Seeking Deeper Understanding #054

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 "Oxford Happiness Survey," we found an intriguing positive correlation that warrants closer examination:  

0.0648 between the I am very happy / Strongly Disagree and the Purple stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0527. This positive correlation of 0.0648 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.0648 between Strong Disagreement with "I am very happy" and the Purple stage offers profound insights when viewed through the lens of the Purple value system:

Organizational Perspective:

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

1. Validation of their belief that happiness comes from maintaining sacred traditions and rituals.
2. Confirmation that modern departures from ancestral ways lead to unhappiness.
3. Evidence supporting their belief that spiritual connections are essential for well-being.

These organizations might respond by:

• Strengthening traditional ceremonial practices to restore happiness.
• Implementing more ritualistic approaches to organizational life.
• Promoting leaders who embody ancestral wisdom and spiritual authority.

Team Perspective:

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

1. Viewing it as confirmation that happiness requires stronger tribal bonds.
2. Interpreting it as a sign that modern team structures lack sacred meaning.
3. Seeing it as validation for maintaining traditional roles and hierarchies.

These teams might respond by:

• Creating more ceremonial team gatherings and rituals.
• Emphasizing the spiritual aspects of team membership.
• Celebrating ancestral wisdom in team decision-making.

Individual Perspective:

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

1. Personal validation that happiness requires a stronger connection to tribal traditions.
2. Evidence supporting their belief that modern life disrupts spiritual well-being.
3. Confirmation that individual happiness depends on group belonging and sacred practices.

These individuals might respond by:

• Seeking deeper involvement in traditional community rituals.
• Viewing unhappiness as a sign of disconnection from ancestral wisdom.
• Using spiritual practices to restore harmony and happiness.

This correlation, viewed through the Purple lens, suggests that those operating at the Purple level may experience unhappiness when disconnected from traditional tribal structures and spiritual practices. It implies that the Purple value system's emphasis on ritual, tradition, and spiritual connection sees modern happiness as dependent on maintaining these sacred bonds.

The reasons why unhappiness might be prevalent in the Purple stage include:

1. Spiritual Disruption: Modern life may interfere with traditional spiritual practices.
2. Tribal Dissolution: Weakening of traditional community bonds affects well-being.
3. Sacred Loss: Disconnection from ancestral wisdom and rituals creates distress.
4. Role Confusion: Uncertainty about traditional roles and responsibilities.
5. Ritual Decline: Fewer opportunities for meaningful ceremonial practices.

This correlation prompts us to consider how traditional value systems influence perceptions of happiness. It raises questions about the relationship between spiritual practices, community belonging, and individual well-being.

Ultimately, this correlation highlights the complex interplay between cultural traditions, spiritual connections, and personal happiness. The strong disagreement with feeling happy might reflect a deeper yearning for the sacred bonds and ritualistic practices that give life meaning in Purple-dominant worldviews.

In our analysis of the poll "Ageism in life," we found an intriguing positive correlation that warrants closer examination:  

0.0928 between the Yes, I have been treated differently because of my age and the Red stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0786. This positive correlation of 0.0928 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0928 between experiencing age-based discrimination and the Red stage offers compelling insights when viewed through the lens of the Red value system:

Organizational Perspective:

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

1. Validation of their belief that power and dominance should determine status, not age.
2. Confirmation that age-based hierarchies can be challenged through force and assertion.
3. Evidence supporting their practice of favoring strength and capability over seniority.

These organizations might respond by:

• Implementing more aggressive promotion systems based on power displays.
• Creating environments where age matters less than the ability to dominate.
• Promoting leaders who demonstrate strength regardless of their age.

Team Perspective:

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

1. Viewing it as justification for challenging traditional age-based authority.
2. Interpreting it as support for power-based team dynamics over seniority.
3. Seeing it as validation for aggressive competition regardless of age.

These teams might respond by:

• Encouraging direct challenges to authority regardless of age differences.
• Promoting confrontational approaches to establish dominance.
• Celebrating those who successfully assert power over older or younger team members.

Individual Perspective:

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

1. Personal validation of their right to challenge age-based restrictions.
2. Evidence supporting their belief that power trumps seniority.
3. Confirmation that age should not limit their pursuit of dominance.

These individuals might respond by:

• Actively confronting age-based limitations or expectations.
• Using age discrimination experiences as motivation to assert more power.
• Viewing age-based treatment as a challenge to overcome through force.

This correlation, viewed through the Red lens, suggests that those operating at the Red level may frequently encounter and challenge age-based treatment. It implies that the Red value system's emphasis on power, dominance, and immediate gratification leads to more confrontations around age-based limitations and expectations.

The reasons why age-based differential treatment might be prevalent in the Red stage include:

1. Power Challenges: Constant testing of authority regardless of age-based conventions.
2. Dominance Display: Using age discrimination as an opportunity to demonstrate strength.
3. Immediate Gratification: Resistance to paying dues or waiting one's turn based on age.
4. Self-Expression: Strong reaction against age-based limitations on behavior.
5. Competitive Drive: Viewing age-based treatment as another barrier to overcome.

This correlation prompts us to consider how power-focused value systems interact with age-based social structures. It raises questions about the relationship between aggressive self-assertion and experiences of age discrimination.

Ultimately, this correlation highlights the complex interplay between power dynamics, age-based treatment, and individual assertion. In Red-dominant environments, age discrimination might be both experienced more frequently and more aggressively challenged.

In our analysis of the poll "Why do people procrastinate?" we found an intriguing positive correlation that warrants closer examination:  

0.0723 between the Effective Prioritization: Difficulty in prioritizing tasks or determining which tasks to focus on first / Highly Applicable and the Blue stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0691. This positive correlation of 0.0723 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0723 between Effective Prioritization difficulties and the Blue stage offers significant insights when viewed through the lens of the Blue value system:

Organizational Perspective:

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

1. Validation of their belief that strict hierarchical structures are needed for proper task prioritization.
2. Confirmation that clear rules and procedures are essential for effective workflow management.
3. Evidence supporting their emphasis on systematic, authority-driven decision-making.

These organizations might respond by:

• Implementing more rigid prioritization frameworks and protocols.
• Creating detailed procedural manuals for task management.
• Promoting leaders who excel at maintaining order and following established processes.

Team Perspective:

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

1. Viewing it as confirmation that proper authority structures are needed for task prioritization.
2. Interpreting it as support for more standardized approaches to workflow management.
3. Seeing it as validation for strict adherence to organizational procedures.

These teams might respond by:

• Establishing clearer chains of command for task delegation.
• Implementing strict scheduling and reporting protocols.
• Following predetermined prioritization systems without deviation.

Individual Perspective:

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

1. Personal validation of their need for clear, authority-sanctioned guidelines.
2. Evidence supporting their reliance on established procedures for decision-making.
3. Confirmation that proper prioritization requires strict adherence to rules.

These individuals might respond by:

• Seeking more detailed instructions from authority figures.
• Following prioritization protocols with absolute dedication.
• Viewing any deviation from established procedures as a source of inefficiency.

This correlation, viewed through the Blue lens, suggests that those operating at the Blue level may struggle with prioritization when clear hierarchical guidance is absent. It implies that the Blue value system's emphasis on order, rules, and authority may lead to difficulties when faced with autonomous decision-making in task management.

The reasons why effective prioritization might be challenging in the Blue stage include:

1. Authority Dependence: Difficulty making independent prioritization decisions without clear directives.
2. Rule Rigidity: Struggle to adapt when tasks don't fit established protocols.
3. Procedural Focus: Overemphasis on following proper procedures rather than evaluating task importance.
4. Hierarchical Reliance: Hesitation to prioritize without explicit approval from authority.
5. Traditional Adherence: Resistance to new or flexible prioritization methods.

This correlation prompts us to consider how rule-based value systems influence task management capabilities. It raises questions about the balance between structured processes and adaptive prioritization skills.

Ultimately, this correlation highlights the complex interplay between organizational order, procedural adherence, and effective task management. In Blue-dominant environments, prioritization challenges might stem from an overreliance on external guidance and established protocols.

In our analysis of the poll "Ageism’s causes," we found an intriguing positive correlation that warrants closer examination:  

0.1322 between the Yes, younger people are respected in our community and the Orange stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0844. This positive correlation of 0.1322 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1322 between respect for younger people and the Orange stage offers compelling insights when viewed through the lens of the Orange value system:

Organizational Perspective:

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

1. Validation of their belief that merit and innovation trump traditional age hierarchies.
2. Confirmation that younger employees often bring valuable technological skills and fresh perspectives.
3. Evidence supporting their focus on results and efficiency over seniority.

These organizations might respond by:

• Implementing more merit-based advancement systems regardless of age.
• Creating innovation hubs led by younger, tech-savvy professionals.
• Promoting leaders based on measurable achievements rather than years of service.

Team Perspective:

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

1. Viewing it as justification for valuing innovative ideas over traditional experience.
2. Interpreting it as support for competitive, achievement-based team dynamics.
3. Seeing it as validation for prioritizing technological competence and adaptability.

These teams might respond by:

• Encouraging younger members to lead technological initiatives.
• Implementing performance-based recognition systems.
• Celebrating innovation and efficiency regardless of age.

Individual Perspective:

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

1. Personal validation of their focus on achievement over seniority.
2. Evidence supporting their belief in meritocratic advancement.
3. Confirmation that skills and results matter more than age-based experience.

These individuals might respond by:

• Actively pursuing leadership roles based on demonstrated capabilities.
• Viewing age as irrelevant to professional success.
• Using technological proficiency as a competitive advantage.

This correlation, viewed through the Orange lens, suggests that those operating at the Orange level value younger people's contributions to innovation and progress. It implies that the Orange value system's emphasis on achievement, technology, and results naturally aligns with respecting younger individuals who demonstrate these qualities.

The reasons why younger people might be particularly respected in the Orange stage include:

1. Innovation Focus: Recognition of younger people's role in driving technological advancement.
2. Merit-Based Values: Emphasis on achievements over traditional age-based hierarchies.
3. Adaptability: Appreciation for younger generations' ability to navigate rapid change.
4. Technical Proficiency: Recognition of younger people's natural affinity with modern technology.
5. Results Orientation: Focus on measurable outcomes rather than years of experience.

This correlation prompts us to consider how achievement-focused value systems influence age-based respect. It raises questions about the balance between innovation and experience in modern organizational success.

Ultimately, this correlation highlights the complex interplay between technological advancement, meritocratic values, and generational dynamics. In Orange-dominant environments, respect for younger people might stem from their alignment with values of progress, innovation, and measurable achievement.

In our analysis of the poll "XING's culture assessment" (Strategic direction (terrible). Imagine a terrible employer - which aspects do you dislike the most?), we found an intriguing negative correlation that warrants closer examination:  

-0.2796 between the Company lacks economic efficiency and the Green stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1557. This negative correlation of -0.2796 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.2796 between viewing lack of economic efficiency as a major concern and the Green stage offers insightful perspectives when viewed through the lens of the Green value system:

Organizational Perspective:

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

1. Validation of their belief that success metrics should extend beyond financial measures.
2. Confirmation that stakeholder well-being matters more than pure economic efficiency.
3. Evidence supporting their focus on social responsibility over profit maximization.

These organizations might respond by:

• Implementing more comprehensive performance metrics that include social impact.
• Creating systems that balance efficiency with human and environmental concerns.
• Promoting leaders who demonstrate holistic management approaches.

Team Perspective:

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

1. Viewing it as confirmation that team harmony and growth matter more than efficiency metrics.
2. Interpreting it as support for prioritizing inclusive and collaborative processes.
3. Seeing it as validation for focusing on sustainable, long-term team development.

These teams might respond by:

• Developing more inclusive decision-making processes.
• Emphasizing personal growth and team well-being alongside performance.
• Celebrating contributions to team culture and community building.

Individual Perspective:

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

1. Personal validation of their focus on holistic workplace satisfaction.
2. Evidence supporting their belief that human values transcend efficiency measures.
3. Confirmation that workplace fulfillment requires more than economic success.

These individuals might respond by:

• Actively promoting work-life balance initiatives.
• Viewing efficiency as one component of a broader success framework.
• Using their role to foster inclusive and supportive work environments.

This correlation, viewed through the Green lens, suggests that those operating at the Green level are less likely to see economic inefficiency as a primary workplace concern. It implies that the Green value system's emphasis on holistic well-being, sustainability, and social responsibility leads to a more nuanced view of organizational success.

The reasons why lack of economic efficiency might not be seen as a primary concern in the Green stage include:

1. Holistic Success: Recognition that organizational health encompasses more than financial metrics.
2. Stakeholder Focus: Emphasis on meeting diverse stakeholder needs beyond efficiency.
3. Sustainability Priority: Long-term sustainability valued over short-term efficiency gains.
4. Human Development: Focus on personal and collective growth over pure productivity.
5. Social Impact: Prioritization of positive social and environmental impact.

This correlation prompts us to consider how evolving value systems influence organizational priorities. It raises questions about the relationship between efficiency, sustainability, and organizational effectiveness.

Ultimately, this correlation highlights the complex interplay between economic performance and broader organizational goals. In Green-dominant environments, concerns about economic efficiency might be balanced against or superseded by other important considerations like social responsibility and human development.

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

-0.1492 between the Self-acceptance. My attitude about myself is probably not as positive as most people feel about themselves / Strongly disagree and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0495. This negative correlation of 0.0681 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1492 between strong disagreement with negative self-attitude and the Yellow stage offers fascinating insights when viewed through the lens of the Yellow value system:

Organizational Perspective:

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

1. Validation of their nuanced understanding that deep self-awareness includes acknowledging personal challenges.
2. Recognition that advanced consciousness involves honest self-evaluation.
3. Evidence that integrated thinking allows for complex self-perception.

These organizations might respond by:

• Creating frameworks that support authentic self-reflection.
• Implementing development programs that embrace both strengths and growth areas.
• Promoting leaders who demonstrate genuine self-awareness.

Team Perspective:

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

1. Viewing it as confirmation that evolved consciousness includes realistic self-assessment.
2. Interpreting it as support for authentic team dynamics.
3. Seeing it as validation for honest personal development work.

These teams might respond by:

• Fostering environments where authentic self-reflection is valued.
• Encouraging balanced self-assessment practices.
• Celebrating growth mindset over fixed self-perception.

Individual Perspective:

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

1. Personal validation of their capacity for honest self-evaluation.
2. Evidence supporting their integrated view of personal development.
3. Confirmation that advanced consciousness includes acknowledging limitations.

These individuals might respond by:

• Actively engaging in deeper self-reflection practices.
• Viewing self-assessment as part of systemic growth.
• Using complex thinking to understand personal development patterns.

This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level demonstrate a greater capacity for honest self-assessment. It implies that the Yellow value system's integrated consciousness enables more authentic self-perception.

The reasons why realistic self-assessment might be prevalent in the Yellow stage include:

1. Integrated Awareness: Ability to hold both strengths and limitations simultaneously.
2. Systemic Perception: Understanding self as part of larger developmental processes.
3. Authentic Evaluation: Comfort with honest self-assessment.
4. Complex Understanding: Recognition of personal growth as multifaceted.
5. Development Focus: Emphasis on continuous evolution over fixed self-image.

This correlation prompts us to consider how advanced consciousness influences self-perception. It raises questions about authentic self-awareness in personal development.

Ultimately, this correlation highlights the relationship between integrated thinking and honest self-assessment. In Yellow-dominant consciousness, realistic self-perception appears more prevalent, suggesting a more nuanced approach to personal growth.

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

-0.1231 between the In a small-medium enterprise (SME) and the Turquoise stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0551. This negative correlation of -0.1231 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1231 between interest in SME opportunities and the Turquoise stage reveals profound insights when viewed through the Turquoise value system:

Organizational Perspective:

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

1. Recognition that SMEs may have limited capacity for addressing global ecological challenges
2. Understanding that smaller enterprises might struggle to influence systemic planetary change
3. Evidence that holistic transformation often requires broader interconnected networks

These organizations might respond by:

• Creating collaborative ecosystems that transcend traditional business boundaries
• Developing regenerative business models that integrate natural systems
• Fostering multi-stakeholder partnerships for planetary well-being

Team Perspective:

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

1. Viewing SMEs as potentially limiting for whole-system transformation
2. Interpreting it as reflecting needs for more interconnected operational platforms
3. Seeing it as validation for seeking opportunities with broader ecological impact

These teams might respond by:

• Seeking roles in organizations focused on planetary healing
• Building networks that integrate business, nature, and community
• Developing frameworks for conscious evolution in business

Individual Perspective:

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

1. Personal validation of seeking platforms for holistic planetary change
2. Evidence supporting their desire for opportunities to influence global consciousness
3. Confirmation that transformational work requires extensive systemic reach

These individuals might respond by:

• Pursuing roles that enable the integration of business and ecological systems
• Viewing organizational choice through the lens of planetary impact
• Seeking positions that facilitate conscious evolution

This correlation, viewed through the Turquoise lens, suggests those at this level seek platforms beyond SMEs for their holistic work. It implies the Turquoise value system's focus on global interconnectedness and planetary consciousness may require larger or more networked organizational contexts.

The reasons why SMEs might be less attractive in the Turquoise stage include:

1. Ecological Impact: Limited capacity to influence global environmental systems
2. Consciousness Evolution: Restricted ability to facilitate collective consciousness shift
3. Systemic Integration: Fewer opportunities to integrate business with natural systems
4. Global Reach: Reduced capacity to influence planetary well-being
5. Transformational Scope: Limited potential for whole-system ecological change

This correlation highlights the relationship between organizational scope and transformational potential. In Turquoise consciousness, the drive for integrated planetary healing may exceed typical SME capabilities.

The correlation invites us to consider how business structures can better serve global consciousness evolution and ecological regeneration. It suggests the need for new organizational forms that transcend traditional size categories and better enable systemic transformation.

We welcome respectful and wise perspectives! Stay tuned every week as we share more results and insights. 

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Valerii Kosenko

Produktinhaber SaaS SDTEST®

Valerii erlangte 1993 die Ausbildung zum Sozialpädagogen-Psychologen und wendet sein Wissen seitdem im Projektmanagement an.
Valerii erlangte 2013 seinen Masterabschluss und die Qualifikation zum Projekt- und Programmmanager. Während seines Masterstudiums lernte er Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) und Spiral Dynamics kennen.
Valerii ist der Autor der Untersuchung der Unsicherheit der V.U.C.A. Konzept unter Verwendung von Spiraldynamik und mathematischer Statistik in der Psychologie sowie 38 internationalen Umfragen.