Installing Dialectic Values

If structuralist values have been installed successfully, then differing and valid perspectives will clash and need presentation and reconciliation as night follows day. The CEO often tries to persist in the pragmatic-structuralist mode, neutralizing all opposition and dissension with authoritarian directives or skilful political manoeuvring. However, tribal issues will fester into intractable obstacles or unpredictable explosions.

Dialectic values can and should be introduced in a practical and natural way to handle cross-boundary or tribal issues as they emerge—i.e. the most urgent first.

Managers generally dislike conflict and are too busy for much reflection at this stage, so a comprehensive project is inappropriate. Nevertheless some pro-active effort is usually desirable, and a fanfare may be helpful if the structural situation is seriously degenerate.

Organize Special Events

An experienced facilitator is often useful, especially in the early stages. It is essential to ensure that discussions are specifically set up and deliberately run in accord with dialectic values.

Whatever the tactics adopted, everyone must come to experience the significance and positive contribution of this mode. Its distinctive values must become irremovably embedded in the organization. Any violation of dialectic values or the emergence of intransigent tribal fundamentalism needs to be investigated and definitively handled.

The dialectic ethos releases progress and reduces tensions within work-based interactions, but

degeneration eventually sets in, and once again
that invites transition to the next Stage: the Rationalist.

Originally posted: 17-Jun-2011