Q Expansion

The Hub introduced the basics of Q structures in the Taxonomy. It is now possible to provide a more systematic account of this complex.

The term Q expansion is used to refer to the way that 7 Types (Methods) in a Principal Typology become 28 subsidiary Types by the application of a 4-level Styles Hierarchy to each principal Type.

A Q-complex is formed by combining all 4 levels from one Type with the lower 3 levels of the next higher Type. A Q-complex is an Arena of functioning within a particular Domain.

As a result, there are potentially 49 Q-complexes i.e. 7 Q-complexes in each of the 7 Primary Domains. Each Q-complex contains at least 5 distinct frameworks, which means there are potentially 245 useful frameworks awaiting discovery. Or rather 240, because the PH'5Q5 set has been worked out rather fully.

Background

Choice of the «Q-» Label

In the early days, I noted formal differences between the work-levels hierarchy for organisations, and other «seemingly fundamental» hierarchies that I was uncovering in inquiry, decision and purpose. Jaques and colleagues attributed a «fundamental» significance to their Work Levels Hierarchy.

The claim is reasonable: but then all frameworks within THEE are felt to be fundamental. Beck and co-workers clearly felt like Jaques when they called their Spiral Dynamics Q-hierarchy the «theory of everything».

In THEE, it is the Root Hierarchy that is logically fundamental. However, before I discovered the Root, I had identified several of its Levels as Primary Hierarchies, which at the time seemed fundamental. Because the work-levels hierarchy seemed just as fundamental, I referred to it as a «Quasi-primary» hierarchy. After it became evident that «primary» did not apply at all, I kept the label, Q- from «Quasi-» for sentimental reasons.

Developed Q- Frameworks

For a long time I had only two Q-frameworks, both originally developed by others, and both appealing and powerful.

1. Levels of Organisational Work / Levels of Management : PH'5Q2H
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2. Prosperity : Interacting for Benefit Methods : PH'6Q4t
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Emergent Q- Frameworks

Because THEE formulations directly represent the reality of personal functioning, they seem self-evidently true when explained to people. Often books or theories that, unknown to the author, are THEE-based become extremely popular or part of conventional wisdom.

Over time, I had found several THEE-like hierarchies based on these, which did not appear to fit anywhere in the Architecture as then understood.

A. An Information Hierarchy

This hierarchy sprang from numerous investigators differentiating «data» from «information», and «knowledge» from «wisdom». I was able to specify a likely hierarchy as shown at right, which appealed to many scientists when checked with them.

To confirm its validity, I worked out a property matrix, identified an oscillating duality, and determined groups and groupings in a likely structural hierarchy as well as the associated Trees.

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B. The Languages of Love

In 1992, Gary Chapman wrote a best-seller: The 5 Love Languages. It is a given that every THEE system is its own language. So this and the popularity were giveaways. It was then not too difficult to identify the missing 2 languages by generalizing from love to friendship i.e. close relationships that we all potentially need.

In this case, the hierarchy was not obvious. So rather than trying to force an ordering, it seemed more feasible to use a TET. The axes were easy to guess and plotting the languages revealed the Spiral ordering. Then, if it is truly a Q-framework, the hierarchy should flow from the Spiral order—which it does.

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C. Methods of Persuasion

In 1984, Robert Cialdini produced a best-seller: Influence: The Psychology of Persuasion. The appealing quality and sense of truth in his account strongly suggests that this set of 6 or 7 methods is a THEE framework. But where does it belong? How should the set be ordered? Is there a TET that can be determined?

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Superficially, it would seem that this framework might lie within the Domain of Change-RL3...because persuasion is about producing some change in behaviour. However, is persuasion emergent from an expansion of modelling methods-PH'3? Alternatively, the framework might lie within the Domain of Willingness-RL7 because the compliance that is sought seems to be a related to being willing. But, again, is persuasion likely to be emergent from an expansion of capability enhancement-PH'7?

A contributory problem here is that both of these Primary Domains are poorly understood. Further research will surely lead to a resolution.


Having clarified what a Q expansion is and given examples of Q frameworks both posted and developed in draft, we must turn our attention to:

Originally posted: 24-Sep-2022