Leaders and teams recognise skilled incompetence: behaviour produced skilfully and automatically, such as easing into bad news, non-directive questioning and face saving, which is intended not to upset others but produces the very upset and resistance it aims to avoid, while people remain unaware and unaware that they are unaware. Argyris uses executives' own written cases to make this visible, treats the defensiveness the diagnosis provokes as further data to learn from, and notes that people's sense of competence and self-esteem depend on the Model I skills being questioned.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.