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Glasser also posits a "comparing place," where we compare and contrast our perceptions of people, places, and things immediately in front of us against our ideal images (archetypes) of these in our Quality World framework. Our subconscious pushes us towards calibrating—as best we can—our real-world experience with our quality world ...
Needs are distinguished from wants. In the case of a need, a deficiency causes a clear adverse outcome: a dysfunction or death. In other words, a need is something required for a safe, stable and healthy life (e.g. air, water, food, land, shelter) while a want is a desire, wish or aspiration.
Physiological needs include: Air, Water, Food, Heat, Clothes, Reproduction, Shelter [22] and Sleep. Many of these physiological needs must be met for the human body to remain in homeostasis. Air, for example, is a physiological need; a human being requires air more urgently than higher-level needs, such as a sense of social belonging.
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A needs assessment is a systematic process for determining and addressing needs, or "gaps", between current conditions, and desired conditions, or "wants". [ 1 ] Needs assessments can help improve policy or program decisions, individuals, education, training, organizations, communities, or products.
Overall, users have the following motivations: social and affection, need to vent negative feelings, recognition, entertainment, cognitive needs. Users who share news are motivated by the uses and gratifications of socializing and status seeking, especially if they have had prior experience with social media. [38]
All we then need to add, to get to the fundamental principle of developed communism, is to assume that non-satisfaction of a need is a disadvantage. The corresponding principle of solidarity in respect of need says: if any member of society has an unsatisfied need, each member has a duty to produce its object (if they can).
McClelland's research showed that 86% of the population are dominant in one, two, or all three of these three types of motivation. His subsequent research, published in the 1977 Harvard Business Review article "Power is the Great Motivator", found that those in top management positions had a high need for power and a low need for affiliation ...