Action Domain:  

Arenas for Achieving (PH'1Q•)

Overview

The Arenas for Achieving are about questioning to energize activity.

The 7 Q-Arenas for Achieving are each presented briefly here

The pairing of these Arenas is explained here.

The Tree of the 7 Arenas is proposed here.

In this webpage, after providing a summary Table of the 7 Arenas, there will be further Tables and diagrams related to each of the Arenas, specifically:

a) the Types in the Arena

b) the Spiral of Growth in the Arena

c) the Tree of the Arena

The formulations are summary propositions. Being at an early stage of drafting, they need correction, expansion, refinement and improvement.

Achieving in the Q-Arenas is provisionally expressed as momentum. Despite not being a specific achievement, generation of energy and momentum is often a necessity and provides the opportunity for learning. Labels to help grasp each of the Arenas are shown in the Table below.

PH'2	Label for Momentum Constituent Types	Typology PH'2Q•t	Spiral PH'2Q•C	Hierarchy PH'2Q•H	Tree PH'2Q•HK	Struct Hier PH'2Q•sH	Str Hier Tree PH'2Q•sHK
	Momentum within an Achieving Arena	Ways of Energising	Progressively strengthening...	Levels in the Achieving Arena	Dynamic Determinants	Context of the Knowing Arena	Socio-emotional Engagement
•Q7	Creative energy Imaginist (T7) guided by Rationalist (T1)	... to direct motivation	... motivated participation	... of a	... of motivated achievement	n/k	n/k
•Q6	Management energy Structuralist (T6) guided by Imaginist (T7)	... to exercise authority	... personal influence	... of an	... of accountable authority	n/k	n/k
•Q5	Project energy Systemicist (T5) guided by Structurallist (T6)	... to depict development	... management of change	... of an	... of articulate leadership	n/k	n/k
•Q4	Social energy Dialectic (T4) guided by Systemicist (T5)	... to handle disputes	... resolution of disputes	... of a view	... of genuine compromise	n/k	n/k
•Q3	Practical energy Opportunist (T3) guided by Dialectic (T4)	... to force change	... pressure for change	... of a	... of post-crisis viability	n/k	n/k
•Q2	Solutions energy Empiricism (T2) guided by Opportunist (T3)	... to identify a problem	... problem assessment	... of a	... of specific improvement	n/k	n/k
•Q1	Focused energy Rationalist (T1) guided by Empiricist (T2)	... to check activity	... goal delivery	... of an	... of operating effectiveness	n/k	n/k

Q1: Operating Effectiveness

Effectiveness is the primary requirement of any operation. This requires energy to be focused and directed so that the goal is delivered.

The problem is that practices and policies often become habits and go unquestioned even as circumstances change. Complacency sets in if processes are not questioned.

	Ways (t) to Check Activity TET	Modes/Stages (μ/Φ) in Strengthening Delivery Spiral	Hierarchy (L) for Operating Effectiveness Tree
7	Systematic Evaluation	Evaluative Review	Reviewing
6	Expert Views	Expert Stann	Expertise
5	Quantitative Targets	Quantitative Targets	Target-setting
4	Planning Guidelines	Planning Recommendations	Planning
3	Political Sensibility	Political Adaptation	Politics
2	Administrative Efficiency	Administrative Machinery	Administration
1	Operational Practices	Operational Practices	Practices

PH'1Q1t: Ways to Check Activity

Ways to check activity were developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

The ways were then considered in relation to an enterprise and plotted according to whether they have high or low focus on current operations (X-axis) and on worker engagement (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism. UR are complex and analytical, while the LL are simple and expedient; LR is about actions, while UL is about orientations.

The inner circle defines practical and rationalways to check.
The outer circle defines ideal and contestable ways to check.
The two circles fuse in operational practices which must be both practical and evidence-based i.e. "best" practice based in evidence is supposed to become convention.

The arrows indicate natural tendencies to gain confidence in processes in use i.e. those in operations look to best practices, administrators feel safer with given targets and numbers, political players appeal to experts with their theories and ideals, planners wish their guidelines to be based on systematic evaluations.

PH'1Q1C: Stages in Strengthening Delivery

In this framework, the ways to check activity, having been plotted, are then viewed as modes of goal-engagement.

These modes comprise distinctive sets of principles and values for fitting goals and activities to enterprise realities and ensuring the group engages with these.

Delivery assumes conventional operational practices (μ1), which need to be adapted to ever-changing enterprise conditions.

Cycle-1 modes progressively ensure such adaptation, initially by proper administration (μ2), then by political checks(μ3), and finally by ensuring progress is consistent with planning guidelines (μ4).

In Cycle-2, the last three modes improve certainty and confidence: initially via precisely specified targets (μ5), then by accordance with expert inputs (μ6) and finally via evaluative review (μ7).

Enterprise effectiveness demands a progression from engagement based on convention and aspirations to one based on knowledge and evidence

Drivers for the evolutionary progression through these modes appear to be: (a) pressures for results, (b) group aspirations, (c) needs for enterprise coherence, and (d) undesirable consequences of previous Stages pushed to extremes.

PH'1Q1HK: Determinants of Operational Effectiveness

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of operational effectiveness.

The dynamic duality to be applied is personal/individual v social/organizational.

The internal duality revealed is potentials/expectations v goals/standards.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then performance based on the Q1 position, and finally autonomy (from Rationalist-PH'1L1 deciding) and certainty (from Empiricist-PH'1L2 deciding).

PH'1Q1sH: Not investigated: Name Unknown

PH'1Q1sHK: Not investigated: Name Unknown

Q2: Specific Improvement

Improvement to the status quo is a desirable requirement of any course of action. This requires energy to be directed towards solutions to specific problems that are impeding achievement.

Commonly problems go unnoticed or worked around rather than being directly addressed. The enterprise then needs to be jolted out of its complacency.

	Ways (t) to Identify a Problem TET	Modes/Stages (μ/Φ) in Strengthening Problem Assessment Spiral	Hierarchy (L) for Specific Improvement Tree
7	Current Predictions	System Predictions	Prediction
6	Cooperation Tensions	Cooperative Efforts	Cooperation
5	Operational Dysfunction	Operational Functioning	Operations
4	Retrospective Evaluation	Retrospective Evaluation	Evaluation
3	Systematic Investigation	Systematic Investigation	Investigation
2	Expert Appraisal	Expert Appraisal	Expertise
1	Targeted Monitoring	Routine Monitoring	Monitoring

Note: Differences between Ways and Modes have not been clarified.

PH'1Q2t: Ways to Identify Problems

Ways to identify problemswere developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

TET Analysis: The ways were then considered in relation to an enterprise and plotted according to whether they are high or low in regard to concern for problem resolution (X-axis) and in their dependence on openness (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism.

» UR proposes problems, while LL presents problems;
» LR directly reveals problems, while UL is about exposing problems.

The inner circle contains direct focusedways to identify problems.
The outer circle contains indirect implicit ways to identify problems.
The two circles fuse in targeted monitoringwhich can offer both a focus and indirect evidence.

The arrows indicate natural preferences for forestalling problems i.e. targeted monitoring looks to be more anticipatory, experts look to operational efficiency, evaluators expect predictions to offer guidance; investigations call for better team work.

PH'1Q2C: Stages in Strengthening Assessment of Problems

In this framework, the ways to identify problems, having been plotted, are then viewed as modes of problem awareness.

These modes comprise distinctive principles and values for developing conviction about a problem, its solvability and appropriate handling. Together they spell out what is required for an enterprise to avoid failure and continually improve.

Handling problems starts with their identification through regular monitoring (μ1) that is targeted sensibly. Even so, this data can be confusing and is liable to misinterpretation.

Cycle-1 modes define progressively more sophisticated way to respond to findings from monitoring (μ1): initially by drawing on expertise (μ2) to understand the blip, then by investigation (μ3) to clarify the situation, and finally by evaluating (μ4) to determine significance.

In Cycle-2, the final three modes progressively address a situation that is deemed significant, initially by altering operational functioning (μ5), then by ensuring team-work and cooperation (μ6), and finally by predicting (μ7) future performance.

In this way, monitoring (μ1) moves from being selective, to expanding its coverage and finally to being anticipatory.

Drivers for the evolutionary progression through these modes appear to be: (a) external pressures, (b) personal aspirations, (c) internal and external changes, and (d) undesirable consequences of previous Stages pushed to extremes.

PH'1Q2HK:  Determinants of Specific Improvement

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of specific improvement.

The dynamic duality to be applied is the usual personal/individual v social/organizational.

The internal duality is suggested as feedback from status quo v expectations of adjustments. Feedback facilitates improvement, and expectations foster improvement.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then certainty based on the Q2 position, and finally certainty (from Empiricist-PH'1L2deciding) and performance again (from Opportunist-PH'1L3deciding).

PH'1Q2sH: Not investigated: Name Unknown

PH'1Q2sHK: Not investigated: Name Unknown

Q3: Post-Crisis Viability

Viabilityis the primary requirement of any enterprise. If there is a crisis, then all energies must be focused and used in a practical fashion.

When things are going wrong, time is at a premium, complacency is intolerable and prompt action is essential.

	Ways (t) to Force Change TET	Modes/Stages (μ/Φ) in Strengthening Change Momentum Spiral	Hierarchy (L) for Post-Crisis Viability Tree
7	Resolve Controversy	Controversy Resolution	Alternatives
6	Offer Incentives	Compelling Incentives	Incentives
5	Demand Adaptation	Unavoidable Adaptation	Adaptation
4	Exert Authority	Indisputable Authority	Knowing
3	Allow Confrontation	Direct Confrontation	Thinking
2	Re-organise Systems	Targeted Re-organizing	Organising
1	Make Interventions	Rapid Intervention	Intervening

PH'1Q3t: Ways to Force Change

Ways to force changewere developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

TET Analysis: The ways considered in relation to an enterprise can be plotted according to whether they are high or low in regard to resolution of the immediate crisis (X-axis) and in their activation of participants (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism.

» UR assumes availability of power, while LL assumes natural compliance;
» LR is task-centred, while UL is participant-centred.

The inner circle contains direct ways to get handling of the threat.
The outer circle contains indirect ways to get handling of the threat.
The two circles fuse in interventionswhich can be both direct and indirect.

The arrows indicate natural preferences for getting assistance i.e. confrontation is assisted by incentives, applying authority is assisted by enabling resolution of controversies, re-organising is assisted if adaptation is unavoidable, and intervening in situations is assisted by the presence of a consensus.

PH'1Q3C: Stages in Strengthening Change Momentum

In this framework, the ways to force change, having been plotted, are viewed as modes of engaging with the crisis.

These modes comprise distinctive principles and values for determining and agreeing actions, targets and deadlines that will lead to timely and necessary change. Together they spell out what is required to produce change essential for the enterprise to remain viable given the current threat.

Pressures for change are generated by an untoward or unwanted situation which staff resist handling, leading to rapid intervention (μ1) being called for.

Cycle-1 modes define progressively more sophisticated way to deal with apathy, habit or self-interest so as to enable suitable responses (μ1): initially by re-organising (μ2) work efforts, then by confronting (μ3) those standing in the way, and finally by exercising available authority (μ4) .

In Cycle-2, the final three modes progressively enhance willingness and commitment, initially by adapting (μ5)to realities, then by providing incentives(μ6), and finally by removing controversies (μ7).

In this way, intervening (μ1) moves from being situation-driven, through being target-drivenand finally to being consensus-driven.

Drivers for the evolutionary progression through these modes appear to be: (a) degree of urgency of the crisis , (b) time and resource demands, (c) amount of resistance, and (d) limitations of previous Stages pushed to extremes.

PH'1Q3HK: Determinants of Post-Crisis Viability

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of post-crisis viability.

The dynamic duality to be applied is the usual personal/individual v social/organizational.

The internal duality is suggested as activation urgency v necessary cooperation. Necessity facilitates a change, and intervention generates the change.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then acceptability based on the Q3 position, and finally performance (from Opportunist-PH'1L3deciding) and understanding (from Dialectic-PH'1L4deciding).

PH'1Q3sH: Not investigated: Name Unknown

PH'1Q3sHK: Not investigated: Name Unknown

Q4: Genuine Compromise

Any genuine compromiseresults in all parts of an organisation or all groups in an enterprise cohering and working together harmoniously. This requires energy to deal with values and interests and get directed into social channels.

Natural disagreements can all too easily escalate into disputes that dissipate energies, and even seem to be irresolvable. The situation needs to be questioned and addressed to produce the necessary compromise.

	Ways to Handle Disputes TET	Modes/Stages (μ/Φ) in Strengthening Resolution of Disputes Spiral	Hierarchy (L) for Genuine Compromise Tree
7	Reveal Consent	Workable Consent	Consent
6	Analyse Positions	Re-defined Positions	Positions
5	Model Integration	Managed Integration	Integrating
4	Uphold Arbitration	Impartial Arbitration	Arbitrating
3	Facilitate Debates	Structured Debates	Debating
2	Enter Negotiations	Direct Negotiations	Negotiating
1	Try Mediation	Third-Party Mediation	Mediating

Note: Differences between Ways and Modes have not been clarified.

PH'1Q4t: Ways to Handle Disputes

Ways to handle disputeswere developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

TET Analysis: The ways considered in relation to an enterprise can be plotted according to whether they are high or low in regard to reduction of the conflict (X-axis) and in their acceptance of the interests of all (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism.

» UR provides a resolution, while LL searches for a resolution;
» LR is informal-adaptive, while UL is structured-organised.

The inner circle contains protagonist-centred ways.
The outer circle contains whole enterprise-centred ways.
The two circles fuse in mediationwhich can focus both on protagonists' needs and the enterprise's need for cohesion.

The arrows indicate natural preferences for gaining assent to a resolution i.e. negotiation is assisted by aligning with an integration of the compromise, public debates between representatives are assisted by analyses of positions, arbitration is assisted by the presence of consent, and mediation based on mutuality is assisted if it leads to cohesion.

PH'1Q4C: Stages in Strengthening Resolution of Disputes

In this framework, the ways to handle disputes, having been plotted, are viewed as modes of reaching a compromise.

These modes comprise distinctive principles and values for reconciling interests, formulating compromises and ensuring adherence to any resolution. Together they spell out what is required for disputants to reach an accommodation and therefore for the enterprise as a whole to maintain social cohesion.

Reaching a compromise starts by using third-party mediation (μ1) to modify group positions. However, significant differences can make this difficult.

Cycle-1 modes define progressively more sophisticated way to overcome differences that impair resolution: initially by enabling direct negotiations (μ2)to arguegroup positions, then by public debates (μ3) to exposepositions, and finally by agreement to use an impartial arbiter (μ4) who judges the positions.

In Cycle-2, the final three modes progressively strengthen adherence to whatever resolution emerges: initially by managing a synthesis (μ5)to integrate the resolution into the work flow, then by ensuring that all side re-define their positions (μ6) to check the resolution, and finally by demonstrations of workable consent (μ7) that confirms the resolution.

In this way, mediation (μ1) moves from being mutuality-oriented, through being resolution-orientedand finally to being cohesion-oriented.

Drivers for the evolutionary progression through these modes appear to be: (a) disruption caused by the dispute, (b) socio-emotional intensity of the conflict, (c) impact on morale, and (d) limitation of previous Stages.

PH'1Q4HK: Determinants of Genuine Compromise

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of genuine compromise.

The dynamic duality to be applied is the usual personal/individual v social/enterprise.

The internal duality is suggested as adaptation/accord v agreement/confirmation.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then well-being based on the Q4 position, and finally understanding (from Dialectic-PH'1L4deciding) and acceptability (from Systemicist-PH'1L5deciding).

PH'1Q4sH: Not investigated: Name Unknown

PH'1Q4sHK: Not investigated: Name Unknown

Q5: Explicit Leadership

When work is stagnating, the cause can often be traced to a lack of leadership. The leadership role may have been assigned, but leadership needs to be manifest in practice, not just on paper. Articulate leadership emerges when someone grips a stagnating project or enterprise and starts to talking to those involved about how to develop it.

	Ways (t) to Depict Development TET	Modes/Stages (μ/Φ) in Strengthening Change Management Spiral	Hierarchy (L) for Articulate Leadership Tree
7	Bring in Specialists	Specialist Input	Specialist
6	Seek Consensus	Consensual Adoption	Consensus
5	Engage Management	Management Priorities	Management
4	Plan Strategically	Strategic Planning	Strategizing
3	Involve Participants	Participant Perspectives	Participating
2	Understand Analytically	In-depth Analyses	Analysing
1	Produce Models	Holistic Models	Modelling

PH'1Q5t: Ways to Depict Development

Ways to depict developmentwere developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

TET Analysis: The ways considered in relation to an enterprise can be plotted according to whether they are high or low in regard to a concern for balance (X-axis) and in their need for cooperation (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism.

» UR are dynamic and future-oriented, while LL are focused on control and the status quo;
» LR is impersonal and methodical, while UL highlights needs and interests.

The inner circle contains reflective ways.
The outer circle contains action-oriented ways.
The two circles fuse in modelling which must be both reflective and action-oriented.

The arrows indicate natural preferences for confirming a design i.e. analyses are influenced by management practicalities, participant involvementis affected by the search for consensus, strategic planningis assisted by specialist input, and modellingbased on evolution is assisted by the use of simulations.

PH'1Q5C: Stages in Strengthening Management of Change

In this framework, the ways to depict development, having been plotted, are viewed as modes of intervening.

These modes comprise distinctive principles and values for intervening in a way that gets cooperation and progress. Together they spell out what is required for participants to accept and contribute to major change, and therefore for the enterprise to develop in a safe and balanced fashion.

Modelling starts by representing the current evolution (μ1) which seems to demand intervention, but inherent complexity and potential social resistance makes this difficult.

Cycle-1 modes define progressively more sophisticated way to handle natural opposition: initially by enabling in-depth analyses (μ2)to penetrate the complexity, then by obtaining participant perspectives (μ3) to learnmore, and finally by strategic planning (μ4) that envisions a potential better state in the future.

In Cycle-2, the final three modes progressively strengthen adherence to the proposed scenario: initially by checking management priorities (μ5) to confirm feasibility, then by checking consensual adoption (μ6) to get buy-in, and finally by obtaining specialist input (μ7) to refine details.

In this way, modelling (μ1) moves from being evolution based, through being scenario-basedand finally to being simulation-based.

Drivers for the evolutionary progression through these modes appear to be: (a) sense that change is needed, (b) aspiration of the leadership, (c) pressures for comprehension, and (d) limitation of previous Stages.

PH'1Q5HK: Determinants of Articulate Leadership

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of articulate leadership.

The dynamic duality to be applied is the usual personal/individual v social/enterprise.

The internal duality is suggested as design of a future /perceptions v resistance/implementation.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then understanding based on the Q5 position, and finally acceptability (from Systemicist-PH'1L5deciding) and selflessness (from Structuralist-PH'1L5deciding).

PH'1Q5sH: Not investigated: Name Unknown

PH'1Q5sHK: Not investigated: Name Unknown

Q6: Accountable Authority

Authorityis the social mechanism that enables you to move others to do what is required. Influencing others requires energy to be deliberately directed to that end. Because authority should only be used for a legitimate purpose and leads to resource expenditure, you are accountable for its use.

While people are sensitive to any exertion of power, the appropriate use of authority is an expectation of employment. See the analysis of varieties of authority. Here we consider how authority alternatives related to each other.

	Ways (t) to Exercise Authority TET	Modes/Stages (μ/Φ) to Strengthen Required Influence Spiral	Hierarchy (L) for Accountable Authority Tree
7	Influence via Mentoring	Personal Mentoring	Mentoring
6	Offer Training	Training & Counselling	Training
5	Provide Facilitation	Event Facilitation	Facilitation
4	Show Leadership	Natural Leadership	Leadership
3	Demand Standards	Disciplinary Professionalism	Professionalism
2	Organise Coordination	Project Coordination	Coordination
1	Assert Status	Managerial Status	Status

PH'1Q6t: Ways to Exercise Authority

Ways to exercise authoritywere developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

TET Analysis: The ways considered in relation to an enterprise can be plotted according to whether they are high or low in regard to expectations of spontaneous responsiveness (X-axis) and in the willingness of others to submit (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism.

» UR accepts inequality, while LL are egalitarian;
» LR is a general/comprehensive power, while UL are specialized and specific

The inner circle contains direct, even forceful, ways to exercise authority.
The outer circle contains indirect and largely persuasive ways to exercise authority.
The circles fuse in asserting statuswhich is both forceful and persuasive.

The arrows indicate natural preferences to overcome resistance i.e. coordinators provide or organise facilitation, disciplinary superiors propose more training, leaders, concerned for followers, suggest mentoring, and managers recognize that any assigned status depends on personal capability.

PH'1Q6C: Stages in Strengthening Influence at Work

In this framework, the ways to exercise authority, having been plotted, are then viewed as modes of boosting influence.

These modes comprise distinctive principles and values for discharging responsibility, achieving through others and progressing a project. Together they spell out what is required for individuals to perform at their best and for any enterprise to thrive.

Influence starts with an assertion of managerial status (μ1) and relevant duties intrinsic to a particular post. However, posts compartmentalize work.

Cycle-1 modes progressively overcome compartmentalization and increase a person's sphere of influence: initially by enabling staff at any managerial level to be instructed using coordinative techniques (μ2) , then by applying professionalism that goes with a discipline (μ3) , and finally by showing leadership (μ4) to get results via a team.

In Cycle-2, the final three modes progressively address team performance and acceptance of new responsibilities, initially by improving interactions through facilitation (μ5), then by remedying gaps in performance through training (μ6), and finally by becoming self-aware through mentoring (μ7).

In this way, managerial authority (μ1) moves from being post-based, to becoming team-based and finally to reflecting authentic capability.

Drivers for the evolutionary progression through these modes appear to be: (a) pressures for performance, (b) inherent capabilities and aspirations, (c)  need to resolve weaknesses and gaps, and (d) undesirable consequences of previous Stages pushed to extremes.

PH'1Q6HK: Determinants of Accountable Authority

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of accountable authority.

The dynamic duality to be applied is the usual personal/individual v social/organizational.

The internal duality is suggested as performance/control v capability/development.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then autonomy based on the Q6 position, and finally selflessness (from Structuralist-PH'1L6deciding) and well-being (from Imaginist-PH'1L7deciding).

PH'1Q6sH: Not investigated: Name Unknown

PH'1Q6sHK: Not investigated: Name Unknown

Q7: Motivated Achievement

When viewing achievement as a result of personal effort, the degree and quality of motivation plays a central role. When things are stagnating, it is very possible that those involved are insufficiently motivated.

	Ways (t) to Direct Motivation TET	Modes/Stages (μ/Φ) in Strengthening Optimal Participation Spiral	Hierarchy (L) for Motivated Achievement Tree
7	Respond to the Environment	Evolving Environment	Environmental
6	Develop Collegiality	In-group Collegiality	Collegial
5	Find Your Vocation	Specialist Vocation	Vocational
4	Develop Aspirations	Career Aspirations	Aspirational
3	Seek Counsel	Diverse Counsel	Counselling
2	Extend Education	Additional Education	Educational
1	Use Reflection	Personal Reflection	Reflective

PH'1Q7t: Ways to Develop Motivation

Ways to direct motivationwere developed from the application of styles to the Decision Typology (PH'1). The ways are distinctively different as evidenced in the matrix below.

TET Analysis: The ways considered in relation to an enterprise can be plotted according to whether they are high or low on their focus on the needs of the enterprise (X-axis) and on their focus on the needs of the Self (Y-axis).

As usual, the ways fall into four quadrants. Approaches in diametrically opposite quadrants engender a degree of antagonism.

» UR are socially-oriented, while LL are personally-oriented;
» LR is focused on a current state, while UL are receptive to the new.

The inner circle contains self-controlled ways to get motivated.
The outer circle contains externally-dependent ways to get motivated.
The circles fuse in reflectionwhich can be both self-controlled and dependent on external input.

The arrows indicate natural preferences for development of any emergent motivation i.e. education is supported if based in a vocation, counsellingcan be strengthened by collegiality, aspirations are most valuable if they respond to the environment, and reflection drawing on the self is boosted if it draws on personal growth in relation to enterprise needs.

PH'1Q7C: Stages in Strengthening Commitment

In this framework, the ways to direct motivation, having been plotted, are then viewed as modes of participation.

These modes comprise distinctive principles and values for judging situations and people, pursuing aspirations and a career. Together they spell out what is required for motivation to contribute to participation at work.

Any commitment starts with personal reflection (μ1) that is self-based and so over-dependent on past experience, intrinsic biases and irrelevant self-interest.

Cycle-1 modes progressively overcome these limitations: initially by gaining additional education (μ2) , then by obtaining counsel (μ3) from diverse sources, and finally by developing career aspirations (μ4).

In Cycle-2, the final three modes progressively enhance the ability to address work challenges, initially by choice of a vocation (μ5), then by collegial participation (μ6), and finally by adapting to the milieu (μ7).

In this way, personal reflection (μ1) moves from being self-oriented, to becoming work-oriented and finally to being growth-oriented.

Drivers for the evolutionary progression through these modes appear to be: (a) external pressures for commitment, (b) personal aspirations for contributing, (c)  need to resolve weaknesses and gaps, and (d) undesirable consequences of previous Stages pushed to extremes.

PH'1Q7HK: Determinants of a Motivated Achievement

As usual, a Tree can be created from the essence of each of the 7 modes and this provides for dynamics between the determinants of motivated achievement.

The dynamic duality to be applied is the usual personal/individual v social/organizational.

The internal duality is suggested as Involvement/comfort v direction/participation.

The psychosocial pressures are performance as the underpinning force derived from the Action-RL1 and not shown in the diagram, and then selflessness based on the Q7 position, and finally well-being (from Imaginist-PH'1L7deciding) and autonomy (from Rationalist-PH'1L1deciding).

 

Comparing Internals of PH'1Q Arenas of Achieving

Download a pdf Table listing the 7 types/modes/levels to enable easier comparisons across the 7 PH'1Q Arenas.

Download pdf file of Table below comparing many internals of the structures.

 

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Logic for Naming

As explained in the Architecture Room, naming of whole frameworks, especially Trees, has been a challenge. The solution for the main framework Trees followed discovery of a logic that could be systematically applied.

In these Q-Arenas, there serious difficulties were also encountered in naming the TET, Spiral and Tree. While, the precise logic determined for PH'2Q Arenas did not appear to apply, a similar relation to the Root Levels has perhaps been identified.

In regard to Trees, a pattern appeared to emerge as follows: the Tree name has two words with the first adjective word taken from the Root Level Domain associated with the Q•, and the second noun word taken from the fundamentals of the next lower Root Level Domain.

Applying this speculative proposal suggests :

Q1HK: Operating Effectiveness i.e. RL1 because 'operating' is an activity +RL7 because 'effectiveness' is the Primal Need.

Q2HK: Specific Improvement i.e. RL2 because 'specificity' implies inquiry + RL1 because 'improvement' refers to some action or achievement.

Q3HK: Post-Crisis Viability i.e. RL3 because 'post-crisis' refers to a change + RL2 because 'viability' is an assessment.

Q4HK: Genuine Compromisei.e. RL4 because 'genuineness' is experienced + RL3 because 'compromise' implies a change.

Q5HK: Articulate Leadership i.e. RL5 because being 'articulate' is about communicating clearly, precisely and relevantly + RL4 because 'leadership' will be felt by the individual leading and experienced by followers.

Q6HK: Accountable Authority i.e. RL6 because 'accountability' is about serving purposes and values + RL5 because 'authority' is dispensed via communication.

Q7HK: Motivated Achievement i.e. RL7 because 'motivation' is a main contributor to willingness + RL6 because 'achievement' is the Primal Need.

 

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Plotting all Arenas

These are the diagrams whose logic is explained in the Architecture Room.

Arenas of Achieving, that are the bases for developing momentum in a stagnating project, are plotted and fall into four quadrants according to whether they are high or low in handling the unexpected (X-axis) and on stabilizing the project and its participants (Y-Axis).

This diagram appears valid insofar as typical TET features are to be found.

• The inner circle contains Arenas where momentum maintains the project in a practical way, while the outer circle contains Arenas where momentum maintains the project psychosocially. The two circles fuse in Authoritywhich can do both.
• Arenas in diametrically opposite quadrants have a degree of antagonism:  UR Arenas are concerned with the project as a whole, while LL Arenas deal with more specific issues; UL Arenas are impersonal, while the LR Arena is highly personal.
• The arrows show interactional support: motivation supports improvement, compromise supports effectiveness; leadership supports viability; and finally informal and formal authority support each other.

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The full significance of the Tree shown below has not been determined. What it possibly shows is that Genuine Compromise lies at the heart of any enterprise and possible of particular significance in the recovery of any project in difficulties.

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Originally posted: 12-Jan-2024.