THEE-Online News

Compare and Contrast Ways to Stay Sane: New Posting

Fri, 13 Feb 2015 17:30:00 -0700

The methods for mental stabilization have been analysed using a Typology Essences Table. This reveals a variety of possibly surprising similarities and differences amongst the methods. The review section also explains a correspondence to how we treat out bodies.

Revision of Identity Development Methods as Methods for Mental Stabilization: New Posting

Sun, 4 Jan 2015 14:30:00 -0700

The recent initiative to review the naming of whole frameworks in the Taxonomy has led to a variety of useful results. One of these is now being posted. The Typology of Methods in the EXPERIENCE-PH4 framework has been re-named as Methods of Mental Stabilisation-PH'4. This confirms the location of the Natural Moral Institutions in the Tertiary Hierarchy, because they are critical to the experience of stability and highly resistant to change. The formulations presented in Ch.7 of "Working with Values" needed some re-orientation and one method, Sensory Existence (PH'4-L1), required significant revision. The present posting explains the new perspective and also provides more details on the elemental Levels of Experience in the Primary Hierarchy. The next posting will develop the TET analysis and provide new insights into similarities and differences amongst the methods.

New Video: Using "Levels of Work" Ideas in Large Organizations

Fri, 15 Aug 2014 14:45:00 -0700

The framework of levels of work responsibility in formal organizations is a powerful tool when applied correctly. It is not, however, a panacea. Warren Kinston explores what is involved in practice in this 12 minute video interview with John Watkinson, a successful former Chief Executive of large hospitals within the UK's National Health Service. The video was developed as a contribution to the GO Society's International Conference in New York earlier this month, which has a focus on levels of work.

Can the Public be Responsible for Politics? Video Interview

Wed, 25 Jun 2014 10:30:00 -0700

Warren Kinston is interviewed by John Watkinson in regard to the political situation in the United Kingdom. Specifically, the issue is whether it is possible for people to make a difference and, if so, how they might bring about meaningful change. Warren points out that the current economic chaos is destabilizing societies, and the possibility of global calamity remains high. Paradoxically, such a situation might be an opportunity for beneficial change. Most commentators either imagine muddling through, reversion to a fascist authoritarianism, or some sort of violent revolutionary protest. These views suggest that maturation of a society is impossible, but the relevant taxonomic framework suggests otherwise. Matters are put in perspective as John asks some of the questions that need to be answered. This video has been posted on the TOP YouTube Channel.

Dualities, Tensions & Confusions in Organising Managers

Fri, 11 Apr 2014 16:10:00 -0700

All structural hierarchies in the Taxonomy show an unfolding duality, the nature of which has not yet been understood. In the case of organising management the «ground state» poles describe beautifully what everyone wants from management. The «developmental force» poles reveal what managers do not seem to want but which are inevitable nonetheless and not usually given a focus. (What is the meaning of that?) Other tensions are also identified and reviewed. Two topics enable comparison between organising performance (PH'1CsH) which requires management and organising responsibility (PH'5QsH2) which provides management. Finally I provide a checklist of levels-specific responsibilities that emerged in this inquiry. The link below will take you to the Review section which contains these Topics.

Organising the Energies within Management: Second Part of an Old Framework

Wed, 26 Mar 2014 13:15:00 -0700

Organising management is based in ensuring outcomes. The necessary components were explained in the topics posted last week. However, outcomes and hence management components need to be infused with energies and that is also a management responsibility. In this structural hierarchy, the higher set of components is about organising human energies. Energies depend on suitable goals, on natural motivations and on a deeper commitment. Topics examine how each of these should be handled in an organizational setting. The whole picture is shown in a review page. Further analyses will follow in the next posting.

Organising Management: New Posting of an Old Framework

Wed, 19 Mar 2014 16:10:00 -0700

The framework for organising performance of work took for granted the existence of management (or "the management") to ensure achievement. In the current series of postings, the nature of management work has been analyzed and its hierarchical structure revealed. As a result, it is now possible to see what is involved in organising management within a large organization. This model was originally published in 1990, however it showed a confusion between «work as doing» and «work as responsibility». This first posting remedies that and clarifies what is required to ensure desired outcomes from work.

Review of the Accountability Tree-Framework

Fri, 28 Feb 2014 17:09:00 -0700

The full picture is shown and reviewed. A summary of all the purposive terms is provided. Some common problems are identified.

Dynamics of Accountability: Developing a Framework for Top Management

Fri, 21 Feb 2014 09:10:00 -0700

If individual managers are to be given autonomy and their creativity fostered in discharging work-duties, then they must be willing to carry commensurate accountability for whatever eventuates. After all, any organization must produce results that accord with its goals. Accountability is not a theoretical issue that only becomes important after disasters! It needs to be embedded in a continuous flow of communications up and down the management hierarchy. Managers exchange views of work realities in regard to desired outcomes and actual outputs?but everyone has a different perspective. Any scientific model must take account of the pressures and messes that characterise work life, and the doubts and muddles of decision-making. In this model, proper line-management is essential, but not enough. In this first posting, the dynamic tension in all work is identified, and the handling of intentional states between levels (the channels) is examined. The full picture will be reviewed in the next posting.

Perspectives on the "Levels of Work" Framework: New Posting

Sat, 8 Feb 2014 13:00:00 -0700

Use of the levels of work-responsibility framework is fundamental to designing a sensible structure of roles within an organization. It is needed to address the twin issues of assigning authority sensibly and recognizing personal capability. In addition, it reveals the basis for other phenomena that are well-recognized but poorly understood. The current posting shows how the levels of purpose match to work levels. It also identifies 6 varieties of power that accord with different ways to split (dichotomize) the hierarchy. The quality v quantity tension in working is examined at each level with its distinctive leadership value and social atmosphere. Common mistakes in designing structures are identified. Finally, there is a look at the controversy over alternative formulations for the levels.

You may notice that the website's About section has had a thorough revision. It has been simplified, re-organized, and revised in places to incorporate developments over the past few years. The website technology has also been overhauled: let the webmaster know if you hit any glitches.