a general understanding of what’s going on and what

is expected of them. We all like to be “in the know,” so let people know when appropriate. Managers

and team leaders, this is where your company/team policies, job descriptions, and shared values

come into play. When you outline the standards by which your team operates, you allow your mem-

bers to know what is expected of them. This minimizes miscommunication between you and your

members, which, in turn, minimizes problems. This trait comes into play in delegation also. Make

sure you tell them why a task is important. People only do the things they see a benefit in doing (see

#1 above).

Being understood is equally important. In personal relationships, make sure you give those close

to you the opportunity to be understood. Seek out their input when appropriate. This should be an

automatic with spouses and partners.

Segment 2: The Psychology of Human Nature

Managers and team leaders, take time to get your members’ input on all matters that may affect

the team. For example, be sure to ask each member for his or her impression and input when setting

department/team goals or solving problems. Why not ask your members for input on the team’s

approach and shared values? Brainstorming with your team helps them to have a meaningful part in

the direction of the team. Lack of communication will kill any relationship. People have a need to

understand and be understood, and without good communication, their imaginations can—and often

do—run wild. As a leader, communicate regularly with your people; cultivate a team culture in which

members feel free to express themselves appropriately.

5. The Need for Challenge and Accomplishment [generally healthy].

As a species, human beings thrive on challenge and accomplishment. We have an inherent need to

grow beyond where we currently are and see positive results for so doing. This is undoubtedly why

you are studying for your doctoral degree. Continue to embrace challenge; for it is the way to ac-

complishment. When considering worthwhile endeavors, never say, “That’s too hard!” Instead, ask,

“How hard can it be?” Leaders make things happen where others may fail.

Managers and team leaders, at times it may seem like a particular team member has no desire to

grow and achieve, but it may simply be a matter of the person being uninspired. Work with your

people to find areas in which they want to grow. For example, does a certain member want to learn

a new (to them) aspect of the job? Does he or she want to take a course in the same or a related

field? Encourage him or her to do so. Being an effective leader means to coach, develop, and chal-

lenge your people in a variety of ways. Leaders replicate themselves. As a side note, if your objective

is to move up within your company or team, then you must train your replacement or you’ll remain

stuck. Some managers are afraid of teaching someone else to replace them. Leaders embrace it

because they know they’ll never be promoted if there is no one to replace them. Leaders replicate

themselves.

Counselors and coaches, this trait may apply with some clients. Help them to find something that

inspires them. Help them to see the positive benefits that result from living an inspired life.

6. The Need for Control [can be healthy or unhealthy].

My definition of “empowerment” is to “give appropriate control.” People always feel better and

more empowered when they have control. Work with this powerful human trait by sharing as much

control as possible with others in a reasonable way. Help your people to satisfy this need by including

them in as many decisions as you can. This is Shared Leadership.

Managers and team leaders, don’t give into any unhealthy need for control by being a micro-

manager or control freak. If true, your own unhealthy need for control is taking appropriate control

away from your people. They will not trust you nor look to you as a leader as a result. Train them to

do the job right and to think for themselves. Only by giving appropriate control back to your members

will you maintain proper control. Over-controlling managers create dependent employees. If you want

to empower your team, give them appropriate control, that is, as much control as is reasonably

possible. Use your own good judgment in deciding how much control to give.

Defer to others’ judgment when reasonable and appropriate provided it doesn’t conflict with com-

pany/team policy. Avoid the need to be right (discussed in #11 below) when you are clearly wrong.

Don’t think that being wrong on a matter or making a mistake somehow makes you a poor leader.

Segment 2: The Psychology of Human Nature

Good leadership means admitting when you are wrong and making necessary corrections. People

respect those who take responsibility for their mistakes, seek to make amends, and work to prevent

a negative repeat performance in the future.

Coaches and counselors, you will find that client control issues often play a role in their problems,

some more than others. You will need to identify when your clients are essentially creating their own

problems by being over-controlling and help them to decide on an alternate path that doesn’t involve

unhealthy control or attempted control of others. In fact, any time we try to control others, it is

really only attempted control. Oh, we may get away with it for a while, but eventually we will fail.

In the long run, it is impossible to control other people contrary to their wishes or nature. The human

spirit thrives on free will and it will not be eternally denied.

7. The Propensity to Resist Change [generally unhealthy].

Every day, we humans function according to our previously established beliefs, comfort zones, and

habits. When we are comfortable, we feel in control. When we feel in control, we don’t want to lose

that control. Therefore, we resist anything that may even hint at taking away our control whether

the threat is real or imagined. People basically resist change because they fear losing control. Know-

ing this, leaders strive to give away as much control as reasonable and appropriate (see #6 above).

Involvement and communication will help you overcome others’ resistance to change because people

are likely to accept change more if they have a part in it, or if they are informed about it before

hand—even when the change is beyond their control.

Resistance to Change is generally unhealthy because life is all about change—whether one wants

to accept it or not. “Entropy” is the universal phenomena in which all things revert back to a state

of inert matter, in other words, things go back to the dust. Put another way, entropy involves the

tendency for things to gravitate from a state of order to a state of disorder. This means that we are

all changing and, therefore, have a choice: If we are not growing, we are dying. Learn to embrace

change for it will happen with or without your approval. If you embrace it, you are in a much better

position to control it in a positive way.

8. The Need to Believe (People want to believe) [can be healthy or unhealthy].

We all need to believe in something, and we all believe in many things. One’s beliefs can be either

enabling or disabling. We all must believe that what we do is worthy of our efforts (see #1 and #2

above), or we can become discouraged and depressed. Enabling beliefs are positive and result in

positive actions, feelings, and benefits for oneself and the world.

On the other hand, disabling beliefs are negative and unhealthy. They lead to many unhealthy

behaviors including denigration of oneself and others. This, in turn, can lead to poor relationships,

poor judgment and decision-making, crime, and wars, among other things. For example, consider the

impact that religious belief has had on our world. Unfortunately, it has killed more people than it has

helped.

The subject of Belief will be explored in greater detail in a subsequent segment in this course.

Segment 2: The Psychology of Human Nature

9. The Need for Hope [can be healthy or unhealthy].

Another powerful need in humans that cannot be underemphasized is the need for hope. We’ve

all known people who have felt hopeless—perhaps we have even felt that way at times. This trait of

human nature is so powerful that when hope is lost, all is lost. Interestingly, losing hope is usually

more a matter of belief than reality. If we believe we have lost hope, then we have. If we want to

regain hope, then we must change our beliefs.

Hope is the primary reason why so many people turn to religion. In times of trouble, people want

to believe that there is still hope, so they rely on a mysterious supernatural power to step in when

they feel powerless. Even when they feel hopeless, they can always hope in a higher power; thus,

hope is preserved when all seems lost, even if it is an illusion.

It is imperative that you, as a metaphysician, bolster and reinforce people’s hope in healthy ways

whenever appropriate. Counselors and coaches must remember this as they assist their clients. Those

pursuing a ministry must also remember that people need hope. However, in the spirit of do no harm,

be careful not to promote false hope or encourage codependent hope in any person or entity outside

of themselves.

Managers, in times of economic uncertainty, strive to give hope of positive change to the extent

you honestly can. Reaffirm this hope often to allay employee fears. Give your staff hope that their

efforts will lead to benefits for them.

10. The Tendency to Take the Path of Least Resistance (Instant Gratification) [can be healthy or

unhealthy].

We humans are always looking for the easy way, especially in our modern,

fast-paced society. This trait of human nature is the foundation of marketing,

case in point, the “Easy Button” used in Staples office supply commercials.

Sometimes the path of least resistance makes sense, such as in working smart

rather than working hard. This degree program was created with this trait in

mind. People want to get a metaphysical degree, but they don’t want to spend

a long time doing it. Therefore, this program endeavors to strike a balance

between too much information and not enough thus allowing completion in a shorter time frame.

Another aspect of this trait that bears mention is wanting “too much too fast.” This can actually

be either healthy or unhealthy. From a healthy perspective, wanting “too much too fast” can drive

us to accomplish more things in life in less time. This can add both to our experience and the meaning

we get from life. People with this trait are doers and action-oriented. But this can also be a two-

edged sword because it can lead to problems if not managed properly. This trait has been both a

blessing and a curse in my life.

On the unhealthy side of things, this trait of wanting too much too fast has also led to high credit

card debt because people “want it now.” We can also take shortcuts that can result in more problems

because tasks may be done improperly or haphazardly, or may lead to future problems. One of the

things we learn (or should learn) at a young age is that some things require time and cannot be

hurried.

Managers and team leaders, understand this trait of human nature and coach your people to do

the job right, whether that means taking the easy way or not. Look at your methods and protocols.

Segment 2: The Psychology of Human Nature

Are these protocols streamlined? If not, the tendency will be for team members to circumvent or go

around these procedures. Work with human nature and don’t make your job or theirs harder than it

has to be.

11. The Need to Be Right [generally unhealthy].

We often observe this trait whenever two people are arguing over some issue. Sometimes, we have

even argued with someone and then forgotten what we started arguing about in the first place!

Whenever you are involved in a confrontation, or when you are disciplining or coaching a team mem-

ber or child with difficult behavior, don’t focus on who is “right.” Focus on resolution. Always allow

others to be right whenever you can (and whenever they are). This is an especially effective technique

when replying to another person’s seemingly logical argument. For example, suppose you ask a team

member to do something and they reply, “That’s your job!” You could reply, “You are absolutely

right; it is my job. But it is also my job to develop, train, and delegate. That’s why I’m asking you

to…” Let others have the satisfaction of being “right” whenever you can, and whenever they are, in

fact, right. Freely acknowledge it. And when you’re wrong, also freely acknowledge it, but also set

an example in making necessary changes as well.

12. The Need to Blame [generally unhealthy].

This trait comes into play when people do not have enough self-esteem to take responsibility for

their own actions and mistakes. It is directly related to denial. You have undoubtedly experienced

other people trying to blame other things or other people for their own lack. You as a leader must

hold your employees or team members to accountability for their actions in a proactive, calm, and

kindly fashion.

This trait also occurs frequently in confrontations. As stated in the previous trait above, when

confronting someone over a performance or behavioral issue, don’t focus on who is to blame. Focus

on resolution. Watch your voice tone and word choice so that you don’t come off as blaming them.

Seek to help the person understand what’s expected in a calm and healthy manner (assuming you

have the right and authority to do this). Seek to resolve the issue.

Coaches and counselors, be watchful for this negative trait in your clients. They may blame others

for something in their own life. For example, perhaps they made a poor decision with the best of

intentions. Well-intentioned or not, they must bear responsibility for their decision and learn the

lessons it contains so as to avoid a similar decision in the future.

13. The Need for Secrets/Exclusivity [generally unhealthy].

This trait is responsible for the widespread tendency to gossip, not to mention the many secret

societies in existence. Juicy bits of negative information about others occur in just about every human

organization. People just can’t resist learning secrets and being part of that “special group” who are

the only ones that know. Set the example here by tolerating no gossip and no secrets. I don’t mean

that you should divulge private or sensitive information. I mean that generally speaking, everyone

should be aware of necessary information as appropriate, for example, to perform his or her role in

the team. Again, good communication is the key. You will encourage openness by being open yourself,

and not being a “private person.” People who keep strictly to themselves are often afraid of what

others may think if the “real them” were exposed.

Segment 2: The Psychology of Human Nature

Another facet of this trait is the tendency toward exclusivity, which is the basis for racism, intol-

erance, and cliques. Address and regard every person equally, because if you don’t, problems will

arise.

Coaches and counselors, this trait is part and parcel to why dysfunctional families keep the “Family

Secret.” Only when a person can be honest with him or herself can they take responsibility and stop

hiding. In a different scenario, you may have a client who did something in his or her past and now

wants to “come clean.” This may be necessary, but it also may not be necessary. In some situations,

telling others of a past indiscretion will do no positive good other than to salve the guilt of the person

who committed the indiscretion. There are other ways of dealing with guilt (as discussed in Course

G70: Metaphysical and Spiritual Self-Mastery). In these situations, clients often want to confess in

order to seek forgiveness. However, the forgiveness they seek is their own; they only think it is the

forgiveness of someone else. If the indiscretion did not cause any physical harm to anyone else and

confessing it will only lead to negative results, then it may be wiser for the client to handle the guilt

in a healthy way by seeking his or her own forgiveness and moving on. Otherwise, they may not get

the forgiveness they seek from another person(s) which will only lead to deeper feelings of guilt in

themselves. The principle of do no harm also applies to oneself. Of course, good judgment is always

in order.

14. The Tendency to Procrastinate [generally unhealthy].

This trait is certainly nothing new; we all tend to put off those things we don’t want to do, or see

little benefit in doing (see #1 above), but we always have time for the things we’re truly interested

in doing. Procrastination usually results in undesirable outcomes. Part of taking personal responsibil-

ity means not procrastinating; especially in important matters.

Managers can help team members avoid procrastination by following up regularly on delegated

tasks as appropriate. Appropriate coaching can also help employees or team members to learn the

lesson of not putting off important duties.

There is a measure of caution in need of discussion here, and it relates to dealing with negative

situations and behavior. It can be easy to procrastinate when you need to deal with a difficult person.

This is especially true when dealing with a difficult employee or team member. Passive managers will

often put off necessary discipline because they are afraid of rocking the boat, or harming the rela-

tionship. However, as a leader, you should always handle problems or challenging people promptly,

which can mean immediately or it can mean a bit later after tempers have cooled (if applicable). A

life-lesson discussed in Course G130: Life Management Skills –Problems, Goals, and Time on problem-

solving is my Now or Later Rule. It states: If you have a problem, you have a choice. You can take

care of the problem now, or you can suffer longer and still take care of it later. But either way, you

will take care of problem eventually (or die from the pain).

Problems don’t go away all by themselves, and if left alone, they get worse, not better. As a

leader, don’t procrastinate. Deal with problems promptly.

MASLOW'S HIERARCHY OF NEEDS

The foregoing traits of human nature can be boiled down into one general and overwhelming quest:

To be in the U.S.A. Everyone wants to be in the U.S.A.; you do, your friends do, your family does,

your employees do. Everyone wants to feel Unique, Special, and Appreciated (U.S.A.). When you

Segment 2: The Psychology of Human Nature

really look closely, the human condition is all

about the quest to feel valuable and worthy

(self-esteem), to find meaning, and to achieve

self-actualization which means “the achieve-

ment of one's full potential through creativity,

independence, spontaneity, and a grasp of the

real world.”1

The drive toward self-actualization is em-

bodied by Maslow's Hierarchy of Needs, devel-

oped by Abraham Maslow in his 1943 paper, A

Theory of Human Motivation. Since many peo-

ple in developed nations have their basic phys-

iological needs met, they are more concerned

with growth-oriented requirements as illus-

trated in the related chart. Helping others

within your sphere of influence to both grow as

people and feel Unique, Special, and Appreci-

ated is a big part of being an effective metaphysician, especially if your focus is in helping others in

some way.

Maslow's Hierarchy of Needs is often depicted as a pyramid consisting of eight levels: the four

lower levels are grouped together as being associated with physiological needs, while the middle and

top levels are associated with psychological growth needs. Deficiency needs must be met first. Once

these are met, seeking to satisfy growth needs drives personal growth. The higher needs in this hier-

archy only come into focus when the lower needs in the pyramid are satisfied.

Once an individual has moved upwards to the next level, needs in the lower level will no longer

be prioritized. If a lower set of needs is no longer being met, the individual will temporarily re-

prioritize those needs by focusing attention on the unfulfilled needs, but will not permanently regress

to the lower level. For instance, a businessman at the Esteem level who is diagnosed with cancer will

spend a great deal of time concentrating on his health (Physiological needs), but will continue to

value his work performance (Esteem needs) and will likely return to work during periods of remission.

The first four layers of the pyramid are what Maslow called "deficiency needs" or "D-needs": the

individual does not feel anything if they are met, but feels anxious if they are not met. The deficiency

needs are: Physiological, Safety/Security, Love/Belonging, and Esteem needs.2

WORKING WITH HUMAN NATURE

There are, of course, other aspects of human nature such as the need for food, clothing, shelter,

and sex, among others. Human nature is varied and complex, and nobody understands it completely.

One thing is certain, however; as stated at the outset of this segment, if we fight human nature, we

lose every time. This has been proven again and again throughout history.

1 Dictionary.com Unabridged (v 1.1). 2 This information is based on an article from Wikipedia.org, “Maslow's Hierarchy of Needs.”

Segment 2: The Psychology of Human Nature

For example, rather than a beautiful aspect of human nature, religion in general has long demon-

ized sex and made it out to be something shameful, even wicked. How has this stance worked out for

religion? Has it changed how often people have sex, or the methods used therein? Has it eliminated

young people from engaging in sex at an early age? Has it eliminated what religion calls “adultery?”

Has it eliminated the pregnancy rate among teens? Has it eliminated pornography? Indeed, has it

changed anything at all? If anything, people have rebelled and brought sex more out in the open.

Moreover, it can be argued that religion’s repressing of human nature regarding sex has led to more

cases of pedophilia by priests because they have no alternative outlet other than children who they

can control and who are not as apt to tell anyone.

The crucial point here is that you cannot fight human nature; it will not be denied. If you do, you

absolutely will lose every time. The biggest mistake anyone can make is to think they can fight human

nature.

Does this mean that since we cannot fight it, we cannot control it? No. We can control our own

nature and this is where personal responsibility comes in. We have a moral obligation to control

ourselves and to do no harm.

Regardless of the degree area you have chosen, become a student of human nature. This is espe-

cially important for counselors and coaches. Observe people and how they behave in various situa-

tions. Try to understand the underlying motivations for their behavior according to the information

in this segment and in all the courses. It is one thing to read about human nature, but quite another

to apply that knowledge in the real world. With practice, you will soon be able to see human behavior

with greater understanding.