The organization looks for its defensive routines and makes them discussable: mixed messages that follow Argyris's four-step logic (send an inconsistent message, act as if it is consistent, make both undiscussable, make the undiscussability undiscussable), error hiding and camouflage, games of deception (budget games, dumping problems on another department, starting crises to win resources), and norms nested within norms that forbid confronting favoured policies. Argyris shows that such routines put employees in double binds, that structural fixes such as new policies or rewards do not change them unless people hold the theory-in-use and skills to reduce them, and that they come to operate independently of, and above, the individuals involved.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.