Other Interacting-for-Benefit Approaches

THEE's Framework

THEE identifies seven discrete and incompatible approaches to interacting-for-benefit as shown.

● Reality-centred ~R&T's Individualist
● Perspective-centred  
● Kinship-centred  
● Community-centred  
● Cause-centred ~R&T's Expert
● Power-centred ~R&T's Opportunist
● Market-centred  

ClosedExplore Further

Explore interacting for benefit for related topics:
► career development
► marketing — a comprehensive set of strategies
► motivating employees in a way that works for them
► cooperation for results
and more. These frameworks adjust the axis labels to provide a more precise fit for the application.

If you are technically minded, explore the frequency of seven levels/types by exploring The Hub and Architecture Room.

2x2 Table with the 7 ways to interact for benefit plotted.

Opposing Demands on Leaders

ClosedExplanation of the Diagram

As with decision-making, the interaction-for-benefit approaches can be plotted on the 2x2 Typology Essences Table (TET). In this case, the methods are plotted in relation to how much they are focused on: making a societal contribution — the X-axis; and how much focused on personal self-development — the Y-Axis.

Again, note that two very different sets of approaches are found on the two diagonals. The two opposite groups of method are about:

● ensuring our well being
● making us productive.

Life in general is tough, but being productive can be especially difficult. To cope with this, we all need to have a way to feel good. Leaders must bear disappointments and take responsibility for failures. So maintaining their own morale is important, sometimes the top priority.

 

 

 

Pairing Ways of Interacting-for-Benefit

Practical implications for behaviour using the plotting of ways to interact for benefit.

Pairing them reveals the usual preference for either the same degree of being productive (vertical lines) or of feeling good (horizontal lines). Some typical combinations are shown. See a fuller account here.

Leaders need to be attentive to the well-being (morale) of their group and to their productivity. Two categories of leader were identified by R&T:

■ the Cause-centred Leader: R&T's Expert;
■ the Power-centred Leader: R&T's Opportunist.

Both are in the left half of the TET i.e. low on making a contribution — but at least not extremely low. Given that R&T probably dealt with businesses, it is noteworthy that none of their leaders were described as Market-centred or Enterprise-focused. That surely tells you something.

Last Updated: 12-Jan-2012