Social Values consistent with Model I and Model II.  Do you have this problem?
by Chris Argyris
[in his book 'Flawed Advice and the Management Trap, p 78-80]
The social values in good currency today are, for the most part, consistent with Model I.  When applied
correctly, they may make individuals feel good or righteous, but they are also likely to exacerbate conditions for
error and reduce the chance for productive organizational inquiry.  Model II versions of these social values have
a far different and I think - vastly superior effect.

Yet, why is it we continue to find it helpful to use advice that is riddled with gaps and consistencies, despite it
may produce frustrating and unsatisfactory outcomes?  The answer may be found in these social values.  It
allows people to remain within the comfort zone defined by Model I versions of deeply held social values - and,
by so doing, tacitly encourages them to place primary responsibility for unwelcome outcomes not on systematic
faults in the advice being used, but in intractable realities "out there".  When "accept it, that's just the way it is
and has always been" is widely treated as a perfectly legitimate explanation of failure, there is no felt need to
look for micro-level causes closer to home.

By contrast, Model II dialogue would have worked to increase the person's capacity to face up to his own
commitments and reflect on his own assumptions, biases and reasoning.   The conscious intent of "easing-in"
may be to express respect by deferring to, not confronting, another's reasoning or actions.  But it ultimately
leads to a lower degree of trust because it assumes that the other has a low capacity for self-reflection and
self-examination.  Although comfortable, Model I limits learning and puts a ceiling on both personal and group
performance.
Model I Social Values
 Model II Social Values
HELP AND SUPPORT                         
 HELP AND SUPPORT                        
Give approval and praise to others.  
Tell others what you believe will make
them feel good about themselves.  
Reduce their feelings of hurt by telling
them how much you care and, if
possible, agree with them that the
others acted improperly.
 Increase the others' capacity to
confront their own ideas, to create
window into their own mind, and
to face the unsurfaced
assumptions, biases and fears
that have informed their actions
towards other people.
RESPECT FOR OTHERS                   
 RESPECT FOR OTHERS                   
Defer to other people; do not confront
their reasoning or actions.
 Attribute to other people a high
capacity for self-reflection and
self-examination without
becoming so upset that they lose
their effectiveness and their
sense of responsibility and
choice.  Keep testing this
attribution.
STRENGTH                                        
 STRENGTH                                        
Advocate your position in order to win.
 Hold your own position in the face of
advocacy.  Feeling vulnerable is a
sign of weakness.
 Advocate your position and
combine it with inquiry and
self-reflection.  Feeling
vulnerable while encouraging
inquiry is a sign of strength.
HONESTY                                           
 HONESTY                                           
Tell other people no lies, or tell others
all you think and feel.
 Encourage yourself and other
people to make public tests of
their ability to say that they know
yet fear to say.  Minimize what
would other-wise  be subject to
distortion and cover-up of the
distortion.
INTEGRITY                                         
 INTEGRITY                                         
Stick to your principles, values and
beliefs.
 Advocate your principles, values
and beliefs in way that invites
inquiry into them and encourages
other people to do the same.