SDTEST® has 38 different VUCA polls that calculate the 13,643 correlation values between stages of development according to the theory of Spiral Dynamics and answer options of these 38 polls.
We invite curiosity about the systemic mechanisms behind this correlation. There may be hidden variables that provide alternative explanations.
In our analysis of the poll "Ageism in Career," we found an intriguing negative correlation that warrants closer examination:
-0.1041 between the No, our organization has not systems in place to deal with cases of ageism and the Purple stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.079. This negative correlation of -0.1041 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1041 between the absence of ageism management systems and the Purple stage offers intriguing insights when viewed through the lens of the Purple value system:
Organizational Perspective:
Organizations operating within the Purple mindset might interpret this correlation as:
- Validation of their traditional approach to respecting wisdom across all age groups.
- Confirmation of their belief in maintaining balanced intergenerational relationships.
- Evidence supporting their communal approach to addressing age-related challenges for both older and younger members.
These organizations might respond by:
- Establishing formal systems that honor both elder wisdom and youthful potential.
- Creating inclusive processes that protect and value members of all ages.
- Developing structured approaches that bridge generational gaps within the community.
Team Perspective:
Teams operating from a Purple mindset might approach this correlation by:
- Viewing it as an affirmation of their commitment to protecting both older and younger community members.
- Interpreting it as support for maintaining balanced intergenerational social structures.
- Seeing it as validation for their belief in collective responsibility towards all age groups.
These teams might respond by:
- Implementing protective mechanisms that ensure respect for both elder experience and youth innovation.
- Creating ritualistic approaches that integrate and value members across different age ranges.
- Developing group-based systems that prevent discrimination against both older and younger members.
Individual Perspective:
Individuals aligned with the Purple value system might interpret this correlation as:
- Personal validation of their respect for wisdom and potential across all ages.
- Evidence supporting their belief in community-driven age inclusivity.
- Confirmation of their role in maintaining balanced intergenerational relationships.
These individuals might respond by:
- Actively participating in age-inclusive community systems.
- Reinforcing traditional beliefs about the importance of respecting all age groups.
- Seeking to preserve and honor the unique contributions of both older and younger members.
This correlation, viewed through the Purple lens, suggests that those operating at the Purple level are more likely to have systematic approaches to managing interactions across all age groups. It implies that the Purple value system's focus on community and collective protection creates natural mechanisms for addressing ageism in both directions.
The reasons why organizations in the Purple stage might have systems in place to deal with cases of ageism could include:
- Ancestral Wisdom: Respect for elder knowledge while also nurturing young potential.
- Communal Protection: Strong belief in protecting all members of the community, regardless of age.
- Ritualistic Approach: Formal systems that reflect traditional beliefs about age and generational value.
- Spiritual Significance: Viewing age as a sacred progression with inherent value at every stage.
- Collective Responsibility: Commitment to maintaining social order through comprehensive age respect.
This correlation prompts us to consider how different value systems influence organizational approaches to age management. It raises questions about the relationship between traditional beliefs and systemic approaches to preventing age discrimination against both older and younger individuals.
Ultimately, this correlation highlights the complex interplay between traditional community values and organizational practices. In Purple-dominant environments, addressing ageism becomes a matter of preserving sacred social structures and respecting the unique value of all age groups.
In our analysis of the poll "Does ageism exist?" we found an intriguing positive correlation that warrants closer examination:
0.0239 between the No, ageism doesn't exist in the world and the Red stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0031. This positive correlation of 0.0239 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0239 between "No, ageism doesn't exist in the world," and the Red stage offers provocative insights into how power-driven systems perceive age-related dynamics:
Organizational Perspective:
Organizations operating within the Red value system might interpret this correlation as:
- Validation of their raw, power-based approach to human interactions.
- Confirmation that individual strength trumps age-based limitations.
- Evidence that survival and dominance override age considerations.
These organizations might respond by:
- Valuing pure individual capability over age-based restrictions
- Eliminating age-based barriers to power acquisition
- Promoting individuals based on demonstrated strength and aggression
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing age as irrelevant compared to individual power dynamics
- Interpreting team composition through the lens of personal capability
- Seeing potential in aggressive, competent individuals regardless of age
These teams might respond by:
- Selecting team members based on raw competitive potential
- Challenging age-based assumptions about performance
- Celebrating individual warriors who defy age expectations
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their ability to transcend age limitations
- Evidence that individuals will conquer systemic constraints
- Confirmation of their capacity to challenge age-related paradigms
These individuals might respond by:
- Aggressively pursuing opportunities without age-based hesitation
- Demonstrating capability through direct, confrontational approaches
- Rejecting any systemic barriers based on age
This correlation suggests that in the Red stage, traditional age-based limitations dissolve against the backdrop of individual power and self-expression. Age becomes merely another potential constraint to be conquered through personal will and aggressive action.
Reasons why ageism might not exist in the Red stage include:
- Survival Meritocracy: Only individual capability matters
- Power Transcends Age: Strength is the ultimate determining factor
- Immediate Gratification: Focus on current performance, not historical limitations
- Individual Potential: Each person is evaluated by their immediate capabilities
- Competitive Mindset: Age becomes irrelevant in pure competitive environments
This correlation illuminates how pure power dynamics can neutralize age-based discrimination by focusing solely on individual potential and immediate demonstrated capabilities.
Ultimately, this correlation highlights the complex interplay between power dynamics and individual potential. In Red-dominant environments, addressing age becomes a matter of pure capability, individual strength, and the immediate demonstration of personal power.
In our analysis of the poll "Trust" (by WVS) [Could you tell us how much confidence you have in organizations?], we found an intriguing negative correlation that warrants closer examination:
-0.1097 between The religions relevant to your culture (churches, mosques, temples, etc.) / None at all and the Blue stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0629. This negative correlation of -0.1097 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1097 between "None at all" confidence in religious organizations and the Blue stage offers intriguing insights when viewed through the lens of the Blue value system:
Organizational Perspective:
Organizations operating within the Blue mindset might interpret this correlation as:
- Validation of their structured, hierarchical approach to spiritual institutions.
- Confirmation of their deep-rooted belief in institutional authority and moral order.
- Evidence supports religious organizations' critical importance in maintaining societal structure.
These organizations might respond by:
- Reinforcing the legitimacy of religious institutional hierarchies
- Developing more rigorous systems of religious governance
- Emphasizing the moral and social significance of religious institutions
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing it affirms their commitment to religious institutional values.
- Interpreting it as support for their belief in structured spiritual communities.
- Seeing it as validation for their adherence to established religious traditions.
These teams might respond by:
- Strengthening internal commitment to religious organizational principles
- Creating more robust systems of religious community engagement
- Promoting loyalty to established religious institutions
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their deep respect for religious organizational authority.
- Evidence supporting their belief in the moral importance of religious institutions.
- Confirmation of their role in maintaining traditional spiritual structures.
These individuals might respond by:
- Actively supporting and defending religious institutions
- Reinforcing their commitment to established religious hierarchies
- Seeking to preserve and honor traditional religious practices
This correlation, viewed through the Blue lens, suggests that those operating at the Blue level are likelier to have strong confidence in religious organizations. It implies that the Blue value system's focus on order, discipline, and moral authority naturally aligns with institutional religious structures.
The reasons why people might have confidence in religious organizations in the Blue stage could include:
- Moral Absolute: Belief in clear, unchanging moral guidelines
- Hierarchical Structure: Respect for organized, disciplined institutional systems
- Traditional Authority: Deep reverence for established spiritual institutions
- Collective Identity: Finding meaning through structured religious communities
- Moral Guidance: Seeking clear ethical direction from recognized authorities
This correlation prompts us to consider how different value systems influence perceptions of religious institutions. It raises questions about the relationship between organizational structure and spiritual belief.
Ultimately, this correlation highlights the complex interplay between cultural values and institutional trust. In Blue-dominant environments, confidence in religious organizations becomes a matter of maintaining moral order, preserving traditional structures, and finding collective meaning through established spiritual systems.
In our analysis of the poll "Oxford Happiness Survey," we found an intriguing positive correlation that warrants closer examination:
0.0786 between the I feel able to take anything on / Strongly Agree and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0532. This positive correlation of 0.0786 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0786 between "I feel able to take anything on" and the Orange stage offers profound insights into the psychological mechanisms of confidence and achievement-oriented thinking:
Organizational Perspective:
Organizations operating within the Orange value system might interpret this correlation as:
- Validation of their scientific, goal-driven approach to personal and professional development.
- Empirical evidence supporting their belief in rational self-empowerment.
- Confirmation of their strategic focus on individual capability and potential.
These organizations might respond by:
- Implementing data-driven personal development programs
- Creating metrics-based confidence-building initiatives
- Designing performance frameworks that systematically enhance individual self-efficacy
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing it as a quantifiable measure of team member potential
- Using the correlation as a rational basis for team composition and skill allocation
- Interpreting the data as a scientific validation of individual capabilities
These teams might respond by:
- Conducting rigorous skills assessments
- Creating precise performance improvement algorithms
- Developing objective frameworks for task allocation
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Scientific proof of their capacity for achievement
- Rational validation of their self-efficacy
- Empirical evidence of their ability to overcome challenges
These individuals might respond by:
- Applying systematic self-improvement methodologies
- Seeking quantifiable personal development strategies
- Using technological tools for tracking and enhancing personal capabilities
This correlation, viewed through the Orange lens, suggests that those operating at the Orange level demonstrate a heightened sense of self-efficacy. It implies that the Orange value system's rational, scientific approach to personal development aligns with a confident, systematic approach to challenges and opportunities.
Reasons Why a Person Feels Able to Take Anything On in the Orange Stage:
- Rational Self-Assessment: Ability to objectively evaluate personal strengths and potential
- Scientific Approach to Personal Development: Systematic method of building confidence through measurable skills
- Technological Empowerment: Leveraging tools and data to enhance personal capabilities
- Goal-Oriented Mindset: Clear, strategic vision of personal and professional objectives
- Analytical Problem-Solving: Confidence derived from a logical approach to challenges
The correlation highlights the Orange stage's unique approach to personal empowerment: a scientifically grounded, technologically supported, and rationally driven path to self-confidence. It demonstrates how the Orange value system transforms confidence from an emotional state to a measurable strategic capability.
Ultimately, this data point reveals the Orange stage's fundamental belief: confidence is not mystical but a carefully engineered state of being, achievable through rational analysis, technological support, and strategic personal development.
In our analysis of the poll "Psychological Wellbeing" (by Carol D. Ryff), we found an intriguing positive correlation that warrants closer examination:
0.0721 between the Positive relations with others. I enjoy personal and mutual conversations with family members and friends. / Strongly agree and the Green stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0498. This positive correlation of 0.0721 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0721 between "I enjoy personal and mutual conversations with family members and friends" and the Green stage offers profound insights into the psychological mechanisms of human connection and community:
Organizational Perspective:
Organizations operating within the Green value system might interpret this correlation as:
- Validation of their holistic approach to human relationships and communication
- Empirical evidence supporting the importance of interpersonal connections
- Confirmation of their commitment to creating supportive, collaborative environments
These organizations might respond by:
- Implementing inclusive communication strategies
- Developing programs that foster deep, meaningful interpersonal interactions
- Creating supportive networks that prioritize emotional well-being
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing it as a critical measure of team cohesion and emotional intelligence
- Recognizing the value of authentic, mutual conversations
- Interpreting the data as evidence of the importance of emotional support
These teams might respond by:
- Encouraging open, vulnerable communication
- Developing empathy-building team-building exercises
- Creating safe spaces for genuine emotional exchange
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- Scientific validation of their approach to relationships
- Confirmation of the importance of deep, meaningful connections
- Empirical support for their value of emotional intelligence and mutual understanding
These individuals might respond by:
- Prioritizing authentic, meaningful conversations
- Developing deeper listening and communication skills
- Seeking opportunities for genuine emotional connection
This correlation, viewed through the Green lens, suggests that those operating at the Green level place extraordinary value on interpersonal relationships. It implies that the Green value system's holistic approach to human interaction prioritizes deep, mutual understanding and emotional connectivity.
Reasons Why People Strongly Agree with Enjoying Personal and Mutual Conversations in the Green Stage:
- Holistic Worldview: Emphasis on interconnectedness and mutual understanding
- Emotional Intelligence: Heightened awareness of emotional nuances in communication
- Community-Oriented Thinking: Valuing relationships as fundamental to human experience
- Collaborative Mindset: Seeing conversations as opportunities for mutual growth
- Empathetic Approach: Prioritizing emotional depth and authentic connection
The correlation highlights the Green stage's unique approach to human relationships: a compassionate, systemic, and profoundly empathetic method of interpersonal interaction. It demonstrates how the Green value system transforms communication from a transactional to a transformative experience.
Ultimately, this data point reveals the Green stage's fundamental belief: human connections are not superficial, but profound opportunities for mutual understanding and collective well-being.
In our analysis of the poll "Where would be your next most exciting opportunity?" we found an intriguing positive correlation that warrants closer examination:
0.0798 between The company size is not a deciding factor and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0556. This positive correlation of 0.0798 meets the reliability criteria but does not necessarily imply causation.
The respondents commented, "Not a deciding factor!"
We have grouped their comments into the following groups with examples.
- Importance of Company Values: "What matters more to me is what the company does and how the value of its product aligns with my own values." "The company's values and atmosphere are more important to me."
- Personal and Professional Growth: "Where I can realize my unique abilities, become better, and impact the world around me," "Any place where I can be challenged to learn and grow as a person."
- Entrepreneurship and Self-Employment: "My next opportunity will be one I start myself and will ideally be a solo practice," "I want to be starting my own business."
- Company Size Is Not Important: "Company size does not matter," "Company size is not as important as company culture and workplace norms."
- Interesting Work and Challenging Tasks: "What matters most is interesting work," "Interesting work where I can develop, acquire, and strengthen professional skills."
- Importance of Team and Corporate Culture: "What matters is satisfaction from what I do," "Company size doesn’t matter, what’s important is the work environment."
- Ability to Influence and Make Decisions: "As long as I have the freedom to influence and act on decisions instead of just following orders, size does not matter," "I just want to make money and have good free time."
- Social and Environmental Responsibility: "Size doesn’t matter, but the social and environmental impact does," "I care about the good a company can do, not its size."
- Creative Self-Realization: "Where I can express creativity," "Possibilities to reveal creativity."
The groups that most closely match the Yellow stage are:
- Importance of Company Values
- Personal and Professional Growth
- Ability to Influence and Make Decisions
- Creative Self-Realization
These groups reflect the key features of the Yellow stage: systemic thinking, freedom of choice, personal development, and the desire for harmony between oneself and the outside world.
This positive correlation of 0.0798 between "The company size is not a deciding factor" and the Yellow stage reveals nuanced organizational dynamics:
Organizational Perspective:
Organizations in the Yellow value system might interpret this correlation as:
- Validation of purpose-driven, adaptive organizational models
- Confirmation that organizational impact transcends structural limitations
- Evidence supporting flexible, innovative work environments
These organizations might respond by:
- Creating purpose-centered, fluid organizational structures
- Developing systemic approaches to innovation
- Minimizing hierarchical constraints
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Challenging traditional team configuration limitations
- Valuing adaptive, purpose-driven collaborative models
- Recognizing potential beyond conventional organizational boundaries
These teams might respond by:
- Implementing cross-functional, dynamic team structures
- Fostering environments of creative problem-solving
- Encouraging autonomous, self-organizing team dynamics
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Validation of personal growth beyond organizational constraints
- Confirmation of individual creative and transformative potential
- Empirical support for meaningful, impactful professional experiences
These individuals might respond by:
- Prioritizing personal and professional development
- Seeking opportunities for creative self-realization
- Developing adaptive professional capabilities
Key Reasons Why Company Size is Not a Deciding Factor in the Yellow Stage:
- Systemic Thinking: Viewing organizations as interconnected ecosystems
- Personal Growth: Prioritizing continuous individual and collective development
- Creative Expression: Valuing innovative thinking over structural limitations
- Meaningful Impact: Focusing on purpose-driven outcomes
- Adaptive Potential: Recognizing diverse paths to professional fulfillment
Ultimately, this correlation illuminates the Yellow stage's core belief: professional success emerges from personal growth, creative potential, and meaningful impact, fundamentally transcending traditional organizational boundaries.
-0.1404 between the Connect with Others and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0654. This negative correlation of -0.1404 meets the reliability criteria but does not necessarily imply causation.
The negative correlation of -0.1404 between "Connect with Others" and the Turquoise stage reveals profound insights into holistic interaction and mental health:
Organizational Perspective:
Companies operating within the Turquoise value system might interpret this correlation as:
- Reflection of deeply integrated, systemic approaches to wellness
- Evidence of non-traditional mental health strategies
- Validation of holistic, self-sustaining individual development
These organizations might respond by:
- Developing transformative mental health approaches
- Creating ecosystemic support frameworks
- Prioritizing individual inner work over external connections
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Recognizing individual inner transformation as primary
- Understanding mental health as a deeply personal, ecological process
- Valuing introspective practices over collective interventions
These teams might respond by:
- Implementing meditative, reflective team practices
- Developing individual resilience strategies
- Creating spaces for personal energetic regeneration
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Confirmation of inner-directed healing processes
- Validation of personal energetic management
- Recognition of mental health as a holistic, self-contained journey
These individuals might respond by:
- Prioritizing internal contemplative practices
- Seeking spiritual and ecological healing methods
- Developing profound self-awareness
This correlation, viewed through the Turquoise lens, suggests that mental health engagement transcends traditional interpersonal connections. It implies that the Turquoise value system's holistic, integrative approach fundamentally reshapes the understanding of personal wellness and healing.
Reasons Why Individuals Might Not Connect with Others for Mental Health in the Turquoise Stage:
- Holistic Self-Healing: Viewing mental health as an internal, ecological process
- Energetic Autonomy: Believing in self-sustained regenerative capabilities
- Spiritual Introspection: Prioritizing inner transformation over external interactions
- Systemic Understanding: Recognizing mental health as a complex, individual experience
- Transcendent Perspective: Seeing connections as energetic rather than physical
This correlation demands critically examining how value systems fundamentally reconstruct mental health paradigms. It reveals the profound implications of the Turquoise approach to personal well-being, exposing both the transformative potential and inherent limitations of holistic healing approaches. This correlation illuminates the complex interplay between individual consciousness and systemic wellness by challenging conventional mental health models.
Ultimately, this correlation illuminates the Turquoise stage's core belief: mental health is a profound, self-directed journey of inner transformation, transcending traditional support models and emphasizing holistic, ecological personal development.
What insights do you gain from today's correlation? How might we study this relationship more carefully before deducing causation?
We welcome respectful and wise perspectives! Stay tuned every week as we share more results and insights.
After login or registration, free access to the poll results in the FAQ section.
2024.12.08
ভ্যালারি কোসেনকো
পণ্যের মালিক SaaS SDTEST®৷
ভ্যালেরি 1993 সালে একজন সামাজিক শিক্ষাবিদ-মনোবিজ্ঞানী হিসাবে যোগ্য হয়েছিলেন এবং তারপর থেকে প্রকল্প পরিচালনায় তার জ্ঞান প্রয়োগ করেছেন।
ভ্যালেরি 2013 সালে স্নাতকোত্তর ডিগ্রি অর্জন করেন এবং প্রকল্প এবং প্রোগ্রাম ম্যানেজারের যোগ্যতা অর্জন করেন। তার মাস্টার্স প্রোগ্রাম চলাকালীন, তিনি প্রজেক্ট রোডম্যাপ (GPM ডয়েচে গেসেলশ্যাফ্ট ফর প্রজেক্টম্যানেজমেন্ট ই. ভি.) এবং স্পাইরাল ডায়নামিক্সের সাথে পরিচিত হন।
ভ্যালেরি V.U.C.A এর অনিশ্চয়তা অন্বেষণের লেখক। মনোবিজ্ঞানে স্পাইরাল ডায়নামিক্স এবং গাণিতিক পরিসংখ্যান ব্যবহার করে ধারণা এবং 38টি আন্তর্জাতিক ভোট।
