LIFO (Life Orientation): It is one of the two most widely used and earliest developed behavioral behavior systems in the United States. It was Allan Katcher, who was engaged in psychology and business management research in the late 1960s. ) Dr. and Stuart Atkins proposed.

They are committed to exploring the management system to leverage the enthusiasm and creative potential of corporate employees. Given that the performance evaluation methods at that time had defects that the evaluators were prone to subjective judgment and easily resisted by the evaluators, they developed this set of tools for exploring themselves and understanding others.

The core of its basic theory is to determine one's own type by identifying individual strengths and orientations, understand strengths and use them constructively to improve efficiency, so it is also called "Strength Management Strategy". The system divides people's style preferences into four types: excellence, behavioral, rational and harmonious according to individual's basic behavioral preferences, goals, attitudes and feelings in various situations. It believes that each style has value and excellence The disadvantages are to allow people of different styles to play their strengths.

LIFO originated in 1967 and initially emerged as a constructive aid for organizational development, team building and experience training.

In 1968, Stewart Atkins and Allen Kecher conducted a life orientation survey in the "Factors of Man in Management" course at the University of California, Los Angeles. The clients came from enterprises, governments, civil groups and other aspects.

In 1976, Kecher began to practice LIFO on an international scale; Stewart Atkins directed the LIFO project in the United States, emphasizing the use of development strategies for organizational development, personal motivation, communication and team building.

In October 2001, BCon LIFO(r)@International, Inc. was officially established and became the only LIFO method training institution in the world.

The LIFO system is inspired by three aspects of ideas:

Humanism: Eric Fromm proposed in "Living For Yourself" that "our shortcomings are often just over-expression of our strengths", which prompted the LIFO system to form a key point of view: personal career success depends on whether it can be Managing one's own strengths is like a business manager using resources to achieve results. Excessive use of individual strengths may become shortcomings in the eyes of others.

Peter Durak's management thoughts: In "Management Practice", Durak believes that management is not only a skill, but also an attitude. Managers should select goals and keep moving forward, and adjust their direction when the predetermined results are not achieved. This management attitude can be applied to all aspects of work and life, and LIFO is based on this realistic method.

Carl Rogers' Psychological Theory: Rogers found that understanding and accepting others can inspire others' desire to change and develop more than simply changing others. Regular social science training makes people accustomed to evaluating others with fixed theories, which can easily arouse the other party's self-defense disgust.

2.1.1. Excellent

2.1.2. Behavioral

2.1.3. Rational

2.1.4. Harmonious

The basic procedures for using the LIFO system are as follows:

Use the self-assessment tool (LIFO questionnaire) to identify your own style strengths.

Learn and understand style through basic courses.

Individuals can choose to participate in various training courses; in terms of organization, they can diagnose existing human resources, and then conduct team and organizational analysis, conduct consultation, guidance and planning corporate development.

Step 1: Understand yourself, including how you like to do things and how you interact with others to do things.

Step 2: Change your judgment, acknowledge that individuals have blind spots in thinking and behavior, and have a correct understanding of each situation.

Step 3: Adopt appropriate behaviors, give full play to personal behavioral strengths, and avoid excessive behaviors.

Step 4: Get and give appropriate feedback, open an interpersonal communication network, and maintain an individual's effective behavior.

> Arc curve refers to excessive use of strengths and results in performance decline without the guidance of the LIFO system; arrow curve refers to learning through the LIFO system to know how to control strengths and performance significantly improve. Points 1 - 5 in the arrow curve are several strategies for using the LIFO system process, namely: good use, combination, expansion, bridging, and excessive control.

Help for individuals: Everyone has four styles, but the application preferences are different, and there is no distinction between good and bad style. Disadvantages are often excessive use of strengths. If you manage strengths properly, you can eliminate shortcomings without changing your personality.

The role of corporate management: For corporate managers, people of every style are valuable. After understanding their own and others' styles, they can make good use of their strengths and complement each other, so as to create a better collective and achieve better results. The LIFO system uses descriptive and non-critical language to understand human behavior and values, and does not classify or label people. The essence is to let people understand their own and others' style strengths through questionnaires, improve their strength application effects through training courses, develop and manage existing strengths, rather than change individuals, and advocate effective use of appropriate styles according to the situation.

[Case background: 30-year-old Kobayashi is a backbone elite in a private enterprise with solid work and rich experience. She was promoted to deputy manager of the department in less than 3 years. However, after the company's organization was adjusted, the department was merged and the new manager took office. Kobayashi and the new manager did not cooperate smoothly, they could not let go of their work, and they were often depressed and lost their temper for no reason. Colleagues began to avoid her, and some even thought she was suffering from depression.

Using LIFO system to analyze the cause: Kobayashi's behavioral style tends to be outstanding. People with excellent styles value being respected by people who deserve respect, pursue perfection, have high requirements for themselves and others, and attach great importance to team spirit. However, when the advantages are too exerted, they will over-criticize themselves and others, be too idealistic, trust others, etc. Before the organizational adjustment, Kobayashi performed perfectly and was promoted with her work performance. After the organizational adjustment, Kobayashi did not actively communicate with senior management to compete for positions due to her own style, nor did she express her thoughts at the department merger meeting. She cares very much about the respect and attention of others. The new environment makes her feel unsafe, causing her to passively not express herself. When things develop less than expected, she will complain, blame herself, be frustrated, and then doubt her abilities.

Kobayashi's LIFO adjustment strategy: