Kernel Elements

Special Cells

Below is the Primary Hierarchies matrix of function-based names laid out as usual with L1 at the bottom and L7 at the top. The cells that are outlined are those elements whose necessary Root function is identical to the function of its own Primary Hierarchy i.e. the form of action dependent on action, the form of inquiry dependent on inquiry ... through to the form of willingness dependent on willingness.

These 7 cells would seem to be special because:

across Primary Hierarchies: they naturally engage with all other functions by definition, and do so with some sort of primacy that goes beyond conventional resonance.
within the Primary Hierarchy: they have a particular power, epitomizing the framework and possibly serving as the "anchoring" or "launching level" for that framework.

I propose to call these: «kernel» elements. The above propositions urgently need further elucidation, clarification and validation.

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PHs → Function ↓	PH1 Action	PH2 Inquiry	PH3 Change	PH4 Experience	PH5 Commun'n	PH6 Purpose	PH7 Willingness
Willingness -RL7	Allow Spontaneity	Channel Wonder	Envisage Transformation	Use Imagination	Sustain Openness	Activate Ultimate Values	Extend Trust	7's
Purpose -PH6	Determine Choices	Justify Judgements	Standardize Representations	Integrate Identifications	Assign Meanings	Adhere to Value Systems	Empower Participation	6's
Communic'n -PH5	Devise Interventions	Construct Relations	Structure Management	Develop Intuitions	Agree Names	Share Social Values	Tolerate Risks	5's
Experience -PH4	Deploy Responses	Accept Measurements	Maintain Stability	Embrace Ideas	Appreciate Symbols	Own Principal Objects	Welcome Compromises	4's
Change -PH3	Use Techniques	Arrange Comparisons	Organise Improvements	Contain Emotions	Interpret Significances	Install Internal Priorities	Encourage Seeing	3's
Inquiry -PH2	Follow Procedures	Define Concepts	Specify Forms	Focus Images	Establish Signals	Set Strategic Objectives	Review Beliefs	2's
Action -RL1	Make Movements	Register Observations	Introduce Variations	Enable Sensations	Produce Stimuli	Pursue Tactical Objectives	Repeat Trying	1's

As shown in the above matrix, the 7 kernels are:

• make a movement
• define a concept
• organise an improvement
• embrace an idea
• agree a name
• adhere to a value system
• extend your trust.

Kernel Phenomena

For PH-L1s:

The kernel here is making a bodily movement—this is the action element that needs action.

Although all PH-L1 elements require action-RL1 elements generally, each absolutely requires physical body movement-PH1L1. Making a movement is needed to produce stimuli, to register observations, to introduce a variation, to enable sensations, to pursue a tactical objective, and to repeat trying.

Note that the reverse may apply but not generally or necessarily e.g. you can move without necessarily trying, or observing.

For PH-L2s:

The kernel here is defining concepts—the inquiry element that needs inquiry.

Although all PH-L2 elements require inquiry-RL2 generally, each absolutely requires definition of concepts-PH2L2. Defining relevant concepts is needed to follow a procedure, specify forms, focus images, establish signals, set strategic objectives, and review beliefs.

Note that the reverse may apply but not generally or necessarily e.g. you can define a concept without necessarily visualizing, or setting strategic objectives.

For PH-L3s:

The kernel here is organizing improvements—the change element that needs change.

Although all PH-L3 elements require change-RL3 generally, it each absolutely requires improvement-PH3L3. Organising improvement will determine use of technique, what comparison is arranged, the valuing of emotions, the interpretation of significance, the installation of priorities and how seeing is encouraged.

Note that the reverse may apply but not generally or necessarily e.g. you can organize improvement without sharing social values or using techniques.

For PH-L4s:

The kernel here is generating ideas—the experience element that needs experience.

Although all PH-L4 elements require experience-RL4 generally, each absolutely depends on ideas-PH4L4. The ideas generated will determine deployment of a repertoire, acceptance or otherwise of a measurement, whether a stable state is maintained, the appreciation of symbols, owning a principal object, and a positive disposition to compromise.

Note that the reverse may apply but not generally or necessarily e.g. you can name without sharing social values or risking.

For PH-L5s:

The kernel here is agreeing names—the communication element that needs communication.

Although all PH-L5 elements require communication-RL5 generally, they absolutely depend on discriminating and agreeing names-PH5L5. Agreement on names is the basis for devising interventions, for constructing relations, for structuring managing, for developing intuitions, for sharing social values and for tolerating risks.

Note that the reverse may apply but not generally or necessarily e.g. you can agree a name without sharing social values or risking.

For PH-L6s:

The kernel here is adhering to value systems—the purpose element that needs purpose.

Although all PH-L6 elements require purpose-RL6 generally, each absolutely depends on following value systems-PH6L6. Adhere to a value system (even if implicitly) is the basis for determining choices, for justifying judgements, for standardizing representations of states, for integrating identifications, for assigning meanings, and for powering participation.

Note that the reverse may apply but not generally or necessarily e.g. you can follow a value system without learning or meaning.

For PH-L7s:

The kernel here is extending trust—the willingness element that needs willingness.

Although all PH-L7 elements require willingness-RL7 generally, each absolutely depends on trusting-PH7L7. Extension of trust underpins allowing spontaneity, releasing wonder, envisaging transformation, activating imagination, sustaining openness and activating ultimate values.

Note that the reverse may apply, but not generally or necessarily e.g. you can extend trust without wondering or seeking to transform.

Similarities are also evident in relation to instinctual pressures.

Initially posted: 2-Aug-2013. Last amended 12-Apr-2014

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.