Challenges to Comprehension Implied by the Logo
of Laetus in Praesens
University of Earth Alternative view of segmented documents via Kairos

1998

Typology of 12 complementary strategies

essential to sustainable development

- / -


The following table is a tentative adaptation and development from related table on Characteristics of phases in learning / action cycles, derived from Arthur Young's Geometry of Meaning (1978). See commentary on learning cycles in Cycles of dissonance and resonance and below. See also alternative table based on clustering strategies and values. See also Typology of 12 complementary dialogue modes essential to sustainable dialogueconfidence ploysChinese strategems ; strategic dilemmas


Complementary strategies

   "Positive" Identifying 
Associating 
Recognizing
Responding 
Intending 
Engaging
Acting 
Effecting 
Changing 
Implementing
Ensuring 
Sustaining 
Maintaining
 
 
 
Symbol A B C D  
Knowledge 
Comprehension 
Framing 
Scoping 
("head")
1 [L] 
Monitoring 
Balancing 
Evaluating 
Placing 
Studying 
Modelling 
Consulting 
Detecting Informing
[L/T]
Adapting 
Accommodating 
Dialoguing 
Educating (theoretical) 
Caring (in principle
Protecting 
Planning
[L/T2]
Initiating 
Engaging 
Launching 
Undertaking
[L/T3] Controlling 
Supervising 
Regulating 
Verifying
M0L
Concern 
Involvement 
Participation 
("heart")
2 [ML]  Acknowledging 
Recognizing 
Articulating 
Envisioning 
Publicizing 
Sensitizing
[ML /T]
Desiring 
Warning 
Promoting 
Inciting 
Advocating 
Representing 
Protesting 
Appeasing 
Deploring 
Praying 
Stressing 
Calling for..
[ML/T2]
Directing 
Ordering 
Ruling 
Implementing 
(admin.
Administering 
Legislating 
Sponsoring 
Funding 
 
[ML/T3] Coordinating 
Managing 
Buffering 
Redistributing 
Reallocating
ML
Grounding 
Praxis 
("walking the talk";
"guts"; "being there")
3 [ML2]
Reassuring 
Affirming 
Accepting 
Holding 
Empathizing 
Identifying with 
Celebrating 
Endorsing 
Praising 
Invoking 
Appreciating 
Remembering
[ML2/T]
Resolving 
Deciding 
Determining 
Threatening 
Instituting 
Demonstrating 
Training 
Exercising 
Negotiating 
Mediating 
Vowing 
Pledging
[ML2/T2]
Achieving 
Grounding 
Enforcing 
Establishing 
Developing 
Intervening 
Protecting (practically
Prosecuting 
Conserving 
Revoking
[ML2/T3] Enabling 
Embodying 
Empowering 
"Educating" 
Maintaining 
Sustaining 
Capacity bld.
ML2
  T0 T-1 T-2 T-3  Dim.
"Negative" Denying 
Misrepresenting 
Forgetting 
Desensitizing
Tokenism 
Lip-service 
Irresolution 
Demonizing
Malpractice 
Exploitation 
Domination
Mismanaging 
Disempowering 
Misallocating 
Non-complying
 
Psychological functions Sensing 
(Touch)
Feeling 
(Sound; Rhythm)
Seeing 
(Sight)
Intuiting 
(Smell; Taste)
 

Anthony Judge, with comments of Nadia McLaren and Allan Howard

Commentary

Rows: These distinguish between the 12 strategy types based on (1) knowledge of issues, (2) concern for issues, and (3) "being there" -- where the issues are hurting.

Columns: These distinguish between the 12 strategy types based on (A) acknowledging issues, (B) responding to issues, (C) acting on issues, and (D) sustaining action on issues.

Each of the 12 strategy types has a vital function. The challenge is that their complementarity is not necessarily recognized. Certain strategy types are easily neglected, notably those in Row 3 and those in Column D. Because of its lower "dimensionalty", it tends to be easier to engage in strategy A1, for example -- which is coded with the lightest colour in the table. The current challenge is to give meaning and force to strategies of type D3, that correspond to sustainable development -- which is coded the darkest in the table.

The words used to describe each of the 12 individual strategy types are commonly encountered in describing strategies -- notably in the declarations of international organizations. The colour coded diagonals suggest a pattern of progressive engagement towards sustainable action "on the ground":

Negative variants of each strategy type necessarily also exist. These are suggested by column labels at the foot of the table.

Meeting participation: It is also fruitful to see each of the 12 strategy types as reflecting the complementary views that need to be expressed at an archetypal strategic "roundtable" (Camelot style). The specific relationships between each such view have been tentatively explored in an earlier study on Toward a New Order of Meeting Participation (https://www.laetusinpraesens.org/docs/contract.php) that charts the Shadowy Roundtable Hidden within every Meeting. This endeavours to show how the seemingly "external" issues tend to be reflected in the different behaviour styles of meeting participants -- and the need for a new kind of participant contract to move beyond such constraints.

Torus representation: As implied above, the Row 1 strategies can also usefully be considered as bordering the Row 3 strategies -- by rolling the table into a cylinder. Similarly the Column A strategies can also be considered as bordering the Column D strategies -- by connecting the ends of the cylinder to form a torus. It is on the surface of this torus that the connectivities between the strategy types might be more appropriately comprehended. A possible representation of this structure, appropriately coloured, has been developed as a hypersphere to illustrate Arthur Young's insights (http://www.hypersphere.com/hs/abouths.html)

Individual action: The relevance of the above typology can also be explored in relation to individual or community group action. The status of a "New Year's Resolution" with respect to personal sustainable development is then clarified -- a demonstrates the nature of the challenge for international action.


Extracts from commentaries to Encyclopedia of World Problems and Human Potential

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