Architecture Room > Emergent Hierarchies > 6: Asserting Your Expectations > Autonomy Centres

Autonomy via a Tree of PH-L6 Centres


This Tree guides you in asserting your expectations so as to design better arrangements and work for another following severe demoralization.

This account is not a full exploration of psychosocial issues. It's purpose is to demonstrate that THEE is a model whose exploration generates findings that did not go into its construction. The specific aim is to scientifically validate conjectures developed in relation to the reversal of the oscillating duality and the identification of Root Level pressures of presumed biological origin. See more here.

Approach to Exposition:Closed  The Tree emerged fully developed and so the usual logical methods of exposition are not appropriate. See more here.

Note: The main Autonomy level in this emergent framework appears to be KL5: Judgements because when work goes awry, fault is focused on judgements, and better arrangements require understanding via judgements based on mutually acknowledged values. It may help to read this part first.

The Tree Spine

Seek Guidance at KL7 by Respecting Meaning
Take Heart at KL4 by Feeling Good about Participating
Find Energy at KL2 by Relying on Identifications
Make It Happen is at KL1 by Activating Choices.

There appears to be a move from an abstract assertions about work down to a practical drive to be effective. The two extreme Centres seem externally-oriented: at the top (KL7) you accept expressed views about the work situation, at the bottom (KL1) you focus on your choices at work. The other two Centres seem internally oriented: the upper (KL4) requires your inner strength, the lower (KL2) insists on the sort of person that you see yourself to be.

In this central spine, the yourself v your situation duality is fused.

ClosedMore about the Balanced Centres & Vertical Channels in the Spine

In these balanced Centres, whatever is relevant for you has to be simultaneously fully relevant in the work situation generally.

The three vertical Channels show a progression from doubt through to certainty:

KL7B KL4BRespect for meanings-KL7B challenges whether you are genuinely willing to lead-KL4B; and vice versa.

KL4B KL2B: Your willingness to participate-KL4B energizes the identifications-KL2B that make the work suitable; and vice versa.

KL2B KL1B:  The identifications-KL2B relevant to the work confirm the choices-KL1B you activate; and vice versa.

KL7: Seek Guidance Autonomy via Selflessness

KL7B: Respect Meanings (PH5-L6)

Meaning is the intentional substance of all communication. It is also the way that we each construct our world and engage with others. The standard cry when work goes wrong is:  "What's the meaning of this?!" In a situation where you voluntarily agree to work for another and often with others, their autonomy in regard to how they see the world must be respected as well as yours. Especially when there are severe disagreements or dissatisfaction, each must respect the other's point of view i.e. the meanings attributed to things and events.

ClosedAutonomy and Selflessness

Respect for meaning focuses your picture of the problems-KL6Y, and demands that you require accounts from others-KL6S. Because you are taking the lead-KL4B of your own volition, meanings given to actions and events will commonly challenge you.

KL4: Take Heart Autonomy via Well-being

KL4B: Feel Good about Participating (PH7-L6)

Assuming no ill-will or foul play, when a work arrangement goes wrong it can only be because one party had inappropriate expectations or did not follow through on expectations. These expectations might relate to matters like the flow of tasks, frequency and style of reporting, the wishes and abilities of other parties, predictions about how events would unfold, or the use of resources like time and money. To design better arrangements, you must participate actively in addressing such issues.

ClosedLeading Autonomy and Well-Being

ClosedParticipation is Not Automatic

Participating commits you to a view of what is bad in the situation-KL6Y, and it gets support from accounts offered freely by others-KL6S. Participating requires you to become realistic through explaining your judgements-KL5Y, and is accepted when you appreciate alternative judgements-KL5S . It must promote needed beliefs and paradigms-KL3. Support for required cultural values and paradigms-KL3S develops your credibility; while insisting on your work principles-KL3Y incentivizes you. Participating powerfully energizes your identifications-KL2B, and may challenge meanings-KL7B given to events by others.

KL2: Find Energy  Autonomy via Certainty

KL2B: Rely on Identifications (PH4-L6)

Your identifications-KL2 power you forward dynamically and wholeheartedly in any situation. When at work, they become the basis of your inner certainty in discharging any agreement. When you work for another, you may rely on identifications beyond the particular task or role (if it is a post with a range of responsibilities). You may sooner or later identify with the larger project or the organization within which you work. Your skills and expertise are also based in a disciplinary or occupational identification that transcends this particular job or contract. When there are difficulties, your identifications are what you turn to in order to handle the situation.

These identifications must energize your willingness to lead-KL4B. They will also reaffirm your principles-KL3Y, and align your support for paradigms-KL3S required in the situation. They must confirm (and be confirmed by) work choices-KL1B.

KL1: Make It Happen  Autonomy via Performance

KL1B: Activate Choices (PH1-L6)

While you clarify and resolving bad arrangements, work must continue and that means a flow of authoritative choices-KL1. The most significant aspects of these are performance-related: deadlines and schedules to complete projects. You must therefore activate choices to demonstrate both that you are responsible and that the arrangements need improvement.

You should use choices to provide confirmation that your identifications-KL2B are sound. Choices channel (and are channeled by) beliefs and paradigms-KL3S, and constrain (and are constrained by) your principles-KL3Y.

The Bi-Polar Levels

The other three levels—KL6, KL5, KL3—have two Centres each: these must take heed of each other and connect to the Centres on the spine.

KL6: Establish Your Position Autonomy via Autonomy

KL6: Enable Representations (PH3-L6)

There are two clashing factors here: there is the work itself (usually fairly constant), and then there is the work context (usually dynamic and evolving). These interact and pose issues of representation. Everyone is entitled to autonomy in regard to determining the work-reality. You must impose your view of what is bad because that is the basis for any redesign. However, you must accept that your view is one of many. So long as others are allowed to speak freely, your account is not necessarily privileged. There should be some reciprocity between accounts of others and your personal view.

The core mechanism here is «keeping promises»: only a person with autonomy can make a genuine promise, and autonomy is needed to guarantee delivery of the promise. This is a matter of inner strength found as a component (RsH"G24) in the framework producing goodness. See more.
Note that this Centre contains the autonomy element (PH-L6) at the autonomy  level (KL6) in the Tree.

KL5: Clarify Your Effort Autonomy via Understanding

KL5: Clarify Judgement-(PH2-L6)

Working for another assumes that both parties have the autonomy and capacity to make authoritative judgements based on the understanding that each has. So when things are going wrong, judgements become the focus of criticism and interference. There may be accusations of incompetence, of dissembling, of inexperience, of soundness, or poor standards. Improving matters requires open explanations: on the one hand, your own judgements must be explained, and on the other hand you must seriously consider and appreciate alternative judgements that might have been made (and may even have been suggested or imposed). Your appreciation of alternatives should complement your explanations.

KL3: Why You Persevere Autonomy via Acceptability

KL3: Promote Value Systems (PH6-L6)

Value systems include doctrines, theories, cultural values, beliefs, paradigms, teachings, doctrines, philosophies: all ways in which we order the world so as to understand it, get direction and be effective. Each of us sees adherence as an issue of autonomy even if they develop via socialization. Value systems underpin personal identity and group/tribal loyalties. Their divisiveness creates difficulties. Because followers disagree fundamentally, and often violently, acceptability becomes the criterion for peaceful coexistence. In delivering on any contract, your performance is dependent on using paradigms and teachings that you have come to value. There are also the beliefs that determine your personal integrity. The situation, however, will certainly include other doctrines and have a cultural context. You cannot survive within it unless you at least tolerate these values. If matters have broken down, you should actively support beliefs required in the situation to affirm your loyalty and minimize hostility. However, required paradigms and your own beliefs must take each other into consideration.

Initially posted: 20-Sep-2013. Last updated: 24-Jan-2015.

All material here is in a draft form. There will be errors and omissions. Nothing should be copied or distributed without express permission. Thank you.Copyright © Warren Kinston 2009-2016. All Rights Reserved.

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