A Special Focus at Each Grouping

… and social commitment are specifically expressed via purpose and value. Responsibility in social life is short-hand for responsibility for a purpose or value (sPHG1). It is the mission (sPHG2⁴) of an organization that attracts a person who wants a role in the political arena.

Acceptance within any organization in the political arena will depend on a person’s beliefs and principles and their accord with its ideology.

In THEE:

«Purpose» is L6 in the Root Hierarchy. RH-L6 emanates the Primary Hierarchy of Purpose (PH6), which is the framework for values and objectives. PH6-L6 (= value system) refers to beliefs, principles, paradigms and ideologies. The Structural Hierarchy (sPH6) is about realizing values in society. This provides the broad foundation of human endeavour. sPH6-G6¹ is The Government and sPH6-G6² is The Citizenry. Contents in the lower Levels can be applied in any relevant arena: e.g. campaign (sPH6-G3³) is a general notion: business has marketing campaigns, and politics has election campaigns.

… and the exertion of pressure are specifically dependent on communication.

The six instruments and roles in political work are all directly about communicating carefully and deliberately. Pressure is brought to bear by what is said, when it is said, who says it, who it is said to, how it is said, and who else knows about it. A key aspect in politics is making sense of social events. In public communications, political operators are always making an effort to shape how people think about things, or go further and tell people what to think, affirming or rejecting views about what reality is &/or should be.

In THEE:

«Communication» is L5 in the Root Hierarchy, so RH-L5 emanates the Primary Hierarchy of Communication (PH5).  This framework starts from the human ability to make sense of stimuli. The Structural Hierarchy (sPH5) seems to be about interacting within a group and evolving the psychosocial order. The order refers to the assumptions and expectations about reality as it is lived and experienced by members of the group.

… and use of crises are specifically connected with decision and action.

All drivers of mobilization demand that people make decisions and take actions. The people mobilized differ, and what they do is highly varied from doing the simplest thing to organizing and managing a complex strategy.

In THEE:

«Action» is L1 in the Root Hierarchy. RH-L1 emanates the Primary Hierarchy of Doing (PH1).  The Structural Hierarchy (sPH1) has not been developed and validated in detail, however the current conjecture is that it is about informed dynamic pragmatism i.e. a framework for how people can develop the confidence to act in uncertain situations without full information.

… by developing public policy offers no puzzle as to its linkage: it must be inquiry.

The name of the Grouping includes the THEE name for RL2. The activity of the different sources to produce their policy recommendations involves using and developing valid knowledge. Various methods for inquiry were examined.

In THEE:

«Inquiry» is L2 in the Root Hierarchy. RH-L2 emanates the Primary Hierarchy of Inquiring (PH2). The Structural Hierarchy (sPH2) has not been discovered at this stage. The Principal Typology (PH’2) reveals distinctive approaches for testing knowledge each offering a guarantee about obtaining a sense of certainty.

… to enable leadership to emerge and pursue solutions for society also offers no puzzle: it is surely change.

The task of the various leaders in society is to contain discontent and enable certain changes. The difficulties of leadership flow from the mere fact of change and its challenge to vested interests, to desires for continuity, and to bureaucratic inertia. Leaders engage in discussions and consultations about a myriad details of change, once something is endorsed. The structuring of regimes and the adoption of ideologies attempt to both assist and control leaders in regard to change.

In THEE:

«Change» is L3 in the Root Hierarchy. RH-L3 emanates the Primary Hierarchy of Change (PH3).  The Structural Hierarchy (sPH3) has not been properly validated but appears to deal with intervening effectively in dynamic systems—and this would seem to connect directly to what leaders must handle. The Principal Typology (PH’5) which seems to be about the different ways that reality can be represented enables classification of both regimes and ideologies.

… and allocating the Wealth of Society are specifically dependent on inner experience.

In considering the notion of «political will», it seems natural to link it to the «will» of an individual.  However, this «will» in everyday life refers to something more limited than Will, the Root Cell of THEE. Political will flows from powerful inner experiences generated by awareness (of events or plans) together with emotions, desires, interests, ideas and other motivations.

Wealth is central to political will: it activates powerful inner states of greed and fear that often over-ride all needs and realities. As imperatives develop, people share their feelings and ideas, leading to a group phenomenon of great power, but not necessarily sensible.

In THEE:

«Experience» is L4 in the Root Hierarchy. RH-L4 emanates the Primary Hierarchy of Experience (PH4).  The Structural Hierarchy (sPH4) has only been provisionally discovered. Awareness is at the core (sPH4-G4). The Principal Typology (PH'4) specifies different approaches to developing an identity. Perhaps the most relevant is social being (PH’4-L6) with its need for participation.

… which give rise to sovereignty are specifically dependent on willingness.

People mostly act in accord with how willing they are, and peaceful coexistence is primarily matter of willingness. Also, if there is to be stability and political solutions, violence must be renounced: and that depends on people being willing. Stubbornly clinging on to a past that is no longer viable, or making unreasonable demands perpetuates turmoil: while being reasonable is a matter of willingness. Given persisting inequalities and discontents, people need patience and hope.

In THEE:

«Willingness» is L7 in the Root Hierarchy. RH-L7 emanates the Primary Hierarchy of Willingness (PH7). Patience and hope are intrinsic to willingness. The Principal Typology (PH'7) is about approaches to learning. The Structural Hierarchy (sPH7) deals with the basics of survival and success in life: as sought by all.