How do you feed the energy between actors in the network?
- Constructive patterns
In constructive patterns, actions in the network reinforce each other: because there is connection, people feel like engaging and aligning with each other. This increases the yield of the network, giving people even more energy and making them more willing to engage and align.
- Exchange
- Where does the attention go?
Own position (ME)
That which connects (agreements)When the balance of give and take seems positive, it nurtures vital space.
People are asking questions such as:- "What is in it for me?"
- "Can it become something with these people and in this structure?"
- "Is it worth the effort and risk to me?"
- How do you recognise it?
People usually look for the answer to these kinds of questions in an indirect way.
- Being friendly and interested, not confrontational. ("If I act friendly to you, will you like me?")
- Showing what you know, can do, have experienced. ("Yes, I know something about that too." "I have an opinion about that too.": stack conversation).
- Being wait-and-see. Waiting for indications that it could be something.
- Constructive intervention
Encourage everyone to get answers to the questions below the surface.
- What does everyone want separately?
- How strong is the shared ambition?
- What experiences do people think are important to share with each other?
- What risks do people see for their own engagement?
- What gains can be expected from participating in this network?
- Challenge
- Where does the attention go?
Own position (ME)
That which distinguishes (differences)People challenge each other to show and develop their best qualities. It encourages optimal specialisation and division of labour.
- "Am I getting the position in this network that I want, deserve, need?".
- "Can I really trust the others, are they serious, can they make true what they promise?
- "Can we also disagree with each other without damage?"
If the answers to such questions are positive, then competition contributes to vital space.
- How do you recognise it?
People usually look for answers to these kinds of questions in an indirect way.
- People express doubts about others' views.
- A variety of opinions or solutions come to the table.
- Little attention is paid to the background of others' views.
- One proposal is piled on top of another, without any decisions being taken.
- Minor irritations arise.
- It could also be a deliberate game.
- Constructive intervention
Make sure everyone is addressed, heard, and can show his/her quality.
Prevent anyone from dominating or standing out.
Don't try to reach consensus too early. Show that differences are allowed and valuable. Turn judgements into curiosity. Differences are interesting.
Recall that, when this pattern dominates, people are busy defining their position in relation to each other, with the substance of the arguments coming second.
- Structure
- Where does the attention go?
Group interest (WE)
That which distinguishes (differences)If the structure is clear and accepted, then specialisation and division of labour can add value to cooperation.
- "Who is responsible for what?".
- "What tasks need to be done, and how?".
- "What are the (written and unwritten) rules for dealing with each other?".
- "What happens if someone does not follow the rules and agreements?".
- How do you recognise it?
Communication is mainly about how to work together. Programmes, timetables, who does what, with whom, how and when. Progress, adjustments and accountability.
- Constructive intervention
You can structure yourself, and create clarity for everyone.
You can also encourage others to do so, and keep an eye on whether the desired clarity emerges.
Reminding people that there are agreements, when they do not keep them: this is also part of warm interventions in this pattern.
- Dialogue
- Where does the attention go?
Group interest (WE)
That which connects (agreements)In dialogue, there is genuine interest in each other, and hierarchical differences count for less. In this pattern, there is room for co-creation.
- What can I learn from you?
- What can we explore and try out together?
- Where do we end up together?
- How do you recognise it?
There is space and interest in each other. Unlike a stacking conversation (see exchange), people ask about what is new and of value to the whole. New insights and perspectives emerge.
- Warm intervention
Set a good example yourself by paying attention to others, being genuinely curious, and looking for how people complement each other.
Remember that as long as patterns in the other three quadrants still require attention, the chances of real dialogue are slim. First provide the clarity and calm needed for this.
- Defensive patterns
People choose for self-protection. Network interaction is not safe enough for them or does not provide enough benefit in their estimation.
Self-protection is necessary. You only give that up for a bit if the network has something to offer that makes that protection less necessary.
Defensive patterns do not feed the vital space. The energy leaks out.
Defensive behaviour from some provokes sort of similar behaviour from others. As a result, such patterns can escalate.
- Flee
People don't participate (anymore).
- Where does the attention go?
Own position (ME)
That which connects (agreements) - How do you recognise it?
People reduce their commitment. They step out. Or they don't step in at all. They think they are better off on their own.
They may be right about that. But if you care about the network and want them to be there, you will see them flee.
People remain on the sidelines.
The communication is non-committal.
The stakes are decreasing. It is increasingly difficult to find dates and make appointments.
It takes more and more energy to hold people to their commitments.
- Need
Inspiration
People in this pattern need inspiration. New insights that make them believe that commitment to this network will be rewarding enough for them, and that the risks are manageable. - Warm intervention
Inspirer
As an inspirator, you show them what the network can do for them. And how their own ambitions can come within reach because of this network.You don't just transmit: you also listen carefully to surface and connect others' ambitions.
- Fight
People want to win.
- Where does the attention go?
Own position (ME)
That which distinguishes (differences) - How do you recognise it?
They challenge the position others occupy in the network.
They oppose others with authority.
They undermine trust in others
They are not open to other opinions and insights. They have no space to explore.
- Need
Acknowledgement
Only when others show understanding for what they are fighting for does it create space to listen to others as well. - Warm intervention
Mediator
As a mediator, you have the space and position to pay attention to each of the fighting parties.You then explore with them possible compromises that do justice to the various ambitions, and offer the prospect of cooperation that will deliver more than if one party had its way.
- Freeze
People do not dare to move.
- Where does the attention go?
Group interest (WE)
That which distinguishes (differences)People feel locked up. This happens when an underlying party suffers from a structure imposed by a dominating party. In this pattern, fear rules.
- How do you recognise it?
People keep their mouths shut. They show no initiative. They stay strictly within what is expected of them, preferably with minimal effort.
People complain. They blame others.
There is gossiping. Negative images about others are exaggerated.
- Need
Safety
People feel unsafe, and are powerless to change that.The underlying party fears sanctions from whoever holds the power.
The dominating party is also afraid. Weakening of their regime will be abused to undermine their position.
- Warm intervention
Researcher
A researcher creates space for experimentation, by negotiating safe conditions with both parties in which new solutions can be tried. Through actions in that safe space, confidence can grow that it is possible to escape the frozen situation.
- Please
People adapt to each other to the extent that they lose their individuality.
- Where does the attention go?
Group interest (WE)
That which binds (agreements) - How do you recognise it?
People show satisfaction with the network. They are very much in agreement.
Little new happens, the interaction is lifeless.
Criticism within the network is not appreciated. There is a strong WE feeling that must not be compromised.
- Need
Shake-up
People in this pattern do feel somewhere that something is wrong, but repress it for the sake of peace. - Warm intervention
Joker
As a joker, you dare to say what everyone secretly knows. This gives a sense of relief.
- Destructive patterns
Destructive patterns break down. They occur when defensive patterns escalate to the point where communication no longer penetrates. One person's damaging action gives the other a reason to strike even harder.
Such patterns are broken only when circumstances force it.
- Addiction
People choose shortcuts to surrogate gratification.
- Where does the attention go?
Own interest (ME)
That which binds (agreements) is denied - How do you recognise it?
The surrogate provides short-term satisfaction. Lacking healthy nutrition, it requires ever higher doses for the same satisfaction. In the long run, it exhausts.
Smoking, alcohol and drugs can break down the strength to resist overuse, making addiction increasingly difficult to stop.
But property, power and sex are also addictive when meaning and love are missing. There are many forms of addiction in which people encapsulate an unhealthy way of life.
Addictions take away the vision of healthy solutions. People delude themselves that they are better off in their safe inner space.
Yet they too have an inner compass. Somewhere they do feel that something is wrong. That they too want to be loved and meaningful in a bigger picture, however deeply they have tucked that away.
- What is needed?
They will not see light again until the shortcut is cut off.
If perspective is then offered, they can experiment with healthier solutions.
- Cold intervention
Regulator
As a regulator, you set limits. Violation is followed by sanctions. This makes degrading behaviour harder to sustain. This stops escalation and connective actions have more chance.
- Hatred
People believe that the other is guilty and dangerous, and must be rendered harmless.
- Where does the attention go?
Own interest (ME)
That which distinguishes (differences) - How do you recognise it?
There is damage, which is increasing. Each blow dealt legitimises a harder blow from the other.
As long as people think they can win at the expense of the other, they are not open to mediation.
- What is needed?
Parties fight over what they consider important, and seek recognition for it. Ultimately, it is about boundaries respected by the other, and within which those interests are secured.
Hatred only disappears with the understanding that everyone is a victim of the situation, and the conflict itself is a monster that has people in its grip. Then there is room for compassion, and exploration of ways out.
- Cold intervention
As strategist you use your power and resources to establish a position that makes it impossible for anyone to win unilaterally. If then the realisation dawns that the damage of continuing to fight is greater than the possible gain, then space is created to negotiate safe boundaries in the resulting situation.
- Depression
People feel victimised by the situation, and powerless to do anything about it.
- Where does the attention go?
Group interest (WE)
That which distinguishes (differences) - How do you recognise it?
People are losing hope.
All energy flows away.
They do not resist what happens to them.
They cannot be motivated to move.
- What is needed?
They hope others will come and liberate them. They need safe space to take small steps.
- Cold intervention
As activist you force space into the stalled structure, where new solutions can be experimented with, offering safety and perspective to the underlying party.
- Fanaticism
People believe that only their truth is the right one, which others need to be convinced of.
- Where does the attention go?
Group interest (WE)
That which binds (agreements) - How do you recognise it?
There is strong group pressure, which does not tolerate dissent.
There is no room for dialogue.
They classify others according to who is on the right and who is on the wrong side.
'Correct' behaviour may be enforced if necessary.
- What is needed?
Only when the awareness grows that fanaticism leads to degradation, there will be room to listen to the inner compass one has had to suppress in order not to be excluded.
- Cold intervention
As prophet use your authority to make people repent. If you don't have that authority yourself, activate someone else who has authority in the eyes of the fanatics.
Dialogue
You are curious about what you can learn from each other. You are excited by the new insights and opportunities that arise.
Addiction
You know the path to satisfaction independently of others. However, the dose you need for that does get higher and higher.
Challenge
You feel challenged to do your best. There is healthy competition.
Structure
You know enough about who does what when and how. People's positions are clear and not contentious.
Please
You feel good about network harmony, which you don't want to jeopardise.
Flee
You're going to do less for the network. Or you don't step in. You think you are better off on your own.
Fight
You have to win. Loss for the other person is gain for you.
Freeze
You are stuck. You are dissatisfied but it is too dangerous to do anything about it.
Fanaticism
Your truth is the only right one. Others must be convinced of that. If necessary, correct behaviour must be enforced.
Exchange
You expect the network to deliver something worth the effort and risk. The balance between give and take is good.
Hatred
You feel anger. Talking is useless, the other person must be defused.
Depression
You are totally out of energy. The situation is hopeless.
Agreements
That which connects. Shared and accepted knowledge, values, habits. Ambitions that align.
Differences
That which distinguishes. Different knowledge, different beliefs. Different desires and ambitions. Differences in ability and skills. Differences in positions and power.
Me
That which is necessary for its own safety and recognition.
We
That which is necessary to create added value together.
Vital space
You are energised by the network. You feel like contributing to it, and tuning in to others.
Nourishing
Protective