آزمون بر اساس کتاب «Spiral Dynamics:
Mastering Values, Leadership, and
Change» (ISBN-13: 978-1405133562)
حامی

Conclusions #01 about the actions of Companies to Personnel on the different stages of Spiral Dynamics

1. Introduction


In an ever-evolving business landscape, understanding how companies respond to challenges, particularly to their personnel, is crucial. This article analyzes a survey titled "Actions of companies in relation to personnel in the last month (Y/N)" through the lens of Spiral Dynamics theory. By examining the correlations between various company actions and the seven stages of development according to Spiral Dynamics, we aim to provide insights into the complex interplay between organizational behavior and developmental psychology. After login or registration, free access to the poll results in the FAQ section.



2. Methodology


The survey focused on specific actions companies took to their personnel, including reducing salaries, canceling benefits, implementing unpaid vacations, and maintaining the status quo. Data was collected across multiple languages and countries, ensuring a diverse sample. The analysis involved calculating correlation coefficients between these actions and the seven stages of Spiral Dynamics: Beige, Purple, Red, Blue, Orange, Green, and Yellow. A critical value of the correlation coefficient was established for each stage to ensure the reliability of the findings.



3. Point Intermediate Correlation Results


Here's a summary of the correlation coefficients for each Spiral Dynamics stage:


StageAction Correlation  Countries  Languages 
 Turquoise  Nothing changed 0.06217817
 Yellow Reduced / canceled benefits 0.06267716
 Green Sent employees on unpaid vacations 0.07237716
 Orange Sent employees on unpaid vacations -0.10247817
 Blue Sent employees on unpaid vacations-0.06517816
 Red Reduced salaries0.06457817
 Purple Sent employees on unpaid vacations0.14057816

Brief interpretation:

  • Purple shows a positive correlation with unpaid vacations, suggesting a tendency to accept this action.
  • Blue and Orange show negative correlations with unpaid vacations, indicating resistance to this practice.
  • Green shows a slight positive correlation with unpaid vacations, hinting at a nuanced approach.
  • Yellow negatively correlates with reduced/canceled benefits (insurance, etc.).
  • Red shows a slight positive correlation with salary reductions, potentially indicating a power-driven approach.
  • Turquoise shows a positive correlation with maintaining the status quo.

You can not only just create your poll in تعرفه «V.U.C.A طراح نظرسنجی» (with a unique link and your logo) but also you can earn money by selling its results in تعرفه «فروشگاه نظرسنجی», as already the authors of polls.



4. Group Analysis of Correlation Coefficients


Analyzing the correlations across all stages reveals some interesting patterns:
  1. Variability in responses: The correlations range from weak negative to weak positive, suggesting that different stages of development have varying attitudes towards personnel actions.
  2. Strongest correlations: The strongest positive correlation is with the Purple stage (0.1405 for unpaid vacations), while the strongest negative correlation is with the Orange stage (-0.1024 for unpaid vacations).
  3. Conflicting views on unpaid vacations: This action shows the most variability across stages, with positive correlations in Purple and Green but negative correlations in Blue and Orange.
  4. Consistency in later stages: Yellow and Turquoise stages show similar weak positive correlations for their respective actions, possibly indicating a more nuanced or holistic view of organizational challenges.

5. Implications for Company Actions and Personnel Management

  1. Cultural considerations: The strong positive correlation in the Purple stage suggests that traditional, community-oriented cultures may be more accepting of actions like unpaid vacations, possibly viewing them as necessary sacrifices for the collective good.
  2. Resistance in achievement-oriented cultures: The negative correlation in the Orange stage indicates that highly competitive, achievement-oriented environments may resist actions that impede individual or organizational performance.
  3. Holistic approaches in advanced stages: The weak positive correlations in the Yellow and Turquoise stages suggest that more evolved organizational cultures can implement or accept various personnel actions as part of a broader, systemic approach to challenges.
  4. Balancing act for management: The variability in correlations across stages highlights the need for managers to consider their organization's and workforce's developmental stage when implementing personnel actions.

6. Limitations and Future Research


This study provides valuable insights, but it's essential to acknowledge its limitations:
  1. Correlation vs. causation: Correlations have been identified but do not imply causation. Further research is needed to understand the underlying mechanisms.
  2. Sample representation: The study's global nature is a strength but may not fully represent all cultural and organizational contexts.
  3. Time-bound nature: The survey captures a snapshot in time and may not reflect long-term trends or changes in organizational behavior.

Future research could benefit from:

  • Longitudinal studies to track changes over time
  • In-depth qualitative research to understand the reasoning behind specific actions
  • Cross-industry comparisons to identify sector-specific patterns

7. Conclusion


This analysis provides a unique perspective on company actions through the lens of Spiral Dynamics. The varying correlations across developmental stages highlight the complex nature of organizational behavior and decision-making. As companies navigate challenges, understanding these developmental perspectives can aid in creating more effective, empathetic, and adaptable personnel management strategies. By recognizing the diverse value systems at play within organizations, leaders can make more informed decisions that balance organizational needs with employee well-being and cultural considerations.


2024.07.29
والری
صاحب محصول SaaS Pet Project SDTEST®

Valerii در سال 1993 به عنوان یک متخصص دانشکده آموزش و پرورش اجتماعی واجد شرایط بود و از آن زمان دانش خود را در مدیریت پروژه به کار گرفته است.
Valerii در سال 2013 مدرک کارشناسی ارشد و مدافع پروژه و مدیر برنامه را به دست آورد. در طول برنامه کارشناسی ارشد خود ، وی با نقشه راه پروژه (GPM Deutsche Gesellschaft Für Projektmanagement E. V.) و Spiral Dynamics آشنا شد.
والری تست های مختلف دینامیک مارپیچی را انجام داد و از دانش و تجربه خود برای تطبیق نسخه فعلی SDTest استفاده کرد.
Valerii نویسنده کاوش در مورد عدم قطعیت V.U.C.A. مفهوم با استفاده از پویایی مارپیچ و آمار ریاضی در روانشناسی ، بیش از 20 نظرسنجی بین المللی.
این پست دارد 0 نظرات
پاسخ دادن به
پاسخ را لغو کنید
نظر خود را بگذارید
×
شما یک خطا
پیشنهاد نسخه صحیح خود را
ایمیل خود را به عنوان مورد نظر را وارد کنید
ارسال
لغو کردن
Redirect to your region's domain sdtest.us ?
YES
NO
Bot
sdtest
1
سلام! بگذارید از شما بپرسم ، آیا قبلاً با دینامیک مارپیچ آشنا هستید؟