[From Kenny Kitzke (2000.07.31.1200)]
<Bruce Gregory (2000,0731.1102)>
<It seems to me that this is exactly what classical HPCT leads one to expect.
The
hierarchy exists to exercise control, but control is only important because it
solves problems that would otherwise persist.>
Perhaps my remarks would have a different flavor for you if you had heard my
presentation at the conference. I was hoping to see you there and was
disappointed to find you absent.
It was the president of this corporation whose perception of the teamwork he
observes between his business units did not match his perception of what it
should be. I think "teamwork" is a systems level perception high in the
hierarchy. The error was large enough that he asked/told his HR department
to find someone who could help with "teambuilding."
A bunch of proposals were received from "consultants," including some from
prestigious universities and national commercial firms. I was (somewhat
suprisingly) one of the three selected from that group for a personal
interview with the president and the HR trainer who was managing the
selection process.
But, the entire attempt (intervention, was their word) at teambuilding was
put on hold. IOW, it was not solved at all. Attention to it was postponed.
This seems different from your house thermostat example. Apparently,
according to them, other problems needed to take precedence. I would take it
that there were other system level perceptions like "profitability" or
"customer service" or "employee safety" that may have had higher error
signals screaming for attention (however one does that).
But, it could also be that in the conflict of which system level issue to
address (assuming that all could not be done at the same time) the president
moved up to a higher level and looked down upon these system conflicts, and
maybe moved up still higher to view his personal concept of what a newly
appointed good president would do, and somehow decided that other things
besides teamwork would come first in his personal actions.
What was going on within this President's body, mind and spirit that led him
to defer his initiated action to control a systems level error? Was it
reorganization? Was his life threatened by not pursuing other system goals
instead of teamwork?
Or, might it have been that none of the proposals convinced him that his
initiation of the intervention would significantly improve and lasting
perception of teamwork? So he selected another where he thought he could get
results for improvement in an equally important uncontrolled variable.
Or did he have even higher reference perception levels of himself as a
person, where he could look down and quite easily change his focus on which
systems error way done below needed action?
I have this knawing feeling, that at least for me, HPCT as currently
configured does not always or satisfactorily explain what people are doing
inside when we observe their external bodily behavior -- tells the HR person
to put the teambuilding intervention on hold.
I think we have perceptual levels or mechanisms higher than our active mind,
that can change references in our active minds, including principles and
systems perceptions, to get what these higher levels yearn for intrinsically
which we might call matters of the self (will), matters of the heart/spirit
(mutual respect) or matters of absolute right or wrong for ourselves, other
people or even societies (morality).
It is searching for such knowledge, understanding and even wisdom regarding
HPCT, human behavior, human nature and even the purpose of life itself that
has captured most of my PCT related attention at the moment. And, I can
perceive that just my flailing away has side effects that are a disturbance
to other CSG members. But, what can I do? I'm human. Quitting to try to
control probably equates to dying, and I am neither dead nor want to be. 
I shall persevere as best I can.