This Tree guides you in reducing intra-group conflict so as to restore social harmony and sustain group cohesion following an explosion of hostilities.
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.
Note: The main Well-being level in this emergent framework appears to be read this part first.because performance of one or other of a variety of available options by a sub-group caused tensions to escalate. Use of a is the basis for actions enabling subsequent reconciliation. It may help to
Seek Guidance at KL7 by
Take Heart at KL4 by
Find Energy at KL2 by
Time Efforts is at KL1 by
There appears to be a move from principles down to practices. The two extreme Centres are oriented to the group's divisions: at the top (KL7) you accept all sub-groups, at the bottom (KL1) you make responses to each and all. The other two Centres are oriented to the group-as-a-whole: the upper (KL4) enables group adaptation, the lower (KL2) deals with ways to heal and re-unify.
In this central spine, the yourself v your situation duality is fused.
In these balanced Centres, whatever is relevant for you as the leader of the whole group has to be simultaneously relevant to sub-groups and the situation:
The three vertical Channels show a progression from doubt through to certainty:
KL7B ↔ KL4B: challenges whether you are ; and vice versa.
KL4B ↔ KL2B: Your energizes the that you use with the members; and vice versa.
KL2B ↔ KL1B: The relevant to the issues confirm the deployment of ; and vice versa.
express group affiliation because they depend on sharing an experience of functioning within an enduring group. The group is meaningful for its members and the symbols come to stand for the group. Their use is reassuring for members and serve as a basis for group well-being. By you respect the group and respect members. That does not imply agreement with the group's ideas or demands. It is rather a ceremonial respect that is the basis for civility, which in turn is necessary for working out any resolution and the restoration of harmony.
Unfortunately, in breakdowns of this sort, symbols may well evoke abhorrence and stimulate wishes to annihilate the other. This is commonly found in politicians. However, when it comes to, refusing to privilege your own sub-group or the group-as-a-whole is an expression of selflessness. So the role here is that of a diplomat who rises above automatic egotistic reaction through a professional selflessness. Respect and civility naturally reduce tensions in conflict situations and so contribute to well-being. Respect depends on is an expression of every group's right to an independent existence.
focuson , and demands that you require acceptance of the status quo ante . will also challenge.allows you to
involves an expectation of specific concessions from particular sub-groups and general concessions in relation to the group as a whole. These general concessions affect all sub-groups but not always equally or fairly. However, the crucial factor in is how you and others feel about them. Neither rationality nor justice are as relevant as what will reduce tensions and hostilities and be tolerated by all.
commits you to remain , and it gets support from . requires you to become realistic about the your group's , and it gets acceptance through your appreciation of . is boosted by your promotion of the : develops credibility, while is encouraging. challenges, and energizes your .
Useful energize your . They will also reaffirm those , and align with They must confirm the deployment of available .will
The leadership of any group has a variety of powers and resources at its disposal. So there are a range of responses available to be deployed at critical moments to deal with a sensitive issue or a difficult member or another group leader and increase the sense of well-being. Some of the performance possibilities at your disposal may be feared or hated, so refraining from using these may also send a reassuring signal.
Groups do not function in a logical way, because their members become dominated by emotions and beliefs. They therefore respond primarily to actions that prove their views have been taken into account and symbolizing that their values are being respected. See more about groups.
The various confirm the in play. They channel (and are channeled by) , and constrain (and are constrained by) .available to leaders can be used to
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.
reciprocity in dealings.is preoccupation for any group. At a time of turmoil, a stable background allows issues to be aired, difficulties to be discussed and compromises to be negotiated. From your perspective, you can contribute by providing for a constancy and dependability in negotiations. However, that is of little value unless there is a truce in place that allows for the viability of all groups involved. These two Centre conditions need to enable a
In order for satisfactory compromises to be developed and negotiated, it is necessary that you find a baseline position and keep it constant. This position will revolve around what your group wants. It will demonstrate both that you view compromising as necessary, and that your have a position which relevant for all concerned. Political constancy is comforting and calming for your members as well.
become committed to . It also strengthens your ; and it gives you confidence to focuson .ensures you
Whether the entity is a golf club, a firm or a professional association, it needs to continue functioning for its members, and sometimes for its continuing survival. So ais required, with intra-group hostilities under sufficient control to allow for viable operations. All sub-groups need to agree to a particular status quo within which negotiations can proceed and into which new arrangements can be introduced. Often the easiest stable position is the status quo ante i.e. before the blow-up that caused the tensions.
The required demand, encourage, and support your .must
Tensions blow up when group costs increase or group benefits decrease, so cost/benefit analyses are necessary to track well-being. So a group's leadership is expected to haveon its activities, resources, finances, member participation, and whatever else is relevant. These are yardsticks for tracking any changes that are proposed, instituted or emerge unexpectedly. are used as evidence, but the figures need understanding so that they can be from the group's perspective and in terms of its values. At the same time you need to how other groups (or their politicians) calculate matters.
As a political leader, you are expected to be aware of how your group is winning or losing in terms of costs and benefits of group membership. Your task is to explain your group's current balance as clearly as you can because you will be using this information to manage negotiations. At the extreme, your group might wish to become free-standing rather than endure certain inequities.
becomes realistic. It validates your , and strengthens the .helps to ensure
The distribution of rewards, benefits and social goods as well as the burdens, costs and social disadvantages are a primary concern for any political leadership. In politicized environments, the various sub-groups (or at least their political leaders) are all acutely sensitive to the balance. Issues of fairness often vie with desires for advantage or superiority. In any case, every change and every proposals is subjected to this calculus, and it must therefore be appreciated.
encourages your maintenance of while compromises are being worked out, helps in getting acceptance of your , and should justify insisting on the value of .
consideration. The emphasis has to be on because this maximizes survival and cohesion.are those ongoing activities that define the identity of an entity like a group, organization or project. They are a rationale for existence i.e. the raison d'etre. To be a member (insider) is to feel good about these defining aims (often called primary goals or the mission) and the well-being of membership applies to sub-groups as much as to the encompassing group. Members of sub-groups can be assumed to as well as their own—indeed they must do so if that group is to survive. So the effort here goes into , ensuring that every group takes all other groups (including the encompassing group) into
Thethat define the identity of each sub-group must be fully supported. You must ensure those members realize that there is no threat to their existence. Without this support from you, members are likely to leave en masse and set up their own organization.
This credibility for your readiness to , and validates the way you . Support should align with useful and necessary , and channel .of all groups provides
Any group value is determined on the basis of its principal objects, because those do not change. As the political leader of the group, you must insist on that value. If yours is a sub-group then splitting off is preferable to lack of support for your raison d'etre. If you are the leader of the encompassing group, then
Insisting on the encourages you to , and justifies your appreciation of the . It also reaffirms the appeal of relevant , and constrains how you deploy your group's of responses.
Further notes on this framework.
Previous updating: 24-Mar-2014. Last updated 24-Jan-2015.