The second dimension (process) contains the ongoing way in which people inside the structure operate. This dimension is vest conveyed not through a static snapshot, but rather through a movie that documents the behaviors taking place. The process dimension includes behaviors related to such critical interpersonal functions as communication, conflict-management, problem-solving and decision-making (Bergquist, 2004).
The third dimension (attitude) identified by Watson can’t be seen or viewed either as a snapshot or movie. Attitude is felt but not seen. Chris Argyris and Don Schon (1974) offer a comparable distinction between “espoused theory” (what we say) and “theory in action” (what we do). Attitude is inferred from the ways in which members of a project, organization or society communicate with one another, manage conflicts, solve problems, and make decisions. Attitudes are seen but rarely articulated. As the old saying goes: “Watch what they do rather than what they say.” This saying can even be directed toward our own attitudes: “Watch what I do rather than what I say.”
Attitude concerns how members of an organization or society feel about working in the existing structure and engaging other members of the organization through the use of specific processes. It is important to note that Watson conceives of “attitude” as a dimension of human life that encompasses the dynamics of character and culture. For Watson, attitude includes anything that can’t be directly observed (as is the case with structure and process).
If Watson is accurate in his assessment of the key dimensions in any project, organization or society, then diverse sources of expertise are needed to create and maintain a community of heart—be it temporary or permanent. Knowledge regarding structure must be coupled with the facilitation of processes and dedication to specific attitudes. If this expertise is effectively engaged on behalf of temporary systems (as well as permanent systems) then it will have a multiplier effect: specific collective expertise is engaged that enhances the acknowledgement and use of other, collective forms of expertise.
Given this hopeful appraisal regarding creating and maintaining communities of heart, we turn to some specific examples (and recommendations) regarding how structures, processes and attitudes can be effectively engaged. We begin with structures that enhance the recognition and use of collective expertise.
Expertise-Enhancing Structures
In order to enhance the knowledge and perspective base of expertise so that informed action can be taken, we must find other people of like mind who will join with us in our collaborative leaning and learning into the future. We find these people in many settings—especially in the organizations with which we work and the communities in which we live. We also find (or create) settings that are comparable to those identified by de Tocqueville in his description of communities where habits of the heart prevail. Equality of opportunity, knowledge and status exist in the community. No one person has all the answers or all the authority. Collective wisdom is encouraged and honored.
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