Arthur Carmazzi – The Truth about Directive Communication Psychology

Arthur Carmazzi – The Truth about Directive Communication Psychology

Arthur Carmazzi – The Truth about Directive Communication Psychology

Arthur Carmazzi, the Principal Founder of Directive Communication Psychology had been working as a Managing Director of an American consulting company in the late 1990’s. This organization dealt with creating franchises for multinationals in order to expand distribution of their products with higher margins and every project he was responsible for was successful.  Unfortunately, this also caused him to believe he was always right and when something went wrong. At one point he decided that he did not want to work a 14 hour day any more for other people and resigned to start his own business. There was only one problem, he was conceited and felt everything he did was right and this was the beginning of his initial downfall.

Within a year and a half Arthur Carmazzi had not only gone broke, but was half a million Singapore Dollars in debt. Why, because he let his ego get in the way of his success. Because he had been so successful in the past, it just seemed obvious that when something went wrong… it must have been someone else’s fault, and thus he created a work environment where mistakes were blame was an everyday affair and employees became afraid of taking action without direction from Arthur himself.

So now Arthur Carmazzi was a half million Singapore Dollars in debt, so he needed to get a job.  So he joined to a well-known Multinational Company as a Department Head. He had high hopes for his new post and new he could make a big difference. But after a few weeks he discovered that most of the other employees were blaming one another for their problems, and while he felt they were wrong to do this, he still felt he could help, that he could rise above that poor behavior and succeed in his job. And so, he went to some of the other department heads with ideas on how to improve the organization and meet the company’s objectives. But others told him “you do your things, we will do ours, we are too busy to help you…” and so Arthur thought “No cooperation” what is wrong with these people. Nobody would help each other!

When he joined, he was confident and brimming with optimism, but within just four months something happened… he started blaming (again), and when others would come to him and ask for cooperation on their projects, he would tell them, “You do your thing, I will do my thing”… He got sucked in to the organizational culture! He became the same as those he felt were preventing him from being successful in his job.

And most days, he returned home stressed and felt no fulfilment in his job. If fact, after a few months, he realised that he, a man who prided himself in putting a 100% effort into whatever he did, was only putting in about 60% to 70% of himself into his work. He realised that he had given up, given up on the possibility that he could be successful in his job.

But one day he had enough, and so he started to talk to the other department heads, those he had seen as barriers to success. And he made an amazing discovery. He found out that they were real people and they had high expectations and standards just like him… Each of them wanted to succeed in their job just like him. And each also got sucked in to the culture just like him. And so he asked a question.

Why were intelligent, competent people not living up to their own standards and behaving is ways that sabotaged their (and the people around them) success?

The problem was not that these people or even Arthur Carmazzi himself were lazy, or unwilling to take do what was required to do their job effectively, the problem was they gave up that doing anything outside of the organizational cultural norm would result in success.

35 thoughts on “Arthur Carmazzi – The Truth about Directive Communication Psychology

  1. Great story, sounds like my company and i suppose, many others. i do believe that this is a common problem in most organizations and Directive communication sounds like a great way to make some changes. would like to learn more about this and arthur carmazzi’s other programs. thanks

  2. Nice story, keep it up for your hard work i learn more about Directive Communication and being part of the Arthur Carmazzi team Thanks again god bless you.

  3. I appreciate your Directive Communication concept and its origins, it seems that leadership and any kind of organisational development that works comes from difficult experience and not just theory

  4. A very inspirational story you have here Sir. The ups and downs you’ve experienced are truly moving, and what I liked about it was that you realized that there is something wrong, you’ve spotted your mistakes, learned it and take action on how you’ll bounce back with it and how it will be resolved. Another phrase that catches me was this, “when something went wrong it must have been someone else’s fault”. I was surprised that this word was also applicable to you, Mr. Arthur Camazzi (well it was in the past). I will always remember those words and will very careful. Thank you so much!

  5. The best leaders rely on fact, not fads. I totally follow all of Arthur Carmazzis blog and gives me a full sense of leadership training.

  6. I came across your Arthur Carmazzi Directive Communication website and got very curious about your leadership training and found out a lot. just exactly what we needed!

  7. I came across your Arthur Carmazzi Directive Communication website and wanted to let you know that I learned big time about The Truth about Directive Communication Psychology. This absolutely will help our leadership development

  8. Look deep. Find your passion. Discover your unique reason for being here. Why are you working? What are you meant to do? Without this discovery, we will all fail, because your unique contribution is not replaceable. Only you can be you.

  9. this is such a good blog from arthur carmazzi Passion is the force that drives people toward solutions that are not achievable in their current mindset; it is the intrinsic motivator that inspires us to collaborate with the outside world and achieve our goals.

  10. Hi Arthur Carmazzi, thanks for this blog! Questions regarding which approach is best or how to best implement are all subordinate to the overarching question that no one seems to be asking: why do organizations still view change as the trigger for effective leadership?

  11. One of the biggest flaws that I personally noticed from our organizational culture is in the concepts behind change management, change leadership, and transformational leadership is that they boil down to change-driven leadership binges. What do you think about it arthur carmazzi?

  12. You really make it seem so easy with your leadership but I find this matter to be actually something that I
    think I would never understand. It seems too complex and
    very broad for me. I’m looking forward for your next post Arthur Carmazzi, I’ll try to get the hang of it!

  13. love it, I learned that Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership.

  14. I’m impressed, I have to admit. Rarely do I encounter a blog that’s both educative
    and entertaining, and without a doubt, you have hit the nail on the head.
    The issue is something which too few people are speaking intelligently about.
    I’m very happy I found this during my search for something regarding this. Thanks Arthur carmazzi

  15. The values and beliefs of Arthur Carmazzi are instrumental in determining the culture of an organizational culture, and the culture of an organization is instrumental in driving its performance. Thus, the leader’s personality (values and beliefs) has a significant influence on the performance of an organization or any group of individuals that share a common identity.

  16. love the thoughts from Arthur Carmazzi, Other psychologists have studied the recipients of communication, evolving concepts of “selective perception,” “selective attention,” and “selective retention” in order to explain not only the ways in which communication changed attitudes but also the reasons for resistance to changing company culture
    .


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