Review: The Full Picture

Tree Framework

The complete Tree pattern of cooperating for results is shown.

The Tree is a dynamic structure because of the continuing tension between:

  • participant/individual forces aspects; and
  • group/social forces aspects

in relation to all choices within it.

Centres Involve Ethical Choices

The Centres (circles) in the Tree are derived from two of the seven approaches to making an ethical choice, which are applicable to joint endeavour. 

The lower four Levels are all individualist in nature (PH’6-L4), progressively:

■ Sustaining (L1)
■ Constraining (L2)
■ Differentiating (L3)
■ Integrating (L4)

The upper three Levels are all communalist in nature (PH’6-L5), progressively:

■ Sustaining (L5)
■ Constraining (L6)
■ Differentiating (L7)

The Centres are discrete modes of constructive engagement in joint work, which were derived from a THEEsubsidiary typology: Approaches to interacting-for-benefit (PH’6-Qt4).

Channels

The situations and choices in any Centre influence situations and choices within other Centres. The lines in the Tree are Channels for these bi-directional influences, named provisionally as shown. Everything is simultaneously in existence (or potentially available) in any joint endeavour to a greater or lesser degree, either explicitly or implicitly.

ClosedThe Tree contains three zones.

ClosedThe Tree models synchronous effort.

This hierarchical analysis enables focusing on the many types of choices dynamically and simultaneously affecting a given joint endeavour at any point in time (i.e. synchronic). By contrast, the spiral process is developmental and therefore shows an evolution through time (i.e. diachronic).

The Tree assumes that any participant can activate and use (or refuse to use) any of the Centres or Channels in the service of the cooperative endeavour. The more Centres (or Levels) and Channels that are missing or dysfunctional, whether due to ignorance or rejection, the more that cooperation and the desired results will be problematic.

Remedies for deficits, e.g. of specialist competencies (L3) or of good relationships (L5), may be developmental in nature and take significant amounts of time to put right.

Originally posted: July 2009