On the Human Journey – the path we all take from birth to death – every activity is made up of actions. Each of these actions has a distinct pattern.
Together, the patterns form a language; interpreting the language can reveal an individual’s motivation – as these are the actions actually being taken.
If all human activity was a game, it might occur in a six sided arena, with patterns contributing actions from all sides. An activity might comprise actions from only one area, or several, even all six. For example, the early scenes of a family trip to the beach requires proposing it (suggesting the trip); resolving to accept the proposal (the decision to go); and initiating the adventure (getting everyone in the vehicle).
All actions we take produce one or more of these patterns.
The patterns recur in our activities all day long. However, much of human activity consists of initiating or joining activities solely to satisfy requests by others, or to comply with rules, or maintain expected traditions, and so on. Yet, we may not be very productive in these activities, causing frustration in parents, partners or supervisors.
For example, someone driven to create impact through exploring and discovering isn’t going to see an easy way to do this in a role with lots of procedures and rules – and their attention will wander.
Thus, patterns visible in behaviour will not necessarily reflect the an individual’s creative ‘sweet spot’, unless tasks are being chosen voluntarily. Often this occurs when we ‘should’ be doing something else, yet our attention has been enticed elsewhere – because there is something else we’d rather do.
In these moments, one or two of the patterns will be seen more than the others, reflecting the direction our will is trying to take us. If we can identify dominant patterns in the actions of ourselves – or others – we may be able to predict future voluntary actions.
For example, an individual who is driven to create impact by, say, experimenting with new combinations, or analysing things will constantly do so, given the chance, irrespective of circumstances. And someone driven to create impact through organising will always be wanting to help people work better together, even if this isn’t any part of their assigned role.
More significantly, we’ll be less than optimally-productive in ‘day job’ tasks that don’t require these drives.
A note about purpose and values
Humans undertake activity to uphold their values. One value we all share is Enjoying Life. We’ll do virtually anything to preserve life and we’ll focus all our energy and resources on this value alone, if necessary. Millions of people demonstrated this clearly during the early months of 2020 when they stopped their economic and social activities so they would not spread the COVID 19 virus – so fewer people would die.
Once we’re satisfied that our life can continue, we’ll be drawn towards activities that enable us to uphold other values, such as Accruing Recognition, and Sustaining Community. We adopt these values during our early years, while exposed to caregivers and their culture. They are concepts and beliefs we have adopted because we think they matter, and we’ll spend our lives upholding them.
Examples of values being upheld:
• An individual is drawn into helping with a fundraiser to support a cause that feels right. The individual is Sustaining Community, upholding a value that they think is important.
• Those who put pleasure first, taking holidays frequently while saying ‘life’s too short to miss out on a good time’ are Indulging Whims and Tastes ; their actions demonstrate its priority.
The Conative Activity Pattern
A Conative Activity Pattern, or CAP, is the blend of dominant Primal Patterns in an individual.
P – proposing ways to uphold values more effectively in the future
R – deciding how best to use available resources to uphold values or to atone or compensate or correct those effects
I – initiating activity that will enact resolutions
M – managing resource use to achieve goals that uphold values
A – establishing the extent to which desired values have been upheld
L – shining light (metaphorically) on the effectiveness or significance of past actions
It is possible to approximately discern the values that motivate others, over time, through observation. However, as with other subjective assessments, a faster and much more accurate determination is likely if individuals identify their own.
Note that while a CAP indicates an individual’s likely action pattern, their actual action pattern is unique and will vary according to circumstances. Many factors govern response in a given situation, especially the degree to which an individual prefers to work autonomously.
Nevertheless, the dominant Primal Patterns that drive an individual will continually recur.
These are the CAPs:
AA – Authenticating
Confronting and Declaring Reality • Announcing the Results of Activity
Determining reality; finding out and attesting the truth, as one sees it. This pattern is visible whenever knowledge about the state of something is being increased.
AL – Interpreting
Determining and Declaring Reality •Announcing the Results of Activity
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead
Reviews and Analyses Effort and Results • Determines which Values have been Upheld
AP – Advising
Determining and Declaring Reality • Announcing the Results of Activity + Illustrating the Consequences of Past Events • Imparting Wisdom • Predicting the Road Ahead + Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Reviewing Known Things • Predicting Events • Suggesting Future Paths
AR – Intervening
Determining and Declaring Reality •Announcing the Results of Activity + Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead
Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Studying the Scene • Determining Needs • Taking Steps to Reinforce Values
LL – Luminating
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead
Understanding the significance in knowledge, and passing that on; lighting the path. This pattern is visible whenever new understanding is being reached, either in oneself, or in those to whom the understanding is being passed.
LP – Idealising
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Suggesting Ways to Mitigate Past Activity Effects • Promoting Ideas that May Uphold Values
LR – Energising
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead
Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Explaining Awareness • Proposing New Steps • Ensuring Decisions are Made
LI – Crusading
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Jumping In • Being First • Starting Processes and Projects
Raising Awareness • Proposing Change • Demonstrating Workable Paths
PP – Proposing
Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Thinking up and promoting new ideas for creating impact and/or change. We think up ideas alone or with others; we recommend ideas to others. This pattern is identifiable whenever ideas are being raised.
PR – Championing
Imagining Possibilities • Promoting Ideas • Rallying Support for Change
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Promoting the Advantages of Change • Lobbying to Support Preferred Solutions
PI – Trailblazing
Imagining Possibilities • Promoting Ideas • Rallying Support for ChangeAgreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Jumping In • Being First • Starting Processes and Projects
Visualising New Paths • Committing Resources • Initiating Action that Begins Change
PM – Change-Causing
Imagining Possibilities • Promoting Ideas • Rallying Support for ChangeAgreeing the Way
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Jumping In • Being First • Starting Processes and Projects
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Proposing New Directions • Prioritising Progress • Overseeing Culture-Altering Activities
RR – Resolving
Agreeing the Way • Encouraging Decision-Making • Choosing the Next Move
Deciding the best way forward from options currently doable. This pattern is identifiable whenever a decision to take a new path is being made.
RI – Hustling
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Jumping In • Being First • Starting Processes and Projects
Setting or Accepting Targets • Attacking any Obstacles in the Way of Progress
RM – Implementing
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Jumping In • Being First • Starting Processes and Projects
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Prioritising Desired Projects • Driving Activity • Ensuring Initiatives are Result-Focused
RA – Accomplishing
Agreeing the Way • Encouraging Decision-Making • Deciding the Next Move
Jumping In • Being First • Starting Processes and Projects
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Determining and Declaring Reality •Announcing the Results of Activity
Deciding Direction • Starting Processes • Evolving Focus to Ensure Goals are Achieved
II – Initiating
Jumping In • Being First • Starting Processes and Projects
Beginning the actions necessary to implement resolutions made. This pattern is identifiable whenever a new activity is being started.
IM – Managing
Jumping In • Being First • Starting Processes and Projects
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Charging Ahead • Overcoming Obstacles • Single-Mindedly Pursuing Goals
IA – Establishing
Jumping In • Being First • Starting Processes and Projects
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Determining and Declaring Reality •Announcing the Results of Activity
Prioritising Progress • Producing Results • Using Resources Efficiently and Effectively
IL – Enlightening
Jumping In • Being First • Starting Processes and Projects
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Determining and Declaring Reality •Announcing the Results of Activity
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead
Learning the Lessons Offered by a Chosen Path • Imparting the Wisdom Gained During Action
MM – Maintaining
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Overseeing the use of resources, and continuing existing initiatives until goals are reached or resources are exhausted. This pattern is visible whenever input is being made to a running process.
MA – Achieving
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Determining and Declaring Reality •Announcing the Results of Activity
Ensuring Resources are used to Effect Change • Achieving Milestones
ML – Clarifying
Continuing Goal-Focused Activities • Ensuring Resource-Use Reflects Values
Determining and Declaring Reality •Announcing the Results of Activity
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead
Overseeing and Assessing Process Effectiveness • Learning Best Practices Through Experience
MP – Signposting
Continuing Successful Activities and Systems • Using Available Resources Optimally
Determining and Declaring Reality •Announcing the Results of Activity +
Illustrating the Consequences of Past Events •Imparting Wisdom • Predicting the Road Ahead +
Imagining Possibilities • Promoting Ideas • Rallying Support for Change +
Estimating Resources Needed to Pursue Values • Recommending Ways to Improve Efficiency