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 "My greatest fears," we found an intriguing positive correlation that warrants closer examination:
0.0699 between the Public humiliation and the Purple stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0013. This positive correlation of 0.0699 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0699 between public humiliation 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:
- Validation of the critical importance of group harmony and social standing.
- Confirmation that maintaining collective reputation is paramount.
- Evidence of the deep psychological impact of social judgment within tight-knit communities.
These organizations might respond by:
- Establishing strict social norms that prevent public embarrassment.
- Creating hierarchical structures that protect individual and group dignity.
- Developing rituals that reinforce group cohesion and mutual respect.
Team Perspective:
Teams operating from a Purple mindset might approach this correlation by:
- Viewing public humiliation as a threat to group unity and ancestral traditions.
- Interpreting social standing as a critical measure of individual and collective worth.
- Seeing preservation of group honor as a fundamental survival mechanism.
These teams might respond by:
- Implementing protective social mechanisms against public shaming.
- Creating supportive environments that shield members from external criticism.
- Developing strong internal support systems to maintain group integrity.
Individual Perspective:
Individuals aligned with the Purple value system might interpret this correlation as:
- Personal validation of their deep fear of social exclusion.
- Evidence supporting the importance of maintaining group approval.
- Confirmation that social standing is crucial to individual survival.
These individuals might respond by:
- Carefully adhering to group norms and expectations.
- Avoiding behaviors that might lead to public embarrassment.
- Prioritizing group harmony over individual expression.
This correlation, viewed through the Purple lens, suggests that public humiliation represents a profound threat to social belonging and collective identity. It implies that the Purple value system's focus on group cohesion and ancestral traditions makes social judgment particularly impactful.
The reasons why public humiliation might be a greatest fear in the Purple stage could include:
- Group Survival: Public shame threatens individual and collective survival.
- Ancestral Continuity: Maintaining social standing preserves traditional social structures.
- Spiritual Integrity: Humiliation challenges the group's sacred social order.
- Collective Identity: Individual reputation directly reflects group worth.
- Supernatural Consequences: Social judgment is seen as having deeper spiritual implications.
This correlation highlights how Purple value systems view public humiliation as an existential threat to individual and collective identity. It raises questions about the profound psychological mechanisms of social belonging.
Ultimately, this correlation demonstrates that Purple-stage thinking sees public humiliation as a critical challenge to group harmony, ancestral traditions, and individual survival within the collective social framework.
In our analysis of the poll "What makes people successful at work?" we found an intriguing positive correlation that warrants closer examination:
0.0155 between the Adaptability to change and the Red stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0016. This positive correlation of 0.0155 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0155 between adaptability to change and the Red stage offers insights when viewed through the lens of the Red value system:
Organizational Perspective:
Organizations operating within the Red mindset might interpret this correlation as:
- Validation of their aggressive approach to navigating workplace changes.
- Confirmation that survival requires immediate, forceful responses to challenges.
- Evidence that adaptability is a key power strategy in competitive environments.
These organizations might respond by:
- Developing rapid, decisive change management processes.
- Rewarding individuals who quickly seize new opportunities.
- Creating flexible hierarchies that prioritize quick action.
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing adaptability as a personal competitive advantage.
- Interpreting change as an opportunity to demonstrate individual power.
- Seeing flexibility as a tool for personal and team dominance.
These teams might respond by:
- Encouraging members to quickly pivot and exploit new situations.
- Celebrating individuals who lead change initiatives.
- Creating dynamic team structures that reward quick adaptation.
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their ability to survive through rapid changes.
- Evidence that adaptability is a key to personal power and success.
- Confirmation that flexibility enables immediate goal achievement.
These individuals might respond by:
- Proactively seeking out change opportunities.
- Using adaptability as a means of personal advancement.
- Developing skills that allow quick strategic shifts.
This correlation, viewed through the Red lens, suggests that adaptability is seen as a critical survival and power-acquisition strategy. It implies that the Red value system's focus on immediate gratification and self-preservation drives a unique approach to workplace change.
The reasons why adaptability might be crucial for success in the Red stage could include:
- Survival Instinct: Quick change enables personal and organizational survival.
- Power Dynamics: Adaptability allows seizing new competitive advantages.
- Immediate Gratification: Flexibility provides faster routes to personal goals.
- Competitive Edge: Rapid adaptation distinguishes powerful individuals.
- Personal Dominance: Change becomes a tool for asserting individual will.
This correlation highlights how Red value systems view adaptability as a critical mechanism for personal and organizational success, driven by a core focus on power and immediate advantage.
Ultimately, this correlation demonstrates that Red-stage thinking sees adaptability not as a passive skill, but as an aggressive strategy for survival and dominance in competitive environments.
In our analysis of the poll "Factors that impact team effectiveness" (by Google), we found an intriguing positive correlation that warrants closer examination:
0.0795 between the Structure and clarity and the Blue stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0563. This positive correlation of 0.0795 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0795 between structure and clarity and the Blue stage offers the following 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 commitment to hierarchical, well-defined structures.
- Confirmation that clear rules and processes are essential for effectiveness.
- Evidence supporting their belief in systematic organizational design.
These organizations might respond by:
- Implementing rigorous organizational hierarchies
- Developing comprehensive procedural manuals
- Creating clear reporting structures and chains of command
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing structure as the foundation of team success
- Interpreting clarity as a critical team performance metric
- Seeing well-defined roles as essential for team functioning
These teams might respond by:
- Establishing precise role definitions
- Creating detailed team operation protocols
- Implementing strict performance measurement systems
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their need for clear guidelines
- Evidence supporting their preference for structured environments
- Confirmation of the importance of following established rules
These individuals might respond by:
- Seeking well-defined job responsibilities
- Adhering strictly to organizational protocols
- Valuing predictability and order in their work
This correlation, viewed through the Blue lens, suggests that structure and clarity are fundamental to team effectiveness. It implies that the Blue value system's emphasis on order and hierarchy directly influences team performance.
The reasons why structure and clarity are crucial in the Blue stage could include:
- Hierarchical Order: Clear structures reflect organizational authority
- Predictability: Well-defined processes reduce uncertainty
- Moral Alignment: Structured environments reinforce ethical standards
- Performance Measurement: Clear roles enable precise evaluation
- Collective Responsibility: Defined structures promote group accountability
This correlation highlights how Blue value systems view structure as essential for team effectiveness, driven by a deep commitment to order and clear organizational principles.
Ultimately, this correlation demonstrates that Blue-stage thinking sees structure and clarity as fundamental to creating effective, disciplined, and high-performing teams.
In our analysis of the poll "The main priorities of job seekers," we found an intriguing positive correlation that warrants closer examination:
0.0928 between the Financial compensation and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0598. This positive correlation of 0.0928 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0928 between financial compensation and the Orange stage offers insightful perspectives when viewed through the lens of the Orange value system:
Organizational Perspective:
Organizations operating within the Orange mindset might interpret this correlation as:
- Validation of their merit-based compensation strategies.
- Confirmation that financial incentives drive measurable performance outcomes.
- Evidence supporting their focus on quantifiable success metrics.
These organizations might respond by:
- Implementing sophisticated performance-based compensation systems
- Developing data-driven bonus structures
- Creating competitive benefits packages based on market analysis
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing financial rewards as key motivators for team achievement
- Interpreting compensation as a measurable indicator of success
- Seeing monetary incentives as tools for driving innovation and results
These teams might respond by:
- Establishing clear performance metrics tied to compensation
- Creating competitive team bonus structures
- Developing reward systems based on measurable outcomes
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Personal validation of their focus on achievement and reward
- Evidence supporting their career advancement strategies
- Confirmation that financial success equals personal worth
These individuals might respond by:
- Actively seeking higher-paying opportunities
- Negotiating compensation packages based on measurable achievements
- Using salary as a benchmark for career progression
This correlation, viewed through the Orange lens, suggests that financial compensation serves as a rational metric for success and achievement. It implies that the Orange value system's emphasis on measurable outcomes naturally aligns with monetary rewards.
The reasons why financial compensation might be prioritized in the Orange stage could include:
- Measurable Success: Money provides a clear metric for achievement
- Market Value: Compensation reflects competitive worth
- Strategic Growth: Financial rewards enable further advancement
- Performance Validation: Salary levels confirm professional competence
- Resource Optimization: Higher compensation enables access to better opportunities
This correlation highlights how Orange value systems view financial compensation as a logical measure of success, driven by rational analysis and competitive market dynamics.
Ultimately, this correlation demonstrates that Orange-stage thinking sees financial compensation as a key indicator of professional achievement and personal worth in a merit-based system.
In our analysis of the poll "Biggest problems facing my country," we found an intriguing positive correlation that warrants closer examination:
0.0529 between the Racism and the Green stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0474. This positive correlation of 0.0529 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0529 between recognizing racism as a major problem and the Green stage offers meaningful insights when viewed through the lens of the Green value system:
Organizational Perspective:
Organizations operating within the Green mindset might interpret this correlation as:
- Validation of their commitment to addressing systemic inequalities.
- Confirmation that social justice is integral to organizational health.
- Evidence supporting their focus on inclusive organizational structures.
These organizations might respond by:
- Implementing comprehensive diversity and inclusion initiatives
- Creating frameworks for addressing systemic bias
- Developing programs that promote cultural understanding and equity
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing racism awareness as essential for collective growth
- Interpreting cultural sensitivity as key to team harmony
- Seeing diversity as a strength that enriches team dynamics
These teams might respond by:
- Fostering open dialogue about racial equity
- Creating inclusive spaces for all team members
- Developing collaborative approaches to addressing bias
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- Personal validation of their social justice awareness
- Evidence supporting their commitment to addressing privilege
- Confirmation of the importance of personal growth in cultural understanding
These individuals might respond by:
- Actively engaging in anti-racism education
- Examining their own biases and privileges
- Using their position to advocate for systemic change
This correlation, viewed through the Green lens, suggests that awareness of racism reflects a deeper understanding of systemic inequalities and the need for collective healing. It implies that the Green value system's focus on holistic well-being naturally leads to greater recognition of social justice issues.
The reasons why racism might be particularly recognized as a problem in the Green stage could include:
- Systemic Awareness: Understanding how racism affects all aspects of society
- Collective Consciousness: Recognizing the interconnected nature of social justice
- Holistic Thinking: Seeing how racial inequality impacts overall societal health
- Community Focus: Understanding that individual well-being requires collective healing
- Sustainable Progress: Recognizing that true progress requires addressing systemic racism
This correlation highlights how Green value systems view racism as a fundamental challenge to societal well-being, driven by a deep commitment to equity and collective harmony.
Ultimately, this correlation demonstrates that Green-stage thinking sees addressing racism as essential for creating a more equitable, sustainable, and harmonious society.
0.0622 between the Reduced / canceled benefits (insurance, etc.) and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0535. This positive correlation of 0.0622 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0622 between Reduced/canceled benefits and the Yellow stage presents fascinating insights when viewed through the lens of the Yellow value system's integrative and systemic thinking approach, particularly when considered alongside correlations with other developmental stages and more severe cost-cutting measures:
Organizational Perspective:
Organizations operating within the Yellow mindset might interpret this correlation as:
- An opportunity to reimagine traditional benefit structures while being mindful of how different developmental stages handle resource constraints.
- A catalyst for developing more sustainable and adaptable compensation systems that address needs across all developmental levels.
- Evidence supporting the need to transform traditional benefit models while maintaining core protections that earlier stages might eliminate entirely.
These organizations might respond by:
- Implementing flexible benefits systems that protect essential needs while allowing customization.
- Creating innovative alternatives that balance cost management with human-centric approaches.
- Developing transparent dialogues about organizational resources across all developmental stages.
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Seeing it as an opportunity to co-create new support systems while learning from other stages' approaches.
- Understanding it as a prompt to develop more organic support structures that protect against more severe cuts.
- Viewing it as a challenge to integrate multiple perspectives while maintaining essential protections.
These teams might respond by:
- Establishing collaborative platforms that prevent regression to more severe cost-cutting measures.
- Creating peer-to-peer benefit systems that provide safety nets beyond traditional benefits.
- Developing alternative models that protect core needs while enabling growth.
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- An invitation to take greater personal responsibility while supporting collective well-being.
- An opportunity to transcend traditional structures while ensuring basic needs remain met.
- A catalyst for exploring alternatives that prevent more severe resource constraints.
These individuals might respond by:
- Actively participating in system redesign while advocating for essential protections.
- Creating development plans that support both individual and collective resilience.
- Initiating support networks that prevent regression to more severe cuts.
This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level may be more likely to support transforming traditional benefit structures while maintaining awareness of how different developmental stages handle resource constraints. It implies that the Yellow value system's holistic thinking, adaptability, and focus on systemic solutions enable more nuanced approaches to organizational challenges.
The reasons why benefits might be reduced/canceled in Yellow organizations could include:
- Systemic Evolution: Recognition that traditional structures need updating while protecting core needs.
- Adaptive Innovation: Creating flexible systems that prevent more severe cuts.
- Holistic Integration: Moving toward comprehensive approaches considering all developmental stages.
- Sustainable Development: Balancing resources across the developmental spectrum.
- Emergent Solutions: Allowing new structures to emerge while maintaining essential protections.
This correlation prompts us to consider how evolving consciousness levels influence organizational support systems, particularly in contrast to more severe measures at earlier developmental stages. It raises questions about transforming traditional structures while preventing regression to more drastic cuts.
Ultimately, this correlation highlights the Yellow value system's capacity to transcend conventional approaches while maintaining awareness of the full developmental spectrum and protecting against more severe resource constraints.
In our analysis of the poll "Are you ready to receive less pay to work remotely?" we found an intriguing positive correlation that warrants closer examination:
0.1221 between the Yes, I am ready to receive 15% less pay to work remotely and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.061. This positive correlation of 0.1221 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1221 between willingness to accept lower pay for remote work and the Turquoise stage offers profound insights when viewed through the lens of the Turquoise value system's holistic and interconnected worldview:
Organizational Perspective:
Organizations operating within the Turquoise mindset might interpret this correlation as:
- Validation of their understanding that work arrangements must honor both human and environmental well-being.
- Confirmation that financial compensation is just one thread in the larger tapestry of organizational value.
- Evidence supporting their belief in the need to transform traditional work paradigms for planetary sustainability.
These organizations might respond by:
- Redesigning work systems to optimize both human fulfillment and environmental stewardship.
- Creating compensation models that account for both tangible and intangible benefits to all living systems.
- Implementing policies that support the natural rhythms of life and work integration.
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it as confirmation of their understanding that team effectiveness transcends physical proximity.
- Interpreting it as support for creating more environmentally conscious ways of collaboration.
- Seeing it as validation for prioritizing holistic well-being over purely financial metrics.
These teams might respond by:
- Developing new forms of virtual connection that honor both individual and collective needs.
- Creating team practices that reduce environmental impact while enhancing human connection.
- Establishing rituals that maintain team coherence across physical distances.
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their choice to prioritize ecological responsibility over financial gain.
- Evidence supporting their belief in the interconnectedness of personal choices and global impact.
- Confirmation of the value they place on lifestyle alignment with planetary well-being.
These individuals might respond by:
- Actively choosing work arrangements that minimize environmental impact.
- Viewing reduced compensation as an investment in planetary health.
- Creating new ways to measure wealth that include ecological and spiritual dimensions.
This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level recognize that financial compensation is just one aspect of a complex web of value exchanges. It implies that the Turquoise value system's holistic understanding and ecological awareness align with a willingness to make personal financial sacrifices for the greater good.
The reasons why individuals might accept lower pay for remote work in the Turquoise stage could include:
- Ecological Consciousness: Understanding that reduced commuting contributes to environmental preservation.
- Systemic Awareness: Recognition that personal choices impact global systems.
- Holistic Value: Appreciating that true wealth encompasses more than financial compensation.
- Life Integration: Valuing the ability to align work patterns with natural rhythms.
- Global Responsibility: Taking personal action to support planetary well-being.
This correlation prompts us to consider how evolved consciousness influences our relationship with work, compensation, and environmental responsibility. It raises questions about the transformation of traditional work paradigms in service of planetary well-being.
Ultimately, this correlation highlights the Turquoise value system's capacity to transcend conventional notions of value and compensation, embracing a more holistic understanding of wealth that includes environmental stewardship and global consciousness.
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.
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2025.02.02
Valerii Kosenko
SaaS SDTEST® produktuaren jabea
Valerii 1993an gizarte pedagogo-psikologo titulua lortu zuen eta ordutik proiektuen kudeaketan aplikatu ditu bere ezagutzak.
Valerii-k masterra eta proiektu eta programa kudeatzaile titulua lortu zituen 2013an. Masterreko programan zehar, Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) eta Spiral Dynamics ezagutu zituen.
Valerii V.U.C.A.ren ziurgabetasuna aztertzeko egilea da. kontzeptua Spiral Dynamics eta matematika-estatistika erabiliz psikologian, eta nazioarteko 38 inkesta.
