The Spiral emerges as a person strives to engage constructively in the workplace. In a natural way, a person discovers that there are markedly different sets of principles (Modes) needed to navigate their career journey.
The values, principles and warnings in each of the Modes accumulate, leading to ever-increasing sophistication as the career process matures. Nothing that has once been a necessary contribution ever loses its importance. Rather, awareness and capabilities developed in the later Stages refine and sharpen the values and strengths of earlier Stages.
The Modes are values (i.e. contextual by nature), rather than methods (i.e. contents/activities). That is why they can cumulate. They originate from the seven distinctive approaches to interacting-for-benefit, and are best appreciated as a whole by plotting on a TET. The TET provides the frame for determining the Spiral and understanding its implications in practice.
The process starts in Mode-1 : Stage-1 by Doing a Job Well. This is possible by applying —which remain the basis for earning a living, and the grounding for any business or management career.
There are then two Cycles each of which progressively increases the intensity:
Oscillating Duality: The transitions alternate between being externally (socially)-driven and being internally (psychologically)-driven, as explained in the Cycle review below.
► The transition from Stage-1 ► Stage-2
This move is primarily externally-driven by exploitation and office politics, which brings to the forefront the need to handle people.
In Stage-2, power-centred principles help you to work the system to your advantage.
► The transition from Stage-2 ► Stage-3
This move is primarily internally-driven by the desire for specialized, fulfilling work.
In Stage-3,help you to commit to a meaningful course.
► The transition from Stage-3 ► Stage-4
This move is primarily externally-driven by the pressure to produce satisfactory group results across internal boundaries.
In Stage-4, community-centred principles help you to generate organizational achievements.
► The transition from Stage-4 ► Mode-1 is a spontaneous move back to Modes and creates a viable focus on the organization as a whole.values that integrates all previous
► The transition from Stage-4 ► Stage-5
This move is primarily internally-driven by your desire for colleagues devoted to you and similarly intensely dedicated to organizational success.
In Stage-5, kinship-centred principles help you to create genuine loyalty to the organization via a Core group.
► The transition from Stage-5 ► Stage-6
This move is primarily externally-driven by persistent major problems, unexpected failures or serious competitive challenges.
In Stage-6,help you to identify with new and alien approaches.
► The transition from Stage-6 ► Stage-7
This move is primarily internally-driven by the desire to unite people around powerful social forces that can carry the organization to success.
In Stage-7, reality-centred principles help you to master the future.
► The transition from Stage-7 ► Mode-1 is a spontaneous move back to Modes. This creates a viable focus on the core enterprise that is the source of profits for the organization.values that integrates all previous
Time to review the different career challenges listed at the beginning; or
Originally posted: July 2009