There is a fundamental cultural clash, well known by managers, between:
► deciding matters in a systematic organized and enduring way, &
► responding rapidly with a decision that deals with the issue.
The two diagonals of the TET contain the approaches that define this unavoidable clash, called the Approach Duality (aD) in THEE.
The maroon diagonal contains approaches that seek to provide inner control over outer complexity. This takes time and it requires being systematic. As the diagonal is ascended the approaches become more and more comprehensive in regard to factors to be handled.
Thecontains approaches that are . As the diagonal is ascended, the approaches become to social and personal factors.
Some people naturally prefer working on one diagonal and some on the other. However, comfort and skill with at least two approaches, one on each diagonal, is desirable for anyone entering management because:
► Some decisions are best handled responsively so that the issue is quickly tackled and then disappears.
► Other decisions are best handled systematically until the issue is fully and properly resolved.
► In yet other situations, the same issue might need both approaches e.g. The issue might unambiguously call for systematic handling. Yet it presents during a crisis in a poorly understood way. That calls for an urgent response to avert immediate damage and contain the situation.
Many people find their comfort zone lies in one of the quadrants. So they remain as:
■ Doers —
■ Supporters —
■ Controllers — structuralist-empiricist
■ Designers — rationalist-systemicist
However, choosing two approaches—one each from different quadrants and different diagonals—provides you with more resilience in working.
There are two psychologically natural ways to expand your repertoire and ability to cope with varied challenges:
■ Keep constant the «quality of relating» zone—which produces a horizontal alignment in the TET.
■ Keep constant the «effect on output» zone—which produces a vertical alignment in the TET.
In these combinations, the more powerful influence lies with the systematizing approach, irrespective of whether this links to a method or a method.
Use this TET analysis to develop a strong management culture and other applications for organizations.
Originally posted: 21-Apr-2011