Mark and Peter, I am enjoying this thread.

A few years ago, I was consulting in an organization where some departments were overtly fighting with each other. This Relating and Requiring construct really gets at the root of what was happening in that company. One of the most financially successful departments was run by a High Requirer/Low Relater. Employees grumbled about this manager's abrasiveness, but they took great pride in their unit's performance, because it was so much better than the other departments' results. The whole team started exuding a "we-are-the-best" attitude, which caused other departments to bristle.

The company president was a High Relater/Low Requirer who had established a culture of High Relating at the expense of business results. The High Requirer thought the High Relaters were ridiculously ineffective and made his views widely known, creating conflict and damaging relationships. Ultimately, the High Requirer was fired despite his unit's business results. He was so counterculture that he was viewed as a poor fit and a troublemaker.

I wonder how many other organizational conflicts could be explained using this Relating/Requiring construct?