Whole-context organization is characterized by two dynamics that exist
concurrently among the four internal dimensions. It was suggested ear-
lier that there is a special relationship between values and purpose and
also between capacity and action, but that in no way diminishes the
effective dynamic between any one of the dimensions and the others.
Change one, change all. Obviously, it is impossible to depict in a two-
dimensional graphic the constantly changing relationships between and
among these dimensions. Any attempt would involve not a chart but a
demonstration and would have to be, not surprisingly, somehow four-
dimensional. Only an interactive hologram could approximate their con-
tinuous morphing in infinite variety.

That raises an interesting aside about dimensions of organization. The
traditional organization chart, although it provided the original meta-
phor, manifested a completely other concept of dimension. It was "ver-
tical" and "horizontal," with emphasis on the vertical. Neither was
intrinsically related to the other, and both were static. But, at the risk of
being abstract, the idea of dimensions is indeed an apt metaphor of
whole-context organization, only here there are four. The most meaning-
ful interpretation suggests the following correlation: depth--beliefs;
height--purpose; length and width--capacity and action. That rendering
would mean the depth-height relationship is like an axis with an equator,
at which one becomes the other--defined by the other, like north and
south. That is the special relationship between beliefs and purpose. But
in the other relationship, while each dimension (direction) may be reck-
oned separately, each actually defines the other. That is to say, capacity
is action and action is capacity.

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