The feeling of being an adult a special form of consciousness

Adolescence, which so often referred to as the most complex, is determined by the physical boundaries like  11-15 years. At this time there is the main changes the body:

1 – physiological: manifest  primary and secondary sexual signs, by increasing selection in blood of hormones, appropriate gender (male / female);

2 – psychological, such as identifying yourself with a man / woman , the build behavior communication, attitude to their internal  and to the outside world.

Main the peculiarity of the teenager is personal instability. In this time the teenager declares itself, as a person with a capital letter. Opposite traits, aspirations, trends coexist and wrestle with each other, determining the inconsistency character and conduct. This is often only and becomes the most party conflict in communication adolescents with older people.  Adolescents adapting to socially sustainable notions of man and woman, strategies of behavior in society, with peers and parents. In this a short period of time the teen must navigate the concepts of  “man” and “woman”, as well as to apply to myself these concepts, feeling the differences of their current status and what he was/were.  When growing up  child it established, readiness for life in adult society, as equal  participant life see more on international adoption public discussion group.

 

New for it attitude appears:

  • in appearance,
  • manners (as part of behavioral identification with his floors),
  • copy of relationship (as part of gender identity),
  • inclusion in adult intellectual life (participation in such spheres of life as: science, arts, lesson, self-education),
  • assistance in resolving daily domestic problems (for example, daily chores, help tired the work of the mother).

At the same time with these manifestations of feeling adulthood is the attitude of the teenager to yourself how  to adult, the feeling of being an adult (as a special form of consciousness).  It should be noted that teen all known and methods available for trying to show that he is the same significant part of society, as and all those around him, but all these proofs are created to more rights, which he/she previously was not, and is not for further responsibilities. At the same time there is interest in his inner world, teen opens difficult experiences associated with new relationships, closely analyzes his actions. Occurs the formation of the foundations worldview. This  is often the convergence of imagination and theoretical thinking is the impulse to be creative, but not all adolescents strive to achieve the objective of the creative result although use of the capabilities of your the creative imagination look for more info international adoption agencies.

All earlier experiences and lead to the most visible and known to all adult conflict adult teenage. We must remember that a little very high standards for themselves and others is merely  the result of self-affirmation teenager in his new capacity, not  a manifestation of his most harmful traits that adults associated with the presence of the same negative traits in relatives teen.

The assertion — it’s a long, stretched in time, a complex process, during which the man himself claims himself as single, whole and harmonious personality. The assertion  occurs by selecting the strategy self provided for the post by International Adoption research blogger and columnist.

One of the famous classifications distinguishes three ways the self-assertion of personality:

  • unsure behavior,
  • assertive behavior,
  • aggressive the style of interpersonal communication.

4 thoughts on “The feeling of being an adult a special form of consciousness

  1. Life and events are evaluated by the following indices : 1) the resolution of life contradictions; 2) the sequence of achieving the objectives; 3) realisation and satisfaction with life.
    Next refer to the problem of defining levels in the triad of planes. Differentiation of the structures of self-concept and management activities at the level of development should satisfy the requirement a deep, qualitative differences between them. Consequently, the level structure is a structure of qualitative certainties. However, the set of differentiable levels should not go beyond the most common of the quality of this system. Therefore, the levels are qualitatively distinct forms of the most General patterns of building and development of self-concept in management. Simultaneously, the population levels should cover all the basic patterns and their structure.
    Another important condition level differentiation of the formation of self-concept of managers is the requirement of hierarchy relations between the levels. This principle is concretized in a certain set of patterns of inter-level interactions. According to N. T. Selezneva (1997, pp. 222-223), they must be in the following aspects: first, the structure: of each two “neighboring” levels of the upstream is formed on the basis of the underlying by its enrichment with new entities and the introduction of a new structural organization that leads to new qualitative characteristics. At the same time, a low level is stored in the captured in the structure of higher as one of its components; second, in terms functioning: since any layered system is organized on the basis of the principle of sufficiency, we first activated it hierarchically low levels and, if they do not provide results, a transition to other more complex levels; thirdly, in terms of Genesis: one of the important aspects of the system development is the process of differentiation of the levels and their subsequent ranking, and later levels are, as a rule, are hierarchically higher.
    In scientific literature it is noted that the level concept involves the implementation of the idea of “simplifying complexity”. It is obvious that the complexity parameter of the relative. Additional to this parameter is the allocation of levels on the basis of their compliance with the genetic stages of development, i.e. more complex, the level considered, which is formed later in the process of building and development of structures of self-concept and management activities.

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  2. In the plane of the managerial performance indicators are: 1) the final product; 2) professionalism, intensity and competence; 3) how to implement the functional components of managerial activity, their stability when changing and increasingly complicated environment; 4) evaluation of the style of decision making and its implementation depending on the status of a Director; 5) the outcome of the management of contradictions; 6) credibility; 7) acts.
    It should be emphasized that today there are not satisfactory methodologies that allow to correctly assess the management performance of managers. The indicators of efficiency of administrative activity, according to E. A. Meshcheryakov (1979, p. 86), can be temporary indicators. At the initial stages in order to assess the performance of managers is most applicable indicator of ratio of operational and management perspective.
    In assessing the style of decision making the Manager is a very important indicator of cognitive complexity (level of differentiation and integration that characterize information processes). An important characteristic included in the assessment of style of acceptance of administrative decisions the leaders are properties of thinking (flexibility, productivity, speed, analyticity).
    For self-concept dogmatic the head of the extremely important traditions, rules, principles in the perception of new information, and making managerial decisions. Productivity thinking reflects the ability of the Manager to the birth of innovative and acquitted by the reality of managerial ideas. It should be noted here that the style of decision making is strictly individual for each head. It may have a flexible style with a penchant for risk-taking; flexible, but with a tendency to caution; hard the risk appetite; and, finally, hard with a tendency to caution.

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  3. Empirical indicators of self-concept in the process management activities are external verbal and non-verbal signs of confidence. In this regard, V. G. Romek (1997, p. 198) have identified the following formal variables and indicators: characteristics of speech (the use of the pronoun “I”; open and direct expression in the speech of the feelings, desires and requirements; clear and unambiguous argumentation; a simple verbal constructions; reflected in the speech of the feelings and arguments of the partner; the content of objective justification and critique; a brief and concise justification of the requirements or proposals); communication distance (the optimal corresponding to the norms of a given culture); eye contact (sustained, but not permanent); the volume of the voice (loud enough so that the other person in the circumstances could hear); pause (the ability to hold the pause, be silent if necessary); gestures (restrained, the gestures underline the meaning of); posture (relaxed); latency time of the responses (short enough); emotional state (calm, relaxation).
    The style of interpersonal relations managers are the indicators highlighted in several studies (L. Etheridge, 1978; G. Shepard, 1988): dominance, extroversion, distrust of others (the extreme degree of mistrust – “paranoia”) and “machiavellism” (a tendency to manipulate). Moreover, the dominance has a significant correlation with the needs for power and achievement.

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  4. D. winter and A. Stuart (1977, p. 49) lead indicators of the need for power in the content of verbal texts, the behavior and interpersonal relations of the Manager. In the images contained in the texts of the head, the need for power manifests itself as concern for impact on others through government action, the arousal of strong emotions in others concern for reputation. This has a direct relationship to the images of power in the texts of speeches and documents – description of past events only in combination with instrumental management activities – crisis management, achievements and the pursuit of socio-economic success.
    Need leader in personal control over events and people has two dimensions: the degree and scope. According to E. V. Egorova (1992, p. 99), the level of demand will be associated with the degree of control requirements. Leaders with a low need will be satisfied with a smaller, leaders with high level needs will require enormous control to be satisfied.
    In this regard, S. Renshon (1974) emphasizes that the scope is the breadth of the field of living space and management, which the leader seeks to influence. The scope can range from very limited, including only one special area to wide area, including many areas. Important here is the following indicator: the larger the desired sphere of personal control, the usually less than its degree, as the head of the limited capacity and skills, and each sector requires the fulfillment of certain skills and capabilities.

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