Psychosocial Pressures on Depiction

Two Forms of Psychosocial Pressure

Every cell/entity in the Taxonomy is subject to psychosocial pressures. These pressures flow from the Domains (Levels) in the Root Hierarchy and explain similarities (resonance) between different taxonomic entities.
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Investigation in the Architecture Room led to the determination of pressures that apply to the various structures in the Taxonomy. The pattern of projection from the Root Hierarchy differs according to the destination structure: to Primary Hierarchies (& Tree levels), to Structural Hierarchies (& Tree levels), to Principal Typologies (& Spiral modes – Tree levels), and to Q-arenas.

These structural pressures determine the identity of the taxonomic entity. If we apply the Architecture Room findings to the Depiction Paradigms, the allocation of the Primary Psychosocial Pressure is as follows: 

L'	Depiction Paradigm	Ordering Principle	1° Psychosocial Pressure
L'7	Unitary	Impose indivisibility	Well-Being
L'6	Structural	Determine order	Selflessness
L'5	Unified	Co-evolve with the context	Acceptability
L'4	Dualistic	Expect polarization	Understanding
L'3	Causal	Require predictability	Performance
L'2	Atomistic	Respect boundaries	Certainty
L'1	Dynamic	Recognize feedback	Autonomy

Subsequent studies have revealed something that should have been obvious: these taxonomic entities have to be operated. It turns out, perhaps not surprisingly, that this involves a different secondary psychosocial pressure.

The presence of secondary psychosocial pressures was discovered in studies of the Q-arenas in 2022, and then in 2025 the same phenomenon was discovered in a structural hierarchy. The patterning in both cases was identical although the 1° structural/identity pressure pattern in Q-arenas became the 2° operating pressure pattern in the structural hierarchy, and vice versa: a finding that is yet to be explained.

Each Paradigm will now be considered to confirm or justify the structural pressure, which is now taken as given, and to develop the likely operating pressure, which is still a mystery. That will enable a comparison with Q-arenas and structural hierarchies.

Application to Depiction

In determining these pressures, there is a need for focus.

• The appropriate focus for the structural pressure appears to be the benefit that the paradigm is expected to confer.

• The appropriate focus for the operating pressure is surely the leader who depends on the depiction, and the use of the depiction in general.

L'1: Dynamic Paradigm

Structural pressure should be Autonomy based on previous research.
But from first principles?

The benefit is DEVELOPMENT. So this paradigm directly addresses the need and desire for change, despite resistances of all sorts. In order to get willing cooperation and truthful feedback to allow a positive evolution, the autonomy of all involved must be respected.

Operating pressure appears to be Well-Being
Why?

The natural leader is recognized because in his attitude and handling of people he shows concern for both the well-being of the group and the well-being of each an all.
Alternatives: Natural leaders cannot be primarily driven by performance or understanding, which could lead to exploitation or a ruthlessly rationality. Nor can they be too concerned by acceptability or certainty. This leadership role is highly personal and so selflessness seems inappropriate.

L'2: Atomistic Paradigm

Structural pressure should be Certainty based on previous research.
But from first principles?

The benefit is INDEPENDENCE. Independence activates a pressure for certainty about boundaries and confidence that there will be no intrusions on personal autonomy or interference with responsibility.

Operating pressure appears to be Performance
Why?

Self-directed leaders are not particularly concerned for others and focus on generating results based on the responsibility carried. That means the pressure is for performance.
Alternatives: Self-directed leaders take autonomy and understanding for granted. They are not focussed on others so acceptability and selflessness are inappropriate. The requirement is to thrive, or at least to cope, so well-being cannot be a prime focus.

L'3: Causal Paradigm

Structural pressure should be Performance based on previous research.
But from first principles?

The benefit is PREDICTION. This paradigm is supposed to provide predictability and getting predictions right is a matter of achievement, which responds primarily to performance pressure.

Operating pressure appears to be Understanding.
Why?

Specialist leaders are recognized as such because of their deep understanding of the situation to be handled. Understanding is not taken for granted by the specialist, every situation is different and the pressure for understanding in terms of their expertise is ever-present.
Alternatives: Specialist leaders take autonomy and acceptability for granted. They are not especially focused on followers, so well-being and selflessness are inappropriate. Certainty is not an issue because expertise and experience provide confidence about handling.

L'4: Dualistic Paradigm

Structural pressure should be Understanding based on previous research.
But from first principles?

The benefit is SIMPLICITY. Without an understanding of the emotions and tensions at play, the dichotomization will not resonate and the desired simplicity will not be achieved.

Operating pressure appears to be Certainty.
Why?

The representative leader is expected to operate in accord with the mandate given by the group being represented. While this may be specified, it often has to be assumed or developed and in doing so there is a pressure for certainty.
Alternatives: Representative leaders compete in elections and so selflessness does not apply, but as re-election is commonly sought, performance pressures might be relevant. They do not expect autonomy and they take acceptability for granted. Well-being is not relevant.

L'5: Unified Paradigm

Structural pressure should be Acceptability based on previous research.
But from first principles?

The benefit is MASTERY. Mastery of a situation means possession of an awareness that is beyond the grasp of most. No one is a prophet in their own land: which means that the over-riding concern for any master is the acceptability of ideas and proposals generated through mastery.

Operating pressure appears to be Selflessness.
Why?

The visionary leader is a master of the situation and becomes a source of truth, but this is because he allows himself to become a vehicle. The removal of egocentricity is associated with pressure for selflessness.
Alternatives: Visionary leaders take autonomy, understanding and performance for granted. They are concerned to do what is right and so well-being is inappropriate; while certainty is not an issue.

L'6: Structural Paradigm

Structural pressure should be Selflessness based on previous research.
But from first principles?

The benefit is a FRAMEWORK. Development of a framework needs to be selfless and dispassionate because it has to be available for anyone to use, and needs to continue to be applicable even as circumstances alter. Intrusion of egocentric biases or wishes would be quickly noticed and criticized and the framework would get discarded and replaced.

Operating pressure appears to be Acceptability.
Why?

The formal leader see himself as a "hired gun" who obeys a higher leader and expects obedience from subordinates. The only requirement is to avoid resistance or, worse, rebellion and that depends on the acceptability of instructions. Similarly, frameworks need to be acceptable if they are to be used.
Alternatives: Ensuring obedience is not pressured by autonomy, well-being, performance, certainty or understanding.

L'7: Unitary Paradigm

So Structural pressure should be Well-Being based on previous research.
But from first principles?

The benefit is STABILITY that flows from homogeneity and conformity. Removal of individual differences prevents conflict and so stability is developed under a pressure for well-being . In particular there is a determination to ensure continuity and avoid change that is intrinsically distressing.

Operating pressure appears to be Autonomy
Why?

The dictatorial leader is preoccupied with manifesting his autonomy. Nothing should stand in his way, and all desires should be fulfilled. Anyone and anything that casts doubts or challenges that autonomy is immediately identified and crushed.
Alternatives: Dictatorial leaders and unitary thinking have little concern for acceptability, performance, understanding, selflessness or certainty .

Comparison

The pattern defined above is identical to that found in the Q-Arenas in the sense that the combination of 1° (primary) and 2° (secondary) pressures are identical, even if the ordering differs—as shown in the Table below.

L'	Depiction Paradigm	1° Psychosocial Pressure	2° Psychosocial Pressure	Arena
L'7	Unitary	Well-Being	Autonomy	Q4
L'6	Structural	Selflessness	Acceptability	Q7
L'5	Unified	Acceptability	Selflessness	Q3
L'4	Dualistic	Understanding	Certainty	Q5
L'3	Causal	Performance	Understanding	Q1
L'2	Atomistic	Certainty	Performance	Q2
L'1	Dynamic	Autonomy	Well-Being	Q6

Patterning may be evident: the 1° pressure becomes the 2° pressure in either the level above or the level below, except in one case.
Detail

• Autonomy - True (L1 down to L7)
• Certainty - False (L2 to L4)
• Performance - True (L3 down to L2) 
• Understanding- True (L4 down to L3)
• Acceptability - True (L5 up to L6)
• Selflessness - True (L6 down to L5)
• Well-being - True (L7 up to L1)

It follows that the ordering is opposite to that found in a Structural Hierarchy
i.e. 1° in the Type is 2° in the Grouping, and 1° in the Grouping is 2° in the Type.

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Originally posted: 20-Apr-2025. Last amended: 20-Jul-2025