The Tripod of Work emerged from listening to thousands of people talk about their work and the times that they had felt that there were or were not in flow and Gillian Stamp noticing some very clear patterns, conditions if you like that either were or were not present in leadership behaviour. Core Structure
Tasking establishes direction. It shares intention, agrees on objectives and timeframes, defines boundaries for judgment, and sets criteria for review. Provides framing, direction, and purpose.
Trusting enables judgment. It entrusts purposes (not just tasks), allows discretion within bounds, evaluates capacity accurately, and calibrates challenge appropriately. Provides judgment, restraint, and fidelity.
Tending maintains coherence. It monitors relevance without crowding, communicates ongoing purpose, detects drift in system or relationship, and establishes resolution procedures. Provides memory, rhythm, and coherence.
Three Relational Outcomes When balanced, the Tripod produces: Judgment (Tasking + Trusting): Operating within boundaries while exercising discretion Review (Tending): Continuous adaptation while maintaining standards Coherence (Tasking + Tending): Shared understanding where details express overall purpose Connection to Jaques Elliott Jaques defined work as "the exercise of discretion and judgment within specific limits to accomplish a productive purpose." The Tripod operationalizes this: Tasking establishes limits and purpose, Trusting enables discretion and judgment, Tending ensures both remain active and aligned. Pathologies When unbalanced, organizations drift into: Tripod for Continuity: Control-oriented, instruction-based Diffuse Tripod: Freedom without direction or shared purpose Rigid Tripod: Excessive constraint, alienation from purpose