Part A: Comparison of treatment of beliefs in Model I (CTL) and Model II (OTL)
Model I (CTL)
A person’s beliefs, opinions, thoughts, feelings are
not taken into consideration while making
decisions. Decisions are imposed on other persons
and expected them to accept it and follow it
without knowing capability of the other person.
Model I is a theory of unilateral control over
others. Action is designed so that to maintain four
underlying values: achieving purposes as defined
by the actor, winning, suppressing negative
feelings, and being rational.(from reading) The
strategies which are primary involves controlled
inquiry, and protection of others and self as well.
Consequences in this include limited learning, not
an open relationship with groups, and decreased
effectiveness.
In Model I one always assumes I am
right and the other person is wrong without even
knowing the fact. No explanation is accepted from
the other person to clarify his/her point of view.
In Closed-to-learning model I the intention is
to win with making the other person as little
upset as possible without any evidence of having
the reason of failure or success in the goal to be
achieved.
In this Model I charge is taken of
both the work (task) and the process
of how it is done by the higher authority.
In this Model a big mistake is made by the higher
authorities is that they always think and work
from their point of view to get the desired change
with minimal use of the data available to them
Model I (OTL)
A person’s validity of beliefs incorporates a
person’s thoughts, beliefs, opinions,
reasoning, inferences and feelings
(Robinson, 2016, pg.9). Viviane Robinson
describes increasing the validity of
information as being at the “heart
of…interpersonal effectiveness” (2016, pg.
9).
Model II is a theory of joint control and
inquiry. Its major underlying values consist
of providing valid information, allowing free
and informed choice, and internal
commitment. The primary strategies in this
Model II involves making ,encouraging
others, giving them space, welcoming their
suggestions, motivating others in such a
way that they gain confidence and achieve
the goal. (Line 1 and 25)
In Model II as the level of the experience
increases, the learner develops slowly and
gradually using the recipe to implement a
broader strategy, such as "helping the other
person in getting their task done or giving
them emotional support.(Line 30)
“An Open-to -learning conversation,
therefore, is one in which this value is
evident in how people think and talk.”
(2011, pg. 9).
In this Model II higher authorities make a
plan of action so that their colleagues feel
committed to as they have been part of the
process. Robinson (2011) writes.
In Model II the goal is to improve the
quality of the information and reasoning
which is being used by making such beliefs
explicit and checking their accuracy to the
without understanding the main cause and the
reasons behind it. In short, they don’t ask enough
questions as to know the failure in results and
desired goals.
In Model I the difficulty lies in limited information
provided, which lead us to perceive the world in
terms of what we already know, having
preoccupied thoughts in our minds rather than to
engage in the much more cognitively demanding
process of checking our reasoning which always
leads to dissatisfaction to others.
In Model I at times negative messages are
communicated indirectly through leading
questions by the leader showing their
power. Insincere praise is being offered targeting
people. One always
protect self from negative emotions by minimizing
own risk taking hiding own fear and
assumes the validity of own private evaluations
attributions and protect self from negative emotio
ns by minimizing own
risk taking and responsibility.
Here in Model I the higher authority
takes charge of both the work (task) and the proce
ss of how it is done without taking any suggestion
and without involving others in the task. It might
be because the authority is having some fear of
getting disapproval from the colleagues if asked
best of their level. These checks involve
such things as: saying what leads you to
your point of view, seeking counter
examples, and inviting others to critique
your views and welcoming opinion of other
as well as expressing your own without
having a fear of being failed.(Line 30)
In Model II the approach is to come to
some common agreements especially when
people disagree. The common ground
might be based on a shared expressed
dissatisfaction with the status quo ,on an
agreed process for resolving differences, or
expressions of satisfaction with the
conversation among the colleagues working
to achieve the same goal is of utmost
importance to maintain a good and healthy
relation with other colleagues. The
common ground always provides the
motivation, securities, self-respect, and
encouragement to the other colleagues
working together to resolve remaining
difficulties and hindrances coming on the
way in order to get the desired results with
minimum input and maximum output.
Perhaps the most important factor in
learning and practising OTL ™ is motivation.
OTL always provide a personally and
professionally attractive leadership ethic,
which then helps in providing motivation
to others driving the learning and the
resultant greater efficiency and
effectiveness as a leader will be reason
enough to work for the betterment of the
organization.
At the end of this process they make a plan
of action that their colleagues feel
committed to as they have been part of the
process. Robinson (2011) writes;
for their approval.

In Model I it is difficult for the people to accept

their wrong behaviour, intentions towards others. In Model II it is easy for the people to
Here one always say I am right and you are wrong accept their mistakes as they want to learn
even at times knowing that the other person is from their mistake and want to grow in life
right. and achieve their pre determined goals.