The human element – Will Schutz – 1994
Productivity, Self-Esteem, and the Bottom Line
“All the most important problems of life are fundamentally insoluble. They can only be surpassed. This surpassing requires a new level of consciousness.”
— Carl Jung
Introduction
Will Schutz’s Human Element (ICO) framework builds exactly on this idea. It shows the profound link between self-esteem, productivity, and organizational success. Whether in companies, families, or teams, the principles are the same: truth, choice, and self-awareness lead to authentic relationships and higher performance.
People First
As Lee Iacocca once said: “In the end, all business operations can be reduced to three words: people, product, and profit. People come first.”
High or low self-esteem influences every aspect of human interaction, shaping creativity, productivity, and the ability to collaborate. Organizations that ignore this dimension risk undermining their results.
The Human Element Model
Schutz’s model rests on six core principles:
Truth → the great simplifier.
Choice → we decide our actions, emotions, and thoughts.
Simplicity → the clearest path is often the best.
Absence of limits → most limits are self-imposed beliefs.
Holism → mind, emotions, behaviors, and body are interconnected.
Achievement → authentic growth increases both efficiency and joy.
The model is structured around three key behavioral dimensions, known as ICO:
Inclusion – Am I important?
Control – Am I competent?
Openness – Am I lovable?
Inclusion: Am I Important?
Inclusion reflects the desire to belong, to receive attention, and to feel unique. When inclusion is rational, behavior is flexible. When it is defensive, it becomes rigid and repetitive.
Core fear: being ignored, excluded, or insignificant.
Healthy behavior: comfort with both social interaction and solitude.
Distorted behavior: over-seeking validation or fearing abandonment.
Control: Am I Competent?
Control involves autonomy, decision-making, and influence. Problems often labeled as “control issues” are frequently rooted in inclusion or openness.
Core fear: humiliation, helplessness, or incompetence.
Healthy behavior: democratic, confident in decision-making.
Defensive behavior: rigidity, victim mindset, blaming external forces.
The principle of choice is essential here: seeing oneself as autonomous, not as a victim. By accepting choice, individuals reclaim energy and responsibility.
Openness: Am I Lovable?
Openness measures how much one shares feelings and thoughts with others.
Core fear: rejection if truly known.
Healthy behavior: authenticity, flexibility, and trust.
Defensive behavior: secrecy, withdrawal, or rigidity.
Authenticity and telling the truth are central. When openness is high, relationships deepen, and collaboration improves.
How Groups Evolve with ICO
Groups naturally move through ICO stages:
Inclusion → Who belongs? Are we important here?
Control → How do we divide roles, power, and responsibilities?
Openness → Can we trust each other enough to be genuine?
👉 Leaders set the tone by modeling inclusion, sharing decision-making, and encouraging openness. If leaders blame their teams without self-reflection, they reinforce defensiveness instead of transformation.
Defensive Behaviors
Indicators of low self-esteem and defensive postures include:
Rigidly holding positions.
Refusing to listen or misinterpreting others.
Withdrawing into secrecy.
Irritability, indignation, or anger.
Loss of humor and perspective.
These behaviors block growth and collaboration until individuals increase self-awareness.
Self-Esteem and Its Mechanisms
Self-esteem begins in childhood and is shaped by both internal and external messages. Schutz highlights six typical defensive roles when self-esteem is low:
The Denier – avoids facing problems.
The Victim – projects blame onto others.
The Critic – focuses on others’ flaws to mask personal inadequacies.
The Self-Accuser – blames themselves first to avoid outside criticism.
The Rescuer – helps others compulsively to avoid facing personal issues.
The Claimant – demands constant reassurance to cover insecurities.
The goal of The Human Element is to replace these defenses with authentic recognition and problem-solving.
The 1% Rule
Even if I believe I am right, I can grow by assuming at least 1% of truth lies in what the other person says. This mindset promotes humility, listening, and learning.
Conclusion: From Self to Team Performance
By analyzing the gap between who I am and who I want to be, individuals can measure their self-esteem and work toward authenticity.
👉 Ultimately, success—whether personal or organizational—depends on the ability to:
Build authentic relationships.
Reduce defensive behaviors.
Adapt flexibly to change.
Align self-esteem with productivity.
The Human Element reminds us that people drive performance, and that truth, choice, and openness are the keys to sustainable results.
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