Other Interacting-for-Benefit Approaches

THEE's Framework

THEE identifies seven discrete and incompatible approaches to interacting-for-benefit as shown.

● Reality-centred ~R&T's Individualist
● Perspective-centred  
● Kinship-centred  
● Community-centred  
● Cause-centred ~R&T's Expert
● Power-centred ~R&T's Opportunist
● Market-centred  

ClosedExplore Further

Explore interacting for benefit for related topics:
► career development
► marketing — a comprehensive set of strategies
► motivating employees in a way that works for them
► cooperation for results
and more. These frameworks adjust the axis labels to provide a more precise fit for the application.

If you are technically minded, explore the frequency of seven levels/types by exploring The Hub and Architecture Room.

Opposing Demands on Leaders

ClosedExplanation of the Diagram

As with decision-making, the interaction-for-benefit approaches can be plotted on the 2x2 Typology Essences Table (TET). In this case, the methods are plotted in relation to how much they are focused on: making a societal contribution — the X-axis; and how much focused on personal self-development — the Y-Axis.

Again, note that two very different sets of approaches are found on the two diagonals. The two opposite groups of method are about:

● ensuring our well being
● making us productive.

Life in general is tough, but being productive can be especially difficult. To cope with this, we all need to have a way to feel good. Leaders must bear disappointments and take responsibility for failures. So maintaining their own morale is important, sometimes the top priority.

Pairing Ways of Interacting-for-Benefit

Pairing them reveals the usual preference for either the same degree of being productive (vertical lines) or of feeling good (horizontal lines). Some typical combinations are shown. See a fuller account here.

Leaders need to be attentive to the well-being (morale) of their group and to their productivity. Two categories of leader were identified by R&T:

■ the Cause-centred Leader: R&T's Expert;
■ the Power-centred Leader: R&T's Opportunist.

Both are in the left half of the TET i.e. low on making a contribution — but at least not extremely low. Given that R&T probably dealt with businesses, it is noteworthy that none of their leaders were described as Market-centred or Enterprise-focused. That surely tells you something.

Last Updated: 12-Jan-2012