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"Dealing With People Who Drive You Crazy!"®

B O T T O M    L I N E    B E N E F I T S
Immediate and long-lasting!

 * Wisdom lessons that emerge from identifying personal strengths and vulnerabilities.
 * Reduction of the potential for conflict or power struggles (preventive maintenance vs. crisis management).
 * The intriguing connection --  conflict, personal responsibility and emotional intelligence.
* Connecting your team's personality style with your organization's vision and/or mission statement.
 * Enhancing individual and team identity
 * Exploring the murky waters under the beautiful swan (your organization)
 * How to fight against jadedness and complacency on your job and in your relationships
 * Hot & Cold anger and your leadership / followership style
 * A unique approach to the Johari Window -- trust, communication, respect and emotional safety
 * Ten Cognitive distortions that effect emotions...which ultimately effect behavior
* Three areas of potential conflict that occur in every group, with positive solutions
 * Ten filters that stand between most communication and feedback
 * Better listening and leadership skills
* Greater sensitivity to work force diversity
* Tools for influencing an emotionally safe climate
* Working with change; not against it
* Approaching different people and situations with wisdom
* Implementation of change in a win/win situation
* Enhancing self-motivated work teams
* What works and what doesn't work in terms of motivation
 * Dealing more effectively with difficult behavior
 * Identifying personal and organizational blind spots
 * Higher morale, greater productivity and increased creativity
* Educational, inspirational and practical...and waaaay too much fun!

PROBLEMS - How you approach problems and challenges 
PEOPLE - How you interact and attempt to influence people 
PACE - How you respond to change and activities 
PROCEDURE - How you respond to rules set by others 


© Copyright, 2006 The Freeman Institute. All rights reserved. Nothing on this page may be used without explicit written permission.
Note: Reproduction of any kind, including cutting and pasting, is strictly prohibited. 



Different groups have different needs. The "Dealing With People Who Drive You Crazy!" seminar experience is meant to be an interactive experience in a fun, non-threatening atmosphere.  The following is an option available to interested groups:

During the afternoon, participants can experientially understand more about leadership/teamwork by playing the KnowMe™ game with any number of groups of six -- with a debrief exercise after everyone is finished. This highly-interactive game is based on the Disclosure/Feedback model of awareness known as the Johari Window (click to view more about the game), named after Joseph Luft and Harry Ingham. This award-winning game has been used in over 20 countries by a wide range of organizations and is specifically designed for establishing trust and building relationships in the workplace.

Teamwork/Leadership Game -- This game enables players who work closely together to address factors influencing their effectiveness as a team. SAMPLE CARDS:


Tell the group what aspects of your
contribution to the team you struggle with most.
 Light-hearted: Ask the group members what they think you have taught or can teach them.
 Serious: Tell the group how you feel about the
way decisions are made in this team.
 Serious: Ask the group members what they think
would happen if you left the team.
 In-depth: Tell the group how you feel about the
way the team is being measured to determine its degree of success and failure.

 In-depth: Ask the group members how well they
think you satisfy your immediate customers (inside and outside the team).


This game is the basic building block of the Know Me™ suite of board games. The Master Game enables players to encounter one another as individuals and to understand other players in terms of their personal values, views and experiences, rather than their status, race, gender, or position in the organization. SAMPLE CARDS:


Tell the group about a time you felt really proud of yourself.
 Light-hearted: Ask the group members what they liked about you when they first met you.
 Serious: Tell the group what would enable you
one day to look back and feel satisfied about your life.
 Serious: Ask the group members how they think
you handle criticism.
 In-depth: Tell the group what the major issues are
that you have to face in the next two months, and how you feel about them.

 In-depth: Ask the group members to discuss what
they think you would do if you had only 1 month to live.



Workshops    Retreats   Seminars   Conferences   Conventions
N o   B u l l.    N o   H y p e.

 View Streaming Video Clip of Dr. Freeman
It's kinda scary...but you've been warned!

I M P O R T A N T     C O N C E P T S

One of the main objectives of this program is to help each participant identify the  arenas he or she has responsibility for or control over in the day-to-day issues. 

We spend 75% of the time understanding each individual internal world with strengths and vulnerabilities. 25% of the time is then spent understanding the way each participant interacts with co-workers and clients.

The morning session generally covers the informational/educational aspects of the day, while the afternoon is more experiential and interactive. At the end of the day we debrief...tying up all the loose ends. In many seminars the participants go through the engaging process of developing a list of 10-12 Operating Principles during the afternoon, which includes a number of "we will..." and "we will not..." statements that directly impact the personal/group success and the reputation/integrity of the organization.  This is a list that everyone signs at the end of the day. The group then decides how to provide accountability for the implementation of each statement. A powerful part of the day-long experience!!!

Dr. Freeman likes to telephonically interview 3-4 of the participants in advance, utilizing their "anonymous" remarks as a way to customize the entire seminar experience.


P R O G R A M    O V E R V I E W

75% of the focus of this seminar will be on the internal world of the participant. 
25% of the focus will be on how participants interacts with others.

Generic full day version with appropriate breaks

 * Participants share the best part(s) and most challenging aspect(s) of their jobs (if smaller group).
 * Presenter introduces himself and the purpose of the program.
 * Humorous concepts illustrating the reality that people are different; predictably  different.
 * Explore the five contributing factors to personal behavioral styles:
    i. Heredity
   ii. Childhood role models
  iii. Birth order
   iv. Physical characteristics
    v. Experiences
 * Emotional pain -- the great modifier of human behavior.
 * The differences between power and influence.
 * Johari Window -- How trust and mutual respect are built up or broken down in an organization.
 * Ten elements to most effective teams.
 * How personal Blind Spots and Mask effect leadership/ followership styles and teamwork.
 * Peeling the layers of the onion skin to get to the core issues:
    i. Gender issues
   ii. Cultural diversity
  iii. Generational influences
   iv. Professional status
    v. Personality style
 * Administer profile material
 * Overview of the universe of the four dominant personality styles and how each style:
    i. Responds to or reacts to emotional pain
   ii. Seeks to control his or her environment
  iii. Leads and follows
   iv. Makes decisions
    v. Communicates
   vi. Deals with change
  vii. Processes information
 * Three main areas where conflict generally erupts, combined with concepts for preventive maintenance
    -- plus skills for managing oppositional behavior after it has escalated.
 * In-depth study of each personality
    i. Major fears
   ii. Natural and adaptive styles when confronted by stress or change

  iii. Dynamic drives
   iv. Needs-motivated behavior and communication language

    v. Tools for working effectively with each style
   vi. How personal dominant and sub-dominant styles can compliment vs. cause internal stress

  vii. Drawing the best out of others at work and at home -- lifestyle change
 * Learning to "read" one's graph.
 * Now what do we do with the information?
 * Time for feedback, personal responses to the accuracy of the information, and specific questions.
 * Help to develop action and accountability plans.
 * Allowance for one-on-one time with instructor.


100% Satisfaction Guaranteed. Period.

Title: Argument Sketch (Dealing With Craziness 101)
From: Monty Python's Flying Circus

A man walks into an office.
Man: Good morning, I'd like to have an argument, please.
Receptionist: Certainly, sir. Have you been here before?
Man: No, this is my first time.
Receptionist: I see, well we'll see who's free at the moment.
Mr. Bakely's free, but he's a little bit conciliatory. No.
Try Mr. Barnhart, room 12.
Man: Thank you.
He enters room 12.
Man: Well, Well, I was told outside that...
Man: What?
M: Yes, but I came here for an argument!!
A: OH! Oh! I'm sorry! This is abuse!
M: Oh! Oh I see!
A: Aha! No, you want room 12A, next door.
M: Oh...Sorry...
A: Not at all!
A: (under his breath) stupid git.
The man goes into room 12A. Another man is sitting behind a desk.
Man: Is this the right room for an argument?
Other Man:-(pause) I've told you once.
Man: No you haven't!
Other Man: Yes I have.
M: When?
O: Just now.
M: No you didn't!
O: Yes I did!
M: You didn't!
O: I did!
M: You didn't!
O: I'm telling you, I did!
M: You didn't!
O: Oh I'm sorry, is this a five minute argument, or the full half hour?
M: Ah! (taking out his wallet and paying) Just the five minutes.
O: Just the five minutes. Thank you.
O: Anyway, I did.
M: You most certainly did not!
O: Now let's get one thing perfectly clear: I most definitely told you!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: No you DIDN'T!
O: Oh yes I did!
M: No you DIDN'T!
O: Oh yes I did!
M: No you DIDN'T!
O: Oh yes I did!
M: Oh look, this isn't an argument!
O: Yes it is!
M: No it isn't!
M: It's just contradiction!
O: No it isn't!
M: It IS!
O: It is NOT!
M: You just contradicted me!
O: No I didn't!
M: You DID!
O: No no no!
M: You did just then!
O: Nonsense!
M: (exasperated) Oh, this is futile!!
O: No it isn't!
M: Yes it is!
M: I came here for a good argument!
O: AH, no you didn't, you came here for an argument!
M: An argument isn't just contradiction.
O: Well! it CAN be!
M: No it can't!
M: An argument is a connected series of statement intended to establish a proposition.
O: No it isn't!
M: Yes it is! 'tisn't just contradiction.
O: Look, if I *argue* with you, I must take up a contrary position!
M: Yes but it isn't just saying "no it isn't".
O: Yes it is!
M: No it isn't!
O: Yes it is!
M: No it isn't!
O: Yes it is!
M: No it ISN'T! Argument is an intellectual process. Contradiction is just the automatic gainsaying of anything the other person says.
O: It is NOT!
M: It is!
O: Not at all!
M: It is!
The Arguer hits a bell on his desk and stops.
O: Thank you, that's it.
M: (stunned) What?
O: That's it. Good morning.
M: But I was just getting interested!
O: I'm sorry, the five minutes is up.
M: That was never five minutes!!
O: I'm afraid it was.
M: (leading on) No it wasn't.....
O: I'm sorry, I'm not allowed to argue any more.
O: If you want me to go on arguing, you'll have to pay for another five minutes.
M: But that was never five minutes just now!
Oh Come on!
Oh this is...
This is ridiculous!
O: I told you...
I told you, I'm not allowed to argue unless you PAY!
M: Oh all right. (takes out his wallet and pays again.) There you are.
O: Thank you.
M: (clears throat) Well...
O: Well WHAT?
M: That was never five minutes just now.
O: I told you, I'm not allowed to argue unless you've paid!
M: Well I just paid!
O: No you didn't!
M: I DID!!!
O: YOU didn't!
M: I DID!!!
O: YOU didn't!
M: I DID!!!
O: YOU didn't!
M: I DID!!!
O: YOU didn't!
M: I-dbct-fd-tq! I don't want to argue about it!
O: Well I'm very sorry but you didn't pay!
M: Ah hah! Well if I didn't pay, why are you arguing??? Ah HAAAAAAHHH!
O: No you haven't!
M: Yes I have!
If you're arguing, I must have paid.
O: Not necessarily.
I *could* be arguing in my spare time.
M: I've had enough of this!
O: No you haven't.
(door slam)


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"Dealing  With  People  Who  Drive  You  Crazy!"®
The Freeman Institute™ Box 305, Gambrills, MD 21054
TEL 410-729-4011   CELL 410-991-9718   FAX 410-729-0353



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