ABOUT THE DAVID KANTOR'S THEORY OF STRUCTURAL DYNAMICS
Structural Dynamics is a theory of how face to face communication works (and does not work) in human systems. Its roots lie in systems theory, the study of phenomena as systems of interrelated parts. This model was developed through an empirical study of family communication over 35 years ago and has evolved and expanded over time an application to families, couples, teams and whole organizations. Structural Dynamics is broadly applicable because most of the “work” of human systems and the decisions made there take place in face to face discourse. Communicative competency – the understanding of the structure of face to face communications in human systems – is the key to sound decision making and to creating results.
David Kantor’s theory of Structural Dynamics provides compelling insight into how individual and teams can operate more effectively together.
His structural model of communication, used for decades by psychologists, organizational development professionals, and interventionists, is now available through this suite of instruments and is described in his groundbreaking publication, Reading the Room.
Because the theory links individuals‘ profiles with observable external behaviors, it provides an actionable perspective on how to improve communication outcomes in all settings. Rather than describing an individual’s profile as a static entity, these instruments provide coaching on how to expand the behavioral repertoire, manage reactions in high stakes settings and find organizations that are the best fit for the individual.
STRUCTURAL DYNAMICS - Q & A WITH DAVID
THE FOUR PLAYER MODEL
A central tenet of Structural Dynamics is the Four Player Model. The Four Player Model is the core concept of David Kantor’s theory of Structural Dynamics. Said by many to be the consummate practitioner’s tool for identifying and modifying communication structures that take place ‘in the room’, The Four Player Model has been described as “useful, efficacious, concise, practical.” The Model holds that in all interactions between people, there are four, and only four, possible speech acts. Many communication problems occur when individuals become ‘stuck’ and over use one of the four actions again and again, or when certain combined sequences of actions become entrenched, undermining group learning and effective decision making.