Real-world problems and problems likely to be encountered in any career are frequent and complex. The more complex the problem, the least straightforward the path to finding a solution. The best solution is often the one that addresses multiple team perspectives and inevitably creates the most disruption. By necessity these final solutions must cross disciplinary boundaries and, in the end, require team members to relate the value they bring by understanding the value their team members bring. This relational requirement is one of the pillars of ESTE™.

What is meant by relational?

First let’s discuss disciplinary boundaries in the context of the ESTE™ framework (shown in the Figure). While the ESTE™ framework describes innate preferences in terms of how we think (for example, I like finding new ways to make things, which makes my way of thinking ‘entrepreneurial’), these quadrants can also represent the specific disciplines of entrepreneurship, science, technology, and engineering (ESTE) across the workforce. The key to understanding a specific discipline is in the inherent relational value between the Entrepreneur, Scientist, Technologist and Engineer and their audience. You are an entrepreneur when you have identified your market. You are a Scientist when your work finds value by another. You are technologist when someone uses your tools. You are an engineer when you have built the widget with someone in mind.

Many problems and resulting solutions fit neatly within a quadrant or discipline. For example, the implementation of a needed upgraded security system within an organization will leverage integration of a newer technology into the organization’s existing platform. The solution for this example fits neatly into the technology quadrant. What about when the problem is complex and doesn’t fit neatly into a quadrant. For example, what about a security system for a globally-applicable biological cloning platform for commercial use? In this example, the potential solution does not fit neatly into either entrepreneurship, scientific, technology, or engineering. In fact, the ideal solution will integrate across all these disciplines. In other words, it crosses disciplinary boundaries and requires relational thinking.

Figure. ESTE™ Framework

A high-functioning team engages in relational thinking.

In 1965, Bruce Tuckman’s seminal work described the four stages of team development: (1) Forming, (2) Storming, (3) Norming, and (4) Performing. In stage 1 (Forming), the ESTE team meet and greet and start to get to know one another. In stage 2 (Storming), the ESTE team share ideas and perspectives with the continual push and pull, give and take, competition and epiphanies. In stage 3 (Norming), the ESTE team learns how to optimally communicate, understand (appreciate) each other’s perspectives, and now work collectively towards a common goal or solution. In stage 4 (Performing), the ESTE team works cohesively as one unit and at peak efficiency. To reach stage 4, the ESTE team must engage in relational thinking.

What is relational thinking?

Going back to the solution for a globally-applicable security system for a commercial biological cloning platform, the scientist will contribute her knowledge and expertise on closed biological systems and will learn to successfully contextualize her input as it relates to the entrepreneur, technologist, and engineer on her team. The scientist’s journey starts with her knowledge and subject-matter expertise that fit neatly within the quadrant of scientist. However, given the team’s goal to identify a multi-disciplinary solution, the scientist’s path will cross disciplinary boundaries and require “out-of-the-box” thinking. She needs to understand the perspectives of her teammates for them to understand her. In other words, she needs to relate to them. And vice-versa. They - the entrepreneur, technologist, and engineer – need to relate to her, the scientist.

How do I use relational thinking?

1. Consider the problem’s solution in terms of how the team will contribute in the different ESTE™ quadrants

2. Identify what ESTE™ quadrant you are leveraging

3. Contemplate what ESTE™ quadrant the team member you want to most influence is leveraging

4. Describe what value you bring to the team

5. Describe the value your team member to be influenced brings

6. Bring your value to that team member today

ESTE® Leverage - founded in the belief that Entrepreneurship, Science, Technology, and Engineering are innate in each of us - grounded in the science of learning & assessment – dedicated to the realized potential in every individual.

[Tuckman’s 1965 article was reprinted in a Special Issue on Group Development in Group Facilitation: A Research and Applications Journal in 2001]