Pressures in Ambition

The unfolding dualities seem to show an alternation in regard to the ambition pole (developmental force) of the unfolding duality.

► The comfort pole (ground state) at every level is about enjoying the fruits of efforts.

► The ambition pole, by contrast, alternates between having to seek and having to take the route to greater career opportunity.

The graphic shows the 7 Groupings in the Structural hierarchy vertically with the unfolding duality details and the oscillating duality details aligned as discovered here.

The picture suggests that the seek levels (even-numbered Groupings) are dependent on the organization recognizing and responding to the ambition. Closed More detail:►

Seeking promotion (CG2) is meaningless if the organization does not have suitable posts, or futile if their policies prevent promotion in some way (e.g. by emphasis on seniority or time with the firm).

Seeking learning (CG4) is impossible if management won't allow you to enter new areas and is intolerant of failure.

Seeking integrity (CG6) is dependent on the organization actually valuing and responding to ethical affirmation. If the culture is corrupt or conformity-based ("everybody does it"), then showing integrity will lead to being dismissed.

Whereas the take levels (odd-numbered Groupings) are far more under the command of the individual to determine their own fate by personal affirmation. ClosedMore detail: ►

Taking initiative (CG1) is a spontaneous action that is likely to be responded to according to the intrinsic value and logic of the initiative.

Taking risks (CG3) is rather similar to taking initiative with the focus being more on results and cost-benefit analysis.

Taking a stand (CG5) is usually done with an understanding that it might lead to your departure from the organization—a departure, not a dismissal. If you have to depart, then it was not right to stay; but if your stand is respected, then staying is worthwhile.

Taking hard choices (CG7) is about stepping up to the plate and putting not only yourself on the line, but also the group or organization that you represent.

A firm focus on «employees as individuals» naturally emphasizes the individualist approach to ethical choice. Strength v Vulnerability is the aspiration - constraint within individualist choice. «Strength» is desired because of the fear that our «vulnerability» will be exploited. However, «strength» is a difficult option and fears stemming from «vulnerability» often limit what we attempt. Ambition v Comfort is possibly a variant of Strength v Vulnerability.

Return to the review and overview; or examine some summary matrices of this framework; or move to the next Section on employment tensions and discover a framework for how to handle yourself (if you are an employee), and how to handle employees (if you are also in management).

Originally posted: 11-Nov-2011