Seeking Deeper Understanding #045

SDTEST^® has 36 different VUCA polls that calculate the 13,034 correlation values between stages of development according to the theory of Spiral Dynamics and answer options of these 36 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 Life," we found an intriguing positive correlation that warrants closer examination:  

0.0906 between the Age group 75 plus and the Purple stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0796. This positive correlation of 0.0906 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.0906 between Ageism in Life in the age group 75+ and the Purple stage reveals profound insights when viewed through the Purple value system lens:

Organizational Perspective:

Organizations operating within the Purple mindset might interpret this correlation as:

1. A sign that age-based discrimination challenges the sacred role of elders
2. A spiritual warning about disrespecting traditional age hierarchies
3. Evidence that modern attitudes conflict with ancestral wisdom about aging

These organizations might respond by:

• Performing cleansing rituals to ward off negative attitudes toward elders
• Establishing taboos against age-based discrimination
• Creating sacred spaces where elder wisdom is protected and revered

Team Perspective:

Teams operating from a Purple mindset might approach this correlation by:

1. Viewing it as a violation of natural spiritual order
2. Interpreting age discrimination as a curse that brings misfortune to the group
3. Seeing it as a sign that protective rituals for elders are needed

These teams might respond by:

• Conducting ceremonies to honor and protect older team members
• Creating tribal-style support systems for elder integration
• Establishing mystical consequences for discriminatory behavior

Individual Perspective:

Individuals aligned with the Purple value system might interpret this correlation as:

1. A personal warning about karma related to elder treatment
2. Evidence that spiritual protection is needed against age bias
3. Confirmation that ancestral respect systems are being violated

These individuals might respond by:

• Seeking spiritual cleansing when witnessing age discrimination
• Creating personal rituals to honor elders
• Using traditional practices to combat negative age-based attitudes

This correlation, viewed through the Purple lens, suggests that those in their elder years face increased discrimination despite their traditional spiritual status. It implies that modern ageism conflicts deeply with the Purple value system's reverence for age and wisdom.

The reasons why ageism at 75+ is particularly concerning in the Purple stage:

1. Spiritual Violation: Discrimination against elders is seen as offending ancestral spirits
2. Breaking Taboos: Ageism violates sacred laws about respecting age and wisdom
3. Mystical Consequences: Mistreatment of elders is believed to bring supernatural punishment
4. Community Harm: Disrespecting elders weaken the group's spiritual protection
5. Sacred Order: Age discrimination disrupts the natural hierarchical order

This correlation prompts us to consider how traditional belief systems might offer protection against ageism. It raises questions about the role of spiritual beliefs in maintaining respect for elders, particularly in contexts where modern attitudes are challenging traditional values.

Ultimately, this correlation highlights the conflict between ancient wisdom about aging and contemporary discriminatory practices. The positive correlation might indicate that those in the Purple value system are more acutely aware of and affected by ageism due to their deep spiritual connection to age-based wisdom and authority.

In our analysis of the poll "Ageism’s causes" (Are older people respected in your community?), we found an intriguing positive correlation that warrants closer examination:  

0.0311 between the No, older people are not respected in our community and the Red stage. 

The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0038. This positive correlation of 0.0311 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0311 between a lack of respect for older people and the Red stage reveals powerful insights when viewed through the Red value system lens:

Organizational Perspective:

Organizations operating within the Red mindset might interpret this correlation as:

1. Validation of power-based hierarchies that value strength over age
2. Confirmation that traditional age-based authority is outdated
3. Evidence supporting their belief that respect must be earned through dominance

These organizations might respond by:

• Implementing competitive systems that favor performance over experience
• Creating power structures based on force rather than wisdom
• Promoting aggressive, results-driven leadership regardless of age

Team Perspective:

Teams operating from a Red mindset might approach this correlation by:

1. Viewing it as justification for challenging older leadership
2. Interpreting age-based respect as a weakness to be exploited
3. Seeing it as validation for aggressive competition regardless of seniority

These teams might respond by:

• Establishing dominance-based hierarchies
• Encouraging direct challenges to authority regardless of age
• Celebrating victories over "old guard" leadership

Individual Perspective:

Individuals aligned with the Red value system might interpret this correlation as:

1. Personal validation of their right to challenge older authority figures
2. Evidence supporting their belief in power over tradition
3. Confirmation that respect must be taken, not given based on age

These individuals might respond by:

• Actively challenging older authority figures
• Viewing age-based respect as a sign of weakness
• Using aggressive tactics to establish dominance regardless of age

This correlation, viewed through the Red lens, suggests that those operating at this level prioritize immediate power over traditional age-based respect. It implies that the Red value system's focus on dominance and self-assertion conflicts with conventional age-based authority.

The reasons why older people might not be respected in the Red stage include:

1. Power Dynamic: Respect is based on current strength rather than accumulated experience
2. Immediate Gratification: Long-term wisdom is less valued than immediate action
3. Competitive Drive: Age is seen as a potential weakness in power struggles
4. Force Over Wisdom: Physical or social dominance outweighs experiential knowledge
5. Individual Ambition: Personal advancement takes priority over traditional respect systems

This correlation makes us consider how different value systems influence power dynamics between generations. It raises questions about the relationship between age-based respect and power-based authority, particularly in contexts where immediate dominance is prioritized.

Ultimately, this correlation highlights the tension between traditional age-based respect and Red-stage power dynamics. The positive correlation might indicate that Red-dominant environments naturally challenge age-based authority in favor of immediate power demonstration.

In our analysis of the poll "Oxford Happiness Survey," we found an intriguing positive correlation that warrants closer examination:  

0.0627 between the I always have a cheerful effect on others / Strongly Disagree and the Blue stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0538. This positive correlation of 0.0627 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0627 between strongly disagreeing with having a cheerful effect on others and the Blue stage reveals significant insights when viewed through the Blue value system lens:

Organizational Perspective:

Organizations operating within the Blue mindset might interpret this correlation as:

1. Validation of profound, duty-focused organizational culture
2. Confirmation that maintaining order takes precedence over emotional expression
3. Evidence supporting their belief that professionalism requires a formal demeanor

These organizations might respond by:

• Implementing strict codes of professional conduct
• Creating formal protocols for workplace interactions
• Promoting leadership that emphasizes discipline over congeniality

Team Perspective:

Teams operating from a Blue mindset might approach this correlation by:

1. Viewing it as an affirmation of proper professional boundaries
2. Interpreting cheerfulness as potentially undermining authority
3. Seeing it as validation for maintaining formal team dynamics

These teams might respond by:

• Establishing clear hierarchical communication protocols
• Emphasizing task completion over interpersonal warmth
• Following structured interaction guidelines

Individual Perspective:

Individuals aligned with the Blue value system might interpret this correlation as:

1. Personal validation of their serious approach to duty
2. Evidence supporting their focus on proper conduct over sociability
3. Confirmation of the value they place on formal behavioral standards

These individuals might respond by:

• Strictly adhering to professional protocols
• Viewing their serious demeanor as a sign of dedication
• Prioritizing proper conduct over social pleasantries

This correlation, viewed through the Blue lens, suggests that those operating at this level prioritize proper conduct and duty over social warmth. It implies that the Blue value system's focus on order and correctness naturally leads to more reserved interpersonal interactions.

The reasons why individuals might not have a cheerful effect on others in the Blue stage include:

1. Duty Focus: Priority on fulfilling responsibilities over social connection
2. Rule Adherence: Strict following of formal behavioral codes
3. Moral Righteousness: Serious approach to maintaining proper standards
4. Hierarchical Respect: Formal interaction patterns based on position
5. Traditional Values: Conservative approach to emotional expression

This correlation prompts us to consider how different value systems influence interpersonal dynamics. It raises questions about the relationship between organizational effectiveness and emotional expression, particularly in contexts where order and discipline are paramount.

Ultimately, this correlation highlights the tension between maintaining proper order and fostering warm social connections. The positive correlation might indicate that blue-dominant environments naturally promote more formal, severe interactions than cheerful ones.

In our analysis of the poll "Psychological Wellbeing" (by Carol D. Ryff), we found an intriguing positive correlation that warrants closer examination:  

0.1512 between the Environmental mastery. I do not fit very well with the people and the community around me / Strongly disagree and the Orange stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0502. This positive correlation of 0.1512 meets the reliability criteria but does not necessarily imply causation.  

This positive correlation of 0.1512 between strongly disagreeing that one does not fit well with their community and the Orange stage actually indicates that those in the Orange value system feel a strong sense of belonging and integration within their surrounding community. 

Organizational Perspective:

Organizations operating within the Orange mindset might interpret this correlation as:

1. Validation of their ability to attract and retain talent that aligns with their culture
2. Confirmation that their meritocratic approach creates a sense of shared purpose
3. Evidence supporting their belief that individual achievement and community fit can be well-balanced

These organizations might respond by:

• Reinforcing their recruitment of high-performers who thrive in their environment
• Fostering a culture that celebrates both personal success and collaborative teamwork
• Ensuring their organizational values and goals resonate with the surrounding community

Team Perspective:

Teams operating from an Orange mindset might approach this correlation by:

1. Viewing it as an affirmation of their ability to integrate individual talent into a cohesive unit
2. Interpreting strong community fit as a sign of shared commitment to common objectives
3. Seeing it as validation for balancing competitive drive with a cooperative spirit

These teams might respond by:

• Emphasizing both individual contributions and team synergy
• Encouraging a culture of mutual support in pursuit of ambitious goals
• Facilitating opportunities for personal growth within the group context

Individual Perspective:

Individuals aligned with the Orange value system might interpret this correlation as:

1. Personal validation of their ability to thrive within their community
2. Evidence supporting their belief that individual excellence can be recognized and rewarded
3. Confirmation that they have found an environment that aligns with their own values and ambitions

These individuals might respond by:

• Feeling a strong sense of belonging and investment in their community
• Channeling their drive and talents towards collective success
• Viewing their community fit as a source of fulfillment and motivation

When viewed through the Orange lens, this positive correlation suggests that those operating at this level feel a strong sense of integration and alignment with their surrounding community. It implies that the Orange value system's focus on reason, science, and progress can be effectively balanced with a sense of shared purpose and mutual support.

The reasons why individuals in the Orange stage may strongly agree that they fit well with their community:

1. Meritocratic Culture: Their individual achievements are recognized and rewarded
2. Shared Ambition: The community's goals and values resonate with their own
3. Collaborative Spirit: They can leverage their talents within a supportive team environment
4. Societal Contribution: They feel their efforts meaningfully benefit the broader community
5. Rational Integration: They see their personal success as aligned with communal prosperity

This correlation prompts us to consider how the Orange value system's emphasis on individual excellence can be harmonized with a sense of community belonging. It raises questions about the potential synergies between personal achievement and collective well-being, particularly in contexts where innovation and progress are highly valued.

Ultimately, this positive correlation highlights the possibility for Orange-stage individuals to feel deeply integrated and invested in their surrounding community when the appropriate balance is struck. It suggests that personal ambition and communal commitment need not be mutually exclusive within the Orange value system.

In our analysis of the poll "Where would be your next most exciting opportunity?" we found an intriguing positive correlation that warrants closer examination:  

0.0858 between the In a small-medium enterprise (SME) and the Green stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0561. This positive correlation of 0.0858 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0858 between an interest in working at a small-medium enterprise (SME) and the Green stage reveals fascinating insights when viewed through the Green value system lens:

Organizational Perspective:

Organizations operating within the Green mindset might interpret this correlation as:

1. Validation of their emphasis on community-oriented, purpose-driven business models
2. Confirmation that their focus on sustainability and social impact aligns with emerging talent
3. Evidence supporting their belief that SMEs can offer more holistic, collaborative environments

These organizations might respond by:

• Actively promoting their mission-driven, stakeholder-centric approach to attract like-minded talent
• Fostering a culture of collective empowerment and participatory decision-making
• Highlighting their commitment to sustainable practices and community integration

Team Perspective:

Teams operating from a Green mindset might approach this correlation by:

1. Viewing it as an affirmation of their collaborative, consensus-driven work dynamic
2. Interpreting an interest in SMEs as a sign of shared values around social responsibility
3. Seeing it as validation for prioritizing inclusive, purpose-driven initiatives over pure profit

These teams might respond by:

• Emphasizing their tight-knit, cross-functional approach to problem-solving
• Providing opportunities for team members to contribute to the organization's social impact
• Celebrating successes that balance commercial viability with community benefit

Individual Perspective:

Individuals aligned with the Green value system might interpret this correlation as:

1. Personal validation of their desire to be part of a more purpose-driven, sustainable enterprise
2. Evidence supporting their belief that smaller, more agile organizations can foster greater wellbeing
3. Confirmation of the value they place on collaborative, community-oriented work environments

These individuals might respond by:

• Actively seeking out SMEs that align with their personal values and commitment to social change
• Embracing opportunities to contribute to the organization's holistic mission and decision-making
• Viewing their work as a means of cultivating positive impact within a supportive community

This positive correlation, viewed through the Green lens, suggests that those operating at this level are particularly drawn to small-medium enterprises' ethos and work environments. It implies that the Green value system's emphasis on community, ecology, and collaboration resonates strongly with the perceived benefits of SME workplaces.

The reasons why a Green-stage individual's next most exciting opportunity might be in an SME:

1. Purpose-Driven Mission: SMEs are often more focused on social and environmental impact
2. Participatory Culture: Smaller organizations tend to foster more inclusive, consensus-based decision-making
3. Sustainability Focus: SMEs may be more agile in adopting sustainable business practices
4. Community Integration: Smaller enterprises are often more closely tied to their local communities
5. Collaborative Spirit: The tight-knit nature of SMEs aligns with Green-stage values of cooperation and collective wellbeing

This correlation prompts us to consider how the Green value system's holistic, systems-thinking approach might naturally align with the structure and ethos of small-medium enterprises. It raises questions about the potential synergies between purpose-driven organizations and the emerging talent drawn to more sustainable, community-oriented work environments.

Ultimately, this positive correlation highlights the appeal of SMEs for those operating within the Green value system—an appeal rooted in a shared commitment to holistic, collaborative, and ecologically minded business practices. The correlation suggests that Green-stage individuals may be increasingly gravitating toward SMEs as vehicles for enacting positive social and environmental change.

In our analysis of the poll "What will you do this week to look after your mental health?" we found an intriguing negative correlation that warrants closer examination:  

-0.0748 between the Practice mindfulness and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0659. This negative correlation of -0.0748 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.0748 between practicing mindfulness for mental health and the Yellow stage reveals nuanced insights when viewed through the Yellow value system's integrative lens:

Organizational Perspective:

Organizations operating within the Yellow mindset might interpret this correlation as:

1. Recognition that prescribed mindfulness practices may be too simplistic for complex mental wellbeing
2. Validation of their flexible, personalized approach to employee mental health
3. Evidence supporting their belief in diverse, integrated approaches to psychological wellness

These organizations might respond by:

• Implementing multi-modal wellness programs that transcend traditional mindfulness
• Creating spaces for emergent, self-directed mental health practices
• Supporting individualized approaches to psychological wellbeing

Team Perspective:

Teams operating from a Yellow mindset might approach this correlation by:

1. Viewing it as an affirmation of their need for varied mental health strategies
2. Interpreting standardized mindfulness as potentially limiting for complex team dynamics
3. Seeing it as validation for developing organic, context-sensitive wellness approaches

These teams might respond by:

• Encouraging exploration of diverse mental health practices
• Developing flexible, adaptive approaches to team wellbeing
• Integrating mental health awareness into natural workflows

Individual Perspective:

Individuals aligned with the Yellow value system might interpret this correlation as:

1. Personal validation of their intuitive approach to mental wellness
2. Evidence supporting their need for more complex psychological tools
3. Confirmation that prescribed mindfulness might not address their multilayered needs

These individuals might respond by:

• Creating personalized mental health practices that integrate multiple approaches
• Viewing psychological well-being through a systems thinking lens
• Developing dynamic, adaptive self-care strategies

This correlation, viewed through the Yellow lens, suggests that those operating at this level may find traditional mindfulness practices insufficient for their complex mental health needs. It implies that the Yellow value system's integrative perspective requires more nuanced approaches to psychological well-being.

The reasons why individuals in the Yellow stage might not prioritize formal mindfulness practice:

1. Complexity Recognition: Understanding that mental health requires multiple, integrated approaches
2. Transcendent Perspective: Seeing beyond single-method solutions to psychological wellbeing
3. Adaptive Integration: Preferring flexible, context-sensitive mental health strategies
4. Systems Understanding: Recognizing the interconnected nature of psychological wellness
5. Evolution Beyond Structure: Moving past prescribed practices to emergent approaches

This correlation prompts us to consider how different value systems influence approaches to mental health. It raises questions about the relationship between consciousness development and psychological well-being practices, particularly in contexts where traditional methods may be insufficient.

Ultimately, this negative correlation highlights the Yellow stage's tendency to transcend conventional mental health practices in favor of more integrated, personalized approaches. It suggests a more sophisticated understanding of psychological well-being rather than indicating a lack of interest in mental health.

In our analysis of the poll "A.I. and the End of Civilization" (by Elon Musk), we found an intriguing positive correlation that warrants closer examination:  

0.0806 between the State should exercise control over the development of the artificial intelligence / Strongly disagree and the Turquoise stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0769. This positive correlation of 0.0806 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.0806 between "Strongly disagree that the State should exercise control over AI development" and the Turquoise stage offers profound insights when viewed through the lens of the Turquoise value system:

Organizational Perspective:

Organizations operating within the Turquoise mindset might interpret this correlation as:

1. Validation of their holistic, systems-based approach to technological evolution
2. Confirmation that emergence and self-organization are more effective than centralized control
3. Evidence supporting their belief that AI development requires global, collective wisdom rather than state-level governance

These organizations might respond by:

• Establishing global wisdom councils that transcend national boundaries
• Implementing collaborative governance models that mirror living systems
• Developing AI frameworks based on ecological principles and natural intelligence

Team Perspective:

Teams operating from a Turquoise mindset might approach this correlation by:

1. Viewing it as an affirmation of their interconnected, network-based approach to innovation
2. Interpreting it as support for their fluid, adaptive leadership structures
3. Seeing it as validation for prioritizing collective intelligence over hierarchical control

These teams might respond by:

• Creating dynamic feedback loops for continuous learning and adaptation
• Fostering cross-pollination of ideas across traditional boundaries
• Developing AI systems that integrate multiple perspectives and ways of knowing

Individual Perspective:

Individuals aligned with the Turquoise value system might interpret this correlation as:

1. Personal validation of their holistic understanding of technological evolution
2. Evidence supporting their belief in the limitations of hierarchical control systems
3. Confirmation of the value they place on emergent, wisdom-based approaches to innovation

These individuals might respond by:

• Actively participating in global networks of AI consciousness
• Viewing their role as stewards of technological evolution rather than controllers
• Contributing to collective intelligence platforms that transcend traditional governance

This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level are strongly inclined to oppose state control of AI development. It implies that the Turquoise value system's holistic understanding, systemic awareness, and focus on emergent collective wisdom align with a more distributed, organic approach to technological governance that transcends traditional state-centered control mechanisms.

The reasons why State Control over AI development might be vehemently opposed at the Turquoise stage could include:

1. Systems Understanding: Recognition that complex adaptive systems cannot be effectively controlled through centralized authority
2. Evolutionary Perspective: Understanding AI development as part of humanity's broader evolutionary journey
3. Ecological Wisdom: Awareness that natural systems operate through distributed intelligence rather than central control
4. Global Consciousness: Recognition that AI transcends national boundaries and requires planetary-level wisdom
5. Integrative Approach: Understanding that effective governance emerges from the collective intelligence of all stakeholders

This correlation prompts us to consider how evolved value systems might inform more effective approaches to AI governance. It raises questions about the potential for new collective stewardship forms that honor technological and natural wisdom.

Ultimately, this correlation highlights the emergence of a more evolved understanding of technology governance. Rather than seeing AI as something to be controlled, the Turquoise perspective suggests approaching it as part of our collective evolution, guided by the wisdom that emerges from integrating human consciousness, technological innovation, and natural intelligence.

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.

Valerii Kosenko

Product Owner SaaS SDTEST®

Valerii va ser titulat com a pedagog social-psicòleg l'any 1993 i des de llavors ha aplicat els seus coneixements en gestió de projectes.
Valerii va obtenir un màster i la qualificació de director de projectes i programes el 2013. Durant el seu programa de màster, es va familiaritzar amb Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) i Spiral Dynamics.
Valerii és l'autor d'explorar la incertesa del V.U.C.A. concepte utilitzant Spiral Dynamics i estadístiques matemàtiques en psicologia, i 38 enquestes internacionals.