Reversal of Oscillation in Purpose-PH6

To my surprise, I have not captured what the oscillation here is about even though it definitely determines the presence of conflict or consensus within groups. The oscillation seems to be related to social interaction, social order or personal direction.

Can all relevant constructive values and goals be accepted and included? Or does social reality makes it necessary to reject or exclude otherwise desirable purposes or values? Inclusive levels invite consensus and their effect is to integrate people. Exclusive levels increase conflict and their effect is to divide people. Within a person, the issue of conflict also applies and that can interfere with effectively holding values and setting purposes.

This polarization is captured here as:
integrative (ODD) v divisive (EVEN).

Note on the Investigation

This framework is long-established and well-understood. From the outset, the common observation of divisiveness in setting priorities (L3) had caused disquiet. At the time, I expediently put it down to a human failure to function requisitely: something that is common enough. So this present analysis provided a welcome relief.

Tactical Objectives-L1

Tactical objectives-L1 are naturally integrative for groups because they are the means by which any agreed outcome is pursued. Any relevant and constructive tactic is naturally included (in principle), and everyone involved will be supportive.

However: If you want to perform inappropriate tasks that are extraneous or irrelevant to the pre-determined or group-agreed outcome, then you will be acting divisively. You must choose to do so on your own even if it is to benefit the group. Alternatively, you will be viewed as divisive if you decide to exclude a relevant tactical objective for personal reasons.

Example:

If you go shopping explicitly to purchase a new washing machine, but while in the department store you see a special deal for linen, then you may choose to. visit that section while you are there.

Conversion: A divisive tactical objective becomes a choice-L6 that is in the realm of Action-PH1.

Strategic Objectives-L1

Strategic objectives-L2 are naturally divisive and because they demand choosing just one outcome for full commitment in situations where certainty that it is optimal is not possible. Disagreements about both feasibility and desirability lead some to a different conclusion. Once the outcome is set, alternatives must be excluded as distracting.

However: An outcome that is extraneous or irrelevant may be included even if, on the surface, it seems unsatisfactory. To enable progress, you (and others if a group involved) must become persuaded to think and feel intensely positive about such a choice. So the outcome becomes integrative.

Example:

As part of house maintenance, your strategic objective is redecoration of the ground floor in the summer. However, your spouse may suddenly decide to use the disruption to add on a conservatory. This is not an outcome that is intrinsic to redecoration, and you object. The conservatory can only be included if you can be won over and come to identify with your spouse's view of the benefits.

Conversion: Pursuit of a strategic objective that is integrative reveals an identification-L6, which lies in the realm of Experience-PH4.

Internal Priorities-L3

Internal priorities-L3 are naturally inclusive because all relevant constructive actions and values within a project or enterprise (i.e. involving all insiders) are important by definition. Internal priorities are about integrating the group around the differential emphases and resource allocations to be applied.

However: If valid values are forcibly excluded, or if socially divisive values lying outside the mission are forcibly pursued, then resources will be improperly allocated. Arguing for such goals only occurs when someone is driven by a particular value system that they hold and bring into play.

Example:

A neighborhood group has a small budget and many priorities for improving the area and helping local families in need. Someone starts insisting that money should be allocated to relieve genocide in central Africa or to promote nuclear disarmament. The urgency and emphasis in such cases relate to a religious or ideological position, not to the mission of the group.

Unions sometimes take up causes on behalf of their members, and they then negotiate with management to allocate money to issues and initiatives based on those beliefs. At other times, an anti-capitalist or anti-employer ideology may lead to a refusal to do certain jobs, or block work in a particular plant so disrupting resource use.

Conversion: Setting a divisive priority remains in the realm of Purpose-PH6, but it is now an expression of ideology i.e. a value system-L6.

Principal Objects-L4

Principal objects-L4 are naturally divisive because they define the identity of an association or a project and generate insiders-members and outsiders or non-participants. The objects provide stability and continuity. determine competencies and resource needs. So synergistic aims are sought and incompatible aims must be rejected.

However: If inconsistent or conflicting aims are forcibly included or large numbers of members with these aims are integrated, then this leads to a shift in identity of the entity. Such a shift impacts on relevant interests, competencies and resource needs and generates resistance. There must be full participation if the shift is to occur.

Example:

A small farm may raise a range of animals (e.g. pigs, cows, sheep, goats, hens, geese, ducks) and also grow vegetables and fruit. If however, times get hard, the owner-manager may consider opening the farm to tourists and offering education-entertainment for children. However, this aim has no connection to the original love of farming. The owner must nevertheless get fully involved and also get active participation from his family and existing or new employees on whom success depends.

Conversion: Integration of a discordant principal object demands willingness-PH7, and specifically participation-L6.

Social Values-L5

Social values-L5 are naturally integrative because they embody the needs of individuals and bring communities together. Within the communal net of values, members vary according to which is most important for them. Introduction of new ideas that are not widely perceived as personal needs is difficult.

However: New needs (often based on new ideas) are liable to be divisive but may be tentatively proposed. Ideally they should be tested via polls, pilots or limited trials, but in any case a judgement will have to be made.

Example:

There may be a disagreement about whether sports centres need to have facilities catering for a wide range of disabilities. The need calls for a judgement as to the worth of the proposed facilities, and this may be assisted by appropriate investigations.

Conversion: A relevant but disputed and divisive social value generates judgements-L6, which are part of Inquiry-PH2.

Value Systems-L6

Value systems-L6 are naturally divisive because they create believers and non-believers and are the basis of tribalism. Value systems exist as ideas, paradigms, doctrines or theories that make fields understandable. Within a field, or amongst tribes, incompatible assumptions and disparate conventions engender conflict, even hostility.

However: Members of tribal groups can be pressured to integrate beliefs and assumptions from alien value systems, and sometimes their adherents. They are aware that when that happens, they will see and describe reality differently, and the group will be end up changing.

Example:

After many electoral defeats, the UK Labour Party in the 1990's started to consider and accept ideas related to free enterprise, competition and markets. As a result it changed and saw its future role in government in a new way.

The permeation of western culture into conservative arab societies is resisted by those in power. However, extensive internet, cheap communications, and growth in tourism and international travel lead to members of those societies changing the way they see themselves and their culture.

The materialist ideology within modern science leads to a rejection of evidence from parapsychological experimental studies. Should assumptions of non-physical causation start to penetrate academe, scientific thinking would change and new models of reality would be developed.

Conversion: Alien divisive beliefs become an issue of representing-L6 reality, and this lies within the realm of Change-PH3.

Ultimate Values-L7

Ultimate values-L7 are naturally inclusive and integrative because they seem to imply each other, and one cannot be sacrificed for the benefit of another. Things like beauty, truth, love, and strength are viewed as different aspects of goodness.

However: A particular ultimate value may be divisive because for various reasons it does not seem to fit in with a group's most prominent ultimate values. If the excluded value is forced in nevertheless, then its meaning is reviewed and adjusted.

Example:

Those who have a right-wing political outlook emphasize 'freedom' and 'fairness', but get uncomfortable in relation to 'equality'. If 'equality' must be addressed, then it is studied, re-articulated and incorporated as equality of opportunity or equality of responsibility. In cultures of control and conformity, where 'obedience' and 'submission' are valued, 'freedom' and 'strength' are similarly given special meanings.

Conversion: The uncongenical and divisive ultimate value develops a specific meaning-L6, and that lies within Communication-PH5.

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Summary of Reversals

L	Name	Oscillation	Conversion on Forcible Reversal
			New Element	Primary Hierarchy
7	Ultimate Value	Inclusive & Integrative	→ meaning-L6	in PH5-Communication
6	Value System	Exclusive & Divisive	→ representation-L6	in PH3-Change
5	Social Value	Inclusive & Integrative	→ judgement-L6	in PH2-Inquiry
4	Principal Object	Exclusive & Divisive	→ participation-L6	in PH7-Willingness
3	Internal Priority	Inclusive & Integrative	→ beliefs-L6	in PH6-Purpose
2	Strategic Objective	Exclusive & Divisive	→ identification-L6	in PH4-Experience
1	Tactical Objective	Inclusive & Integrative	→ decision-L6	in PH1-Action

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• Now consider Willingness-PH7 in the same way.

Last amended:  22-Jul-2013

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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 2009-2018. All Rights Reserved.

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