Activating & Constraining

The original nature of the quadrants was determined based on the psychosocial field of managing. This is created by a pressure for results combined with a need for engagement.

Remember: Managing is far more than deciding.
How?

Managing work is about getting a grip on the responsibilities in play and the realities so as to change a situation, whereas deciding is about committing to specific series of actions. There is typically a flow of decisions of many different sorts intrinsic to the process of managing.

The aim of managing (PH5) is to guide this flow of action (PH1) in line with relevant values and objectives (PH6) to produce a new state (PH3). It recognizes the significance of willingness (PH7) as defining the field i.e. via the need for engagement and for pressure on performance, and the use of experiences, especially intuition (PH4). Finally, any endeavour also requires inquiry (PH2).

The approach duality, activating v constraining, defined by the diagonal sets, helps in characterizing each quadrant more precisely. The two parameters are:

• what is required of people by the methods

  &

• how the work situation benefits from the methods.

The full pattern is shown in the diagram, right, and explained below.

Constraining Methods

Practicality & Necessity: Bottom Right Quadrant

In the psychosocial field of the TET, this quadrant possesses a performance focus and is person-dependent.

Specified outputs (t1) are what keep any enterprise going. If the specifications are insufficient or unsatisfactory, the whole endeavour can eventually collapse. Failure also occurs if delivery of a suitable specification is insufficient or unsatisfactory.

Although the output required may be absolutely necessary, whether or not it is practical will be determined by the resources that can be brought to bear—and the ultimate resource is the person (or persons) who accept the responsibility. In negotiating with that person, it is essential to keep in mind both the essential minimum and the feasible maximum.

Acceptance & Control: Upper Left Quadrant

In the psychosocial field of the TET, this quadrant possesses a stability focus and is group-dependent.

Both the introduction of methods (t3) and the imposition of guidance (t6) are only effective to the degree that they are accepted by all involved. The more people that dissent, refuse or secretly pervert, the less effective the managing becomes.

The benefit sought here is a control over tangible activities (work processes) and personal choices. In regard to guidance, the concern is that activities remain on track and harmonized. In regard to methods, the concern is that compliance and efficiency are ensured.

Activating Methods

Judgement & Maintenance: Bottom Left Quadrant

In the psychosocial field of the TET, this quadrant possesses a stability focus and is person-dependent.

Both ensuring responses (t2) and shaping evolution (t5) depend on the judgement of the particular person. This may be rooted in experience, in expertise, and in social skills, as well as in work capability.

In both cases, the focus is on maintenance of an ongoing work situation. Maintaining work activities may, at times, mean some deviation from agreed goals, methods, outputs, programs or parameters.

Reliability & Development: Upper Right Quadrant

In the psychosocial field of the TET, this quadrant possesses a performance focus and is group-dependent.

Both implementing programs (t4) and setting parameters (t7) depend on everyone involved working together to enable development. Both methods involve high energy activities and sustained efforts within given constraints.

The assumption of reliability amongst staff is paramount. When staff are less involved and only weakly committed, it becomes difficult to make the desired changes via programs, or to alter mindsets via new parameters.

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• Now consider how all the methods might combine.

Originally posted: 27-Nov-2013