Introduction: This Tree is emergent fromworking for another, and there is such discontent or confusion that you cannot continue unless you assert your expectations so as to design better arrangements.and contains all the elements. It comes into play when
values, ethics and politics. We experience our autonomy primarily in terms of our freedom to pursue goals of our choosing, and also in relation to realizing values and participating in politics. This autonomy, that is the basis of being creative, always functions within constraints. The most stressful constraints are usually social rather than physical or practical, and so they are matters of , often in the form of .- contains the principles governing
The most important use of your creativity-generating autonomy is in doing work, especially work that you love and have studied or been trained to do. So a potential challenge for your autonomy as a trained expert or professional occurs when you agree to work for another. You then become an agent, expected to put the other's goals ahead of your own, and use your creativity on their behalf. The other not only controls much of the work-context e.g. payment, conditions, systems, rules, physical environment—but also expects to exert authority over your working.
All context impacts on autonomy, and so arrangements are requisitely designed to maximize your autonomy. Due to inherent uncertainties and dynamic changes, you, any work colleagues, and the person overseeing your work need to monitor the context and ensure continuing suitability of arrangements. Inevitable occasional disruptions, disconnections, resentments, unfairness, complaints and dissatisfaction can typically be handled through discussions and adjustments.
However, you may come to believe that the arrangement is not working for you as it should. If it has become blatantly unjust, uncivil or exploitative, you will simply exit or resign. However, matters may become unsatisfactory because of misuse of powers (e.g. micro-management, poor communication, additional demands, context changes, creep in work demands) or for reasons obscure to you. Despite doing your best, you then become frustrated, confused or demoralized.
If matters have gone seriously awry and you do not wish stop that work, then you must seek to review the arrangements and redesign them to bolster your autonomy. This is only possible if you assert expectations in a way revealed by a framework comprised solely of PH-L6 elements, all of which require autonomy (as explained below).
With this autonomy, you can and must regard yourself as a true professional—possessed of requisite expertise and knowledge, responsible and ethical, and motivated to produce a high quality output. These are all issues of value.
Examples: Working for another is most common and problematic within organizations, large and small. However, the issues are relevant for any contract to work for another. If the interpersonal issues are more experiential-emotional than contractual-intentional, then a different framework applies.
More on Life's Necessity: Working for Another
Working for others is common in modern life because we have all become so specialized. It is part of professionalism, efficiency and our mutual inter-dependence. Some aspects of any work arrangement may be written into a contract or similar agreement, but many aspects are not covered.
Contracts should both enable and constrain autonomy, activating and releasing creative potential, while bringing self-interest under voluntary social control. Written contracts are designed to create a more definitive understanding but they do not cover all expectations in regard to creative effort and the exercise of authority. Arrangements should not be set in stone: a degree of flexibility is absolutely essential to deal with evolving circumstances.
The greatest freedom and trust exists in agency relationships; the least in manager-subordinate relationships.
In designing any work arrangement, the self-interest of both parties must be served. If it is not then, there is a form of servitude and coercion, or dishonesty and exploitation. Particular difficulties arise when there is a massive disparity in power between you and the person you work for. That is why troubles easily occur in contracting to be employed by a large organization.
It is hard to maintain autonomy when contextual factors impede you or the control of work is going wrong and you feel at the mercy of another. Confusion and intense irritation are not removed by compliant acceptance or closing your eyes. Without asserting autonomy, you can neither work creatively and effectively, and nor can you fix matters.
Investigations into the Root Projection to Primary Hierarchies suggested that PH-L6 elements (within their ) are constructed under a psychosocial pressure for autonomy (probably with a distinct neurophysiological underpinning).
The Tree framework constituted solely out of PH-L6 elements can therefore be expected to be dedicated to the provision of autonomy. Being a Root Tree, each level (KL•) will also retain its usual psychosocial pressures.
Note: The process here assumes that you adhere to and articulate values intrinsic to the work context, and that you believe will be acknowledged and shared i.e. there is a strong link to.
Consideration of the other psychosocial pressures reveals them to be unsatisfactory or insufficient as the principal general drive. Selflessness is definitely not the route to handling disruptions to your work. Understanding alone is insufficient because the problem does not lie in misunderstanding but in conflicting expecations and seeming misbehavior. Well-being is almost irrelevant: the issue is only whether work arrangements accord with your values. Acceptability does not seem primary because the goal is more demanding than just tolerance of conditions. Certainty is not what is missing or problematic. Performance is a factor as usual, but it is not critical to the issues here.
This list is taken directly from analysis of the Root Projection.
Summary Only: This is an abbreviated overview of the Tree with a focus on the the next topic. Understanding the various elements is assumed. For more details within the Architecture Room, review the relevant part of the Root Projection section.. A fuller account is provided in
The heart of the framework and the source of eventual resolution is at. The disarray can be only be put right if you actively and powerfully by raising serious issues that others are ignoring or tolerating. You know best what your work entails and what is required to do a professional job. You don't necessarily know about all the pressures or what is possible. However, by asserting values that you know are held in common and are being violated, you present yourself as a powerful participant. In order for your to be useful in the situation, it must be shaped by attention to the 8 Centres that feed into it.
Feeding into renewal of the agreement to work for another.from above are the 5 Centres that enable
If you are to challenge your willingness to .in the situation, you must discuss what is happening. That means grasping the relevant that others give to the performance of work, the use of authority and other situational factors. Each of us has different views and construes arrangements for work differently, so the assigned by others may be strange or unpalatable and
Design of better arrangements requires negotiations and this is based on how realities are . The two relevant realities are the «bad» situation at present (as you perceive it), and how others perceive matters. You must to become committed to . The may get you support.
What is specifically being brought into question are the become realistic about how willing you are to participate. However, by , you are accepted as a participant.that have been made about your work. In you
Feeding into recovery and the design of better arrangements so work can proceed.from below are the 3 Centres that enable
becomes credible. However, you must always and professional integrity, to have any incentive to .are inherent and powerful in any work situation. You must actively , cultural values, and other disciplinary values required in the work-place. If you do, your
Taking on work involves acceptance of roles which must come alive for you by your energizes and become the main reference point for handling yourself in work.with them. deal both with your own discipline and with the wider project, as well as specific roles. So they
Bypassing Renewal with Recovery. There are two levels essential for designing better arrangements effectively: your and the various in play. Your should validate your required in the situation, and your must justify your insistence on the merit and relevance of .to connect
Final Common Path: You have contracted to accept a responsibility for making authoritative confirm your personal .that serve another's interests. Activating that are valuable in the situation is the route to exerting your autonomy. They
See how the framework may be used (or misused).
Last amended: 20-Sep-2013.