This is a key access point where Re-Modeling or change work can take place (i.e., adjusting or aligning Pure form or ideal).

It is not always easy to get "Pure form" into words. It must be identified in order to resolve a Limitation (otherwise you can resolve a problem but leave the limitation in place, whereby it gets further reinforced).

Working the Process is at the level of Identity on Life Grid. But being an Identity - even an extreme one - does not necessarily mean we are dealing with "Pure form". Only when it is part of "Pure form" does it constitute a Limitation.

This is Directing in Self-Management Model.

Of course, while we may talk about Process as if it were a predictable sequence, it is more likely to be always in the process of re-organization. This re-organization can be unpacked in terms of Set-Up - Upset - Set-Down and
in terms of Reason - Solution - Purpose.

The question will arise - How is Working the
Process different from Judging: How Things Should Be?
In Working the Process a standard of how things should be is applied in Directing the process. In Judging How Things Should Be, a judgment is made whether or to what degree How Things Are measures up to this
standard. It is sort of the evaluation of the result.
[Somewhat redundant with Why Work It]

Your questions to the client can attempt to clarify what currently is, as distinct from what the client needs or wants the state of affairs to be. Needs and wants structure How It Works.

You may then explore further to unpack statements of needs and wants to reveal their functional aspects, and this may clarify How You Work It. In turn, this links to
Judging: How Things Should Be.

Examples:
Cleanliness of the apartment
Taste of the food
Sales figures
Body weight
Test scores
Expressed attitude

Of course, while we may get clarity by talking about Product in static terms - as if it remains the same over time, it may actually be in flux.

This corresponds to Managing in Self-Management Model, Performing, also.

Metaphor can be applied at this level.

Examples:
Getting the job done
Selling the product
Carrying out diet to lose weight
Studying, learning and taking test
Getting informed, having experience
and changing an attitude

Of course, while we may talk about Process as if it were a predictable sequence, it is more likely to be always in the process of re-organization. This re-organization can be unpacked in terms of Set-Up - Upset - Set-Down and in terms of Reason - Solution - Purpose.

Using these concepts in this way suggests a way to ask questions of the client. For example, as the client describes the problem situation your questions can help clarify the degree to which the problem may be a more static state of affairs or a more dynamic process. To the extent that the problem includes a process, How It Works unpacks the facits of that process that the client currently perceives as automatic, external or outside of his/her performing.

So we convene the concepts of Product, Process and Performing to help us form questions useful in exploring the client's model.

See How You Work It to explore the facits
of Process which the client may, in some way, be Managing.

Additional Notes:
How It Works is the What, How and Why that the client does not directly control.
The client describes the operation of the problem situation. The client's natural inclinations may make this description focused and limiting, inquisitive and exploratory, and/or enhancing...

Questions can ask for..
Story
Sequence in time, space
Show me how you do it
Reasons, Purposes
What, How, Why
Well-being, Principals, Strategies,
Operations
Identify, use, operationalize
FADS or motivation
etc.
How you organize this information depends upon what you are trying to understand, such as thinking behind, description of events, motivation, etc.

In some cases the "it" may be internal in the sense that "given X, I function ____ or I find myself doing/thinking/feeling ____" - "it" has a kind of independent dynamic. Then "how I work it" is how I work this subroutine. The Self-Management model may give a clue here: The "it" may be a well-practiced Management strategy, and the "how you work it" an established Directing principal.
[Product/Process distinction seems to clear a lot of this up]

Using these concepts in this way suggests how to ask questions of the client. For example, as the client to describes how s/he works the problem situation your questions can help clarify the strategies used in Managing as distinct from the principals used in Directing. You can explore any strategies and principals which emerge and explore their static or dynamic nature, and where they might fall on the Life Grid.

In this way How You Work It unpacks the facets of Process that the client currently perceives s/he is Managing. The distinction between Managing and Directing helps separate Process from Working the Process.

So we convene the concepts of Process and Working the Process taken from one model, along with Managing and Directing taken from another model - all to help us form questions useful in further uncovering the client's model.

Notice the overlap of Judging: How Things Are and Judging: How Things Should Be. How
You Work It is in this overlapping territory.

Additional Notes:
I propose that How You Work It be seens as a juxtaposition of:
Process and Working the Process

Ask questions to elicit the limits the client finds in the Product, Process and Working the Process. Ask how client realizes, concludes, decides that these are limits or function as limits.

What comes out of How It Works (which takes into account Product and Process) can be fed into FADS. Such questioning will reveal feelings and thoughts about feelings. This should help sort out information and clarify the judging.

You may want to ask questions in terms of the Fractal Thinking Model. The client's Judging: How Things Are could include thinking within the levels called "Identifying" (e.g., attending, differentiating, Questioning, Equating, etc.) or "Utilizing" (e.g., remembering, assuming, comparing, hypothesizing, etc.). It may even include some thinking at the "Operationalizing" level (e.g., selecting, organizing, predicting...).

When your questioning uncovers the client's judging, it is useful to ask whether these are made in comparison to (or in reference to) other judgments. A judgment is made at a particular point in time. Other judgments are made at other points in time. Presumably, Judging: How Things Are develops a history when compared with previous judgments. This history could reveal Direction.

This history or Direction can be taken into account when Judging: How Things Should Be .

Judging feeds back into Process (i.e. a Set-Down) when judging includes
Injuncting, Concurring and Transitioning.

Note that the bridge concept of How You Work It connects all three of the Judging: domains with Process and Working the Process.

While Working the Process is "driven" by
Pure form, this level is the actual judging whether or to what degree the State of Affairs is as it should be (whether it is adequately moving in the direction of the Emergent Outcome).

See a process for how Judging is done in Thinking and Judging.

This judgment is critical regarding whether a problem is a limitation. For example, loosening up this judgment (e.g., by using a metaphor, changing equivalences...) a limitation can go away.

Use Affect-Effect-Impact Motivation/Evaluation Triangle, and its funtional counterpart.

Judging overall well-being. Limits may be revealed, but not limitations, as such. Limitations would be in Judging: How Things Should Be.

SDMP=Supervising.

Questions:
What is it about this that...?
What is limiting about this?
How do you decide to pay attention to this?
Why are you limited here?
Why is this a limitation?

THIS MAY GET ABSORBED BY "WORKING THE PROCESS"
(which can be Why and How, and "Pure form", ideal...
Right now (4/15/99) it seems a good idea to leave it in because it goes with How It Works and How You Work It (which still are useful).