The basic idea:
The Difference
Matrix is a frame that helps you think about the emerging patterns of a group's
behavior and your behavior within the group. You can use it to plan an activity, observe an
interaction, or intervene to increase a group's capacity for adaptation. Use it to understand and
encourage emerging systemic change in organizations.
Potential contexts
for use:
Supporting change--
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New, emerging cultures
- Changes in patterns of interaction
- New system definition and formation
Planning--
Observing--
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Small group dynamics
- Difficult relationships in groups
- Patterns of interaction during meetings
Intervening--
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Group interactions
- Problem solving sessions
- Personality conflicts
Description:
The Difference
Matrix brings together two factors that shape the emerging patterns of group
behavior--difference and interaction.
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Difference is the source of creative change and learning.
In the same way that a difference in height
releases the power of gravity when a river flows to the sea, differences in a group provide the
potential for movement and change. When there is no difference among the members of a group,
everyone may be quite comfortable, but there is no motivation to get the group moving. When
differences are too great, the group may be unable to come together for conversation or action.
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Interaction in a group provides the opportunity for change.
In the same way that a wire carries
electrical current from one pole of a battery to another, interaction turns difference into power to
accomplish real work. If there is little or no interaction, then the group gets stuck in their different
perspectives, and no system-wide emergent patterns are possible. If there is too much interaction,
the group may shift its focus from one point to another without spending enough time or energy to
resolve any specific issue.
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The Difference Matrix is a tool that helps you focus
on differences that make a difference and to
establish interaction patterns that are most adaptive for a particular time or issue. You can use this
tool to plan, observe, and intervene in group dynamics to influence the emerging patterns of
conversation and behavior. You can also use it to build new systsems and support groups through
system-wide change. Figure 1 shows the parts of the Difference Matrix, and each quadrant is
described below.
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Difference Matrix
Figure 1
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Quadrant 1--High Difference/High Interaction.
When
groups are involved in creative problem solving, they are
practicing Quadrant 1 dynamics. This quadrant is the most
active and potentially productive one of the Matrix. This is
where important differences come together to interact and
produce creative solutions. Self-organization occurs here
when differences generate new options that go beyond
original assumptions.Like all of the other quadrants,
Quadrant 1 has its limitations. It requires hard work,
openness to change, and focus of attention. Some people
are uncomfortable in such an environment, and everyone
feels stressed and exhausted if they spend too much time
here. In a healthy balance, Quadrant 1 provides creative
opportunities for the group.
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Quadrant 2--Low Difference/High Interaction. When
a
group celebrates shared success, they are practicing
Quadrant 2 dynamics. In this quadrant, everyone
agrees, and they talk about what they hold in common.
This quadrant provides powerful energy. It allows a
group to bond and to build energy reserves for future
challenges. The drawbacks for Quadrant 2 appear when
it becomes the only dynamic of a group. Lack of
constructive difference means that nothing new comes
to life. The group can seem to be traveling in circles,
saying the same things again and again and not making
a real difference in their environments. Frequently
factions form, where a few people who agree on a
certain issue or concern will talk with each other about
it but not take action to resolve the issue. This is an
example of destructive Quadrant 2 action. In a healthy
balance, Quadrant 2 provides fun and a sense of shared
mission.
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Quadrant 3--High Difference/Low Interaction. When
a
group has agreed to disagree, they are practicing
Quadrant 3 dynamics. Great differences remain
unresolved as long as the group is in Quadrant 3. This
situation can be quite helpful when private reflection is
called for, when individuals feel unsafe talking about a
specific issue, or when particular differences are not
relevant to the work at hand. For example, an agreement
not to discuss politics or religion during work hours
might be a very effective use of Quadrant 3. The risks
of this quadrant are tremendous, however. When
important differences are great and remain unresolved,
they tend to fester. Anger, frustration, and
misunderstanding can grow until the system explodes.
In a healthy balance, Quadrant 3 provides open space
for individual reflection and rest.
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Quadrant 4--Low Difference/Low Communication.
When a group shares assumptions that need not be
spoken, the group is living in Quadrant 4. Education,
profession, culture can all provide underlying
assumptions that are never voiced. When a group
holds these things in common, they will feel safe and
secure. They experience a sense of belonging.
Frequently people will return to such a comfortable
situation to recover from the trials of Quadrant 1
activities. By itself, however, Quadrant 4 leads to
inaction and a vague sense of boredom. It is extremely
difficult to change anything that exists in this quadrant
because there are no differences or interactions to
encourage transformation. In a healthy balance,
Quadrant 4 provides a place for rest and recuperation in
the midst of a changing environment.
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Reflection:
Before using this
aide:
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What are the differences
that make a difference? Emergent patterns can form around
any difference. Sometimes the differences that form the patterns are not important
ones. This happens when a difference in jargon builds barriers that interrupt good
problem solving. Before using the Matrix, decide which differences are the most
important to the work of the group and focus your analysis on them.
- Which quadrant is most comfortable for
me and for others in the group? Some people
have styles that work better in one or another quadrant. Consider for yourself what
your preferences are and be sure that your analysis reflects the needs of the group
rather than just your personal preference.
While using this
aide:
Moving in the Matrix
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1. Thoughts
