Pairing Arenas in PH'1Q
The Story So Far
It appears from close study of PH'5Q-Associating Arenas that there are 3 natural pairs of Arenas plus an 7th Arena that operates in a diffuse mode. Investigations in and are broadly confirmatory, although not fully persuasive.
This investigation of again starts with the assumption that the closely related pairs in this Domain will be identical to those discovered in as follows:
- alone.
I will also assume that the TET layout is identical.
As in, alternatives will be considered to the pairing and the quadrant layout.
Pairing
These seem to go together in that should be preoccupied above all with of the enterprise or project. Informal leadership often gets activated when there is a crisis threatening viability.
Here, is most under personal control and lies peripherally.
Alternatives
These seem to provide each other with powerful support. Motivation for achievement typically generates a search for ways to make improvements.
is most under personal control and, as expected, is located peripherally.
These seem to go together, because both deal with values, the former in the sense of interests and the latter in the sense of rationale for a project.
is under personal control, and so is placed peripherally.
is the singleton which extends from being based on formal accountability in a work role to a more powerful , if informal, personal drive to deliver the mission.
Axes
Having established the pairings and found the same extreme-central patterns, it seems reasonable to assume a similar location of the Arena pairs on the TET quadrants (as shown in the diagram above). However, we need to specify the axes.
As always, the axes define the psychosocial field or context within which the plotted arenas operate. In the case of the , this could be stated as:
«A manager questioning the status quo so as to become more able to generate momentum in an enterprise.»
The X-axis output could then be the orientation to handling the unexpected with Arenas varying in the degree of concern.
and have a minimal concern with any future state of affairs and are focused on the present and what is expected.
and do have some concern with anything unexpected, but this is low.
is about dealing with crises which are never expected, and needs to be about anticipating the unexpected.
in relation to the mission is naturally concerned with anything unexpected in the future, but less so in relation to a formal position.
The Y-axis input could be enabling stability of the project and its participants with Arenas varying in the degree of effect generated.
that is informal is not strongly activated by project stability, but there is greater concern when authority flows from formal accountability to a superior.
should be largely independent of stability issues, while depends on some minimal amount of stability.
and both strive for a stable project and supportiveness within the group.
is about stabilizing the group, and is highly oriented to stability.
Originally posted: 30-Sep-2022