| 21. Are you 
unique or the same as everyone else? 
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In a general sense I believe that there are two 
extreme positions
from which to see oneself in this world :
 
as the same to 
every other human 
being in this world
The person who sees him/herself as the same 
as everybody 
else, will be competitive as main means of 
his/her self 
expression.   He/she  cannot be different 
and  therefore 
tries to be better  in order to 
differentiate him/herself from 
the others.
 
 
or as a truly 
unique beingThe person who considers him/herself as 
unique will not follow 
this same path, for one can not compare an apple 
with an orange. The 
unique person expresses him/herself therefore by 
being 
creative. Nobody can compare with that, 
because he/she is 
unique.
 We all are of course a 
little bit of both.Most of us do not feel being 100% one or the other 
of above two extreme cases, 
but a mixture of both. Some may be close to the 
left on the Diagram 
below (predominantly creative), others more 
towards the right (predominantly competitive), and 
others again may be balanced 
somewhere near the middle.
   
There is yet another aspect to be considered  in 
this context. How 
intense are we in the conduct of our life 
and especially in our 
need for self expression.An obsessed painter like Vincent 
van Gogh was probably 100% full on in his 
creative drive. So may 
well be top performing athletes, like Lance 
Armstrong and 
others in terms of their extreme 
competitiveness. But most of us 
are not like that.    (I am not suggesting 
that very competitive people are not creative. 
They  often must be to succeed, but their 
creativeness is secondary and in support of their 
real aim : winning!)
 
I have attempted to incorporate this aspect in the 
triangular Diagram 
below.From the top left 100% Intensive Unique 
point a line of 
gradually decreasing Creative intensities slopes 
down towards the 0% 
Intensity point at the base point of the 
triangle.
 Likewise the 
line sloping down from the top right 100% 
Intensity  point defines 
gradually declining Intensities  of 
Competitiveness.
 As the Intensity decreases 
(towards 0%) both creative and competitive forces 
become less pronounced and move closer together. 
The 0% Intensity point at the base of the Diagram 
represents the attitude of total indifference.
   I consider myself to be very 
close to the Creative 
sloping line on the left,  sometimes high on the 
upper portion of the line, or, during other 
periods in my life more subdued and near the 
 50% point.   (I have  at times been pretty 
full on, and it was in fact my depressed nature 
when not able to be creative as a geologist which 
was the cause of a dramatic change towards a 
completely new life.) 
 So dear reader : 
Where do  
you 
see yourself in above Diagram ?
 Remember you can position yourself anywhere 
within the grey 
triangle and need not be right on either one of 
the sloping lines.
 
 One final point. I personally felt initially rather insecure in my 
"uniqueness".  However as one gets older, accepts 
this fact and behaves accordingly  one 
inevitably becomes more and more confident in 
oneself.
 On the other side of the scale however strong 
competitiveness can 
create or be based on insecurity. It is the 
Law of Evolution 
all over : "survival of the fittest". As long as 
one competes and 
stays on top everything is fine but when this 
ceases trouble may 
start.
 We see that with quite a few athletes, 
who after their 
retirement get themselves into an emotional or 
mental down spin. They 
suddenly feel they have become a nobody. I 
believe it is not 
until they start to recognise their own uniqueness 
that they truly 
rebuild there self confidence. (Some of them have 
of course no problem 
with that as they become celebrated TV 
commentators etc.).
 
Creativity and competitiveness are not just 
confined to art and sport of course, but can 
thrive in any environment. My father for 
example was a highly creative business man. 
He had to be competitive too, but it was largely 
to sustain his creative  and 
innovative objectives.
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 Copyright © 2010 Michael Furstner
 
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