Determinants of Achievement: PH'1CHK

Note: Detailed properties of Spirals and their Trees are or will be worked out in the Frameworks sections of this website. This topic is focused on the architecture and specifically on the contribution of psychosocial pressures to meeting our Primal Needs.

Reminder: Highlight Codes

Green highlighting = Psychosocial Pressure
Blue highlighting = Primal Means
Yellow highlighting = Primal Need
Violet highlighting = Primal Nexus

Reaching this Point

Here is a summary of material that has been developed and explained in earlier Topics in this section and elsewhere. It is the basis for appreciating the Tree framework explained and shown below.

Summary of the PH'1 Control Diagram

• The Action Root Level emanates the Primary Hierarchy of Action-PH1, which is the foundation for achievement, its Primal Need.
• The PH1-L6 element is Choice, and its dynamic form is proposed as Determine Choice.
• The critical factor in optimizing action is the concern for performance, which is essential and which interacts with time.
• Under pressure of autonomy a person optimizes choices by consciously or unconsciously adopting one or other of the decision methods-PH'1.
• Each PH'1-method is claimed by its adherents as the best or only way to ensure achievement, but any complex endeavour requires contributions of all methods.
• The Primal Means for achievement is management: its minimum manifestation is the drive for action (μ1).
• Significant achievement depends on management strong enough to handle all situations and pressures, often covering numerous specialist occupations and large numbers of people: i.e. able to access all decision methods.
• Management can become stronger by viewing each decision method more generally as a mode for achieving, and progressively cumulating mode values via the TET Spiral.
• The 4 Cycle-1 modes are values controlling the flow of action-RL1. The 3 Cycle-2 modes, despite emerging from action-RL1, have values primarily serving inquiry-RL2 because of the need for certainty in choices that are intrinsically uncertain.
• As a result, the Emergent Tree, Determinants of Achievement, shows Inquiry-RL2 enabling and constraining Action-RL1.

Management for «Achievement»

It is proposed that an inherent biology-based rationale for action-RL1 is achievement. All individuals can achieve by making choices-PH1L6 intuitively and haphazardly. But the resource and time constraints intrinsic to important or large-scale achievement invariably activates specialized methods for decision (PH'1).

The Primal Means for achievement is management. This is available to a person or an informal group, but is especially needed by formal organizations (whence the notion of management culture).

No single method guarantees desired achievement, nor does management. Nothing guarantees continuous successful achievement. Too many factors and unforeseen events may intervene.

The more achieving modes that are included, the stronger management can be, but incorporating modes takes time and follows a necessary order as explained in the Spiral framework posted here.

Regardless of the strength of management, achievement will always be determined by the use of the mode essences.

The inexorable passage of time and resource use is represented in the Tree framework by its base in the Primal Nexus. Here, performance pressure orients management (KL1) and performance pressure is also evident in the management output (CL1).

The intrinsic lack of certainty about successful achievement noted above raises concerns in management. That is why management, once the Nexus is secure, moves its orientation from action-RL1 to inquiry-RL2, which can provide a degree of certainty.

In the Tree, the interaction of actualization and transcendence is dramatic.

Given attention to the Primal Nexus, the lower part involving RL1-Action requires:

• use of actualizing pressures—in orienting management input to the handling of action
  i.e. KL2-certainty (in use of accountability), KL3-acceptability (of emergent conflicts), KL4-well-being (in choice of values and objectives);

  but
  

• use of transcending pressures—in producing the management output that brings action under control
  i.e. CL2-selflessness (in requiring accountability for all work from all involved), CL3-understanding (in resolution of conflicts via dialogue), CL4-autonomy (in determining values and objectives).

while the upper part involving RL2-Inquiry requires:

• use of transcending pressures—in orienting management input to enhance certainty.
  i.e. KL5-understanding (of needed data and information), KL6-autonomy (for aspirations), KL7-selflessness (in noticing dynamic interactions);

  but

• use of actualizing pressures—in producing the management output so that it enables and constrains lower levels in a way that generates certainty
  i.e. CL5-certainty (in obtaining data and information), CL6-well-being (in identifying aspirations), CL7-acceptability (in modeling co-evolutionary processes).
  

This framework has numerous implications for the handling of management, especially in large organizations.

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• Now consider Determinants of Knowledge (PH'2CHK).

Initially posted: 30-Nov-2013. Last amended 5-Jan-2023