Those outlandish calls 
Wave Equality
One of the guidelines of the Wave Principle is that two of the motive waves in a five-wave sequence will tend toward equality in time and magnitude.
http://books.google.com/books?id=lQ...1#v=onepage&q=Elliott "wave equality"&f=false
Note:
Others' alternative counts help us see our blind spots
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What exactly is a blind spot, as described in your book?
Something we do unconsciously that gets in the way of accomplishing our goals. Often it is a way of thinking, feeling or behaving we don't pay attention to that annoys other people. They can appear to others as an irritation, like too much talking and not enough listening. However, they can also be seen as serious enough to derail our careers and seriouslydiminish our possibilities for success. The trick to turning them into strengths is never to think of them as a fault or weakness. That gives them permanence. Think of them instead as the door to finding possibilities for significantly increasing our successes.
Are your blind spots usually seen by others?
Yes. When I ask people who report to any manager about their boss's blind spots, they usually have clear, quick and accurate responses. Adolescents can easily point out the blind spots of both parents. Spouses know their spouse's blind spots intimately. The funny thing is that what we may think people don't see about us is usually common knowledge of those around us.
How is being unaware of how our behavior is interpreted by others potentially a major vulnerability?
Being unaware of a blind spot is like carrying a time bomb. Others see our blind spot but back away when we give signals that we don't want to hear about it. Some try to tell us that we're doing something that bothers them, but we ignore it.
Example: Our boss who values timeliness tells us that he wants our reports turned in on time, but we continue to be late because we think it's unimportant. Only when we miss a promotion, a raise or an important goal, do we begin to examine our blind spots--Or we stay stuck in denial and blaming others and never reach our goal.
http://businessmajors.about.com/od/booksonleadership/a/ClaudiShelInt.htm
Wave Equality
One of the guidelines of the Wave Principle is that two of the motive waves in a five-wave sequence will tend toward equality in time and magnitude.
http://books.google.com/books?id=lQ...1#v=onepage&q=Elliott "wave equality"&f=false
Note:
Others' alternative counts help us see our blind spots
.What exactly is a blind spot, as described in your book?
Something we do unconsciously that gets in the way of accomplishing our goals. Often it is a way of thinking, feeling or behaving we don't pay attention to that annoys other people. They can appear to others as an irritation, like too much talking and not enough listening. However, they can also be seen as serious enough to derail our careers and seriouslydiminish our possibilities for success. The trick to turning them into strengths is never to think of them as a fault or weakness. That gives them permanence. Think of them instead as the door to finding possibilities for significantly increasing our successes.
Are your blind spots usually seen by others?
Yes. When I ask people who report to any manager about their boss's blind spots, they usually have clear, quick and accurate responses. Adolescents can easily point out the blind spots of both parents. Spouses know their spouse's blind spots intimately. The funny thing is that what we may think people don't see about us is usually common knowledge of those around us.
How is being unaware of how our behavior is interpreted by others potentially a major vulnerability?
Being unaware of a blind spot is like carrying a time bomb. Others see our blind spot but back away when we give signals that we don't want to hear about it. Some try to tell us that we're doing something that bothers them, but we ignore it.
Example: Our boss who values timeliness tells us that he wants our reports turned in on time, but we continue to be late because we think it's unimportant. Only when we miss a promotion, a raise or an important goal, do we begin to examine our blind spots--Or we stay stuck in denial and blaming others and never reach our goal.
http://businessmajors.about.com/od/booksonleadership/a/ClaudiShelInt.htm