We have talked about the Riemann-Thomann model before and it’s uses in terms of leadership. Today we’re going to look at why you should be careful with it, no matter how useful it is.
Just a quick reminder for those who don’t have time to check the other article:
- it is a tool developed by Fritz Riemann work in the 1960’s on the basic forms of fear that was later adjusted to be used in more everyday contexts (depathologised) by Christoph Thomann.
- as a model it can be useful in identifying daily behavioural patterns within a team.
- the achses it works with are in terms of time (stability and change) and space (distance and closeness).
- it is widely used in coaching, team development, and conflict resolution.
Simplifying in the way it does, the Riemann-Thomann model is very useful in paring down the inherent complexities of human interactions into straightforward dimensions. That makes it very accessible.
This strength is also it’s weakness.
This level of simplification, common in many tools describing human behaviour, makes this tool successful, as well as being it’s Achilles heel. It is criticised for oversimplifying complex human behavioural traits as well as changing situational contexts. Human interactions are often more nuanced than can be captured in binary oppositions. This can lead to stereotyping, where individuals are put into mental categories, based on surface-level traits, potentially reinforcing fixed mindsets.
Another critique is the model being centered in Western culture.
The psychological perspective uses is centered in a Western approach, not taking into account that other cultures may deal differently with concepts like individual space, time, etc. in today’s complex, fast-changing world with multicultural teams, this tool can only ever be a starting point.
Connected to it’s Western-centered approach, it is also criticised for being static.
Current psychological approaches take into account changing contexts and multicultural teams, making this approach seem more static in its way of working.
Another limitation is its lack of empirical basis.
This limitation can be applied to other models of this type as well, and counts here to. In its foundation, the Riemann-Thomann model is based on qualitative observations and interpretations. Rather than robust psychological research and scientific assessment tools.
Why is it still useful? Because the complexities of human interactions and behavioural patterns can easily be overwhelming.
In order to combine our evolutionary desire for simplicity (the human brain has not changed significantly since the Stone Age) with daily complexities of working life, it is useful to start with a simple model like Riemann-Thomann and branch out from there, taking more complex issues into account as you go along.
The Riemann-Thomann offers value in its usefulness, accessibility and simplicity, while its limitations should not be forgotten and accounted for in other ways, such as the Big Five personality model.
You still have questions? Get in touch. I look forward to hearing from you!
Related posts
Keep your team mates close? Riemann-Thomann: looking at constancy, closeness, distance and change.
Dealing with uncertainty, complexity and lack of clarity – tolerance of ambiguity is key in leadership
Empathy – key for leaders building psychological safety
Building empathy: nurturing human connection
Leadership: attitude over method
Developing people, empowering people, supporting people
