INTERDEPENDENCE AND RECIPROCITY
Needs of esteem, affiliation, security, or independence drive innovation, achievement and outstanding effort, but they also create collisions that ignite emotion and individual vested interests. These actions often compete with any authentic effort to be interdependent. The following model describes the competing human needs that promote either dependence or independence, but not necessarily Reciprocity and Interdependence. Leadership, Structure, Processes and Culture also impact behavior, as well as the synergy and interdependence at work in the culture.
Individual behavior drives action, performance and results. Yet behavior is impacted by the leadership practices and planning; coporate structure and processes; and cultural mores and paradyms. Unless a Mindset of Reciprocity is engrained in all aspects of the corporate fabric, the different elements will naturally conflict with each other in the same way that individual needs conflict according to the situation, emotional elements, and vested interests.