Seeking Deeper Understanding #073

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 "Meritocracy" (Are decisions based on data, evidence, and objective criteria rather than personal biases or opinions?), we found an intriguing positive linear correlation that warrants closer examination:

0.0605 (Pearson) between the YES, based on data, evidence, and objective criteria, and the Purple stage.

The critical value of the correlation coefficient for a non-normal distribution, by Spearman, is r = 0.0063. Nevertheless, this positive linear correlation of 0.0605 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.0605 between "Decisions Based on Data, Evidence, and Objective Criteria" 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:

1. Validation of their traditional approach, where ancestral wisdom and established rituals are seen as the most objective "data."
2. Confirmation that their reliance on time-honored practices and mythical knowledge represents the highest form of "evidence."
3. Evidence supporting their belief that sacred traditions and tribal customs constitute the most reliable "objective criteria."

These organizations might respond by:

• Implementing more rigorous adherence to ancestral decision-making protocols passed down through generations.
• Formalizing the role of elders and spiritual leaders as the primary interpreters of tribal wisdom and sacred knowledge.
• Promoting rituals and ceremonies that connect decision-makers to the collective wisdom of ancestors and spirits.

Team Perspective:

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

1. Viewing tribal traditions and ritualistic practices as the most reliable form of "data" for group decisions.
2. Interpreting signs, omens, and mystical revelations as the most valuable "evidence" for determining right action.
3. Seeing their connection to ancestral wisdom and spiritual forces as providing truly "objective criteria" beyond personal bias.

These teams might respond by:

• Establishing more elaborate ritualistic processes to consult the spirits before making important decisions.
• Encouraging team members to deepen their connection to tribal identity and ancestral heritage.
• Celebrating instances where following sacred traditions led to outcomes that protected the tribe.

Individual Perspective:

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

1. Personal validation of their reliance on tribal wisdom and mystical insight as the most objective guidance.
2. Evidence supporting their belief that connection to ancestors and spirits provides the clearest evidence for decisions.
3. Confirmation of the value they place on traditional knowledge passed down through generations.

These individuals might respond by:

• Actively seeking deeper initiation into tribal mysteries and sacred knowledge.
• Viewing their sensitivity to spiritual signs and omens as a form of objective data collection.
• Using ritualistic practices to ensure their decisions align with ancestral wisdom.

This correlation, viewed through the Purple lens, suggests that those operating at the Purple level do see themselves as making decisions based on "data, evidence, and objective criteria" – but these terms are understood through a mythical, tribal lens. It implies that the Purple value system's emphasis on tradition, spirituality, and ancestral wisdom constitutes what they consider to be objective decision-making.

The reasons why decisions might be seen as based on data, evidence, and objective criteria in the Purple stage could include:

1. Ancestral Authority: The accumulated wisdom of ancestors is viewed as the most reliable data source, tested by generations of tribal experience.
2. Spiritual Revelation: Signs, omens, and mystical insights are considered authentic evidence from beyond the material world.
3. Ritual Verification: Ceremonial practices that have proved reliable for the tribe over time are seen as objective verification methods.
4. Tribal Consensus: The collective agreement of the tribal community, especially elders, provides objective validation beyond individual bias.
5. Mythical Precedent: Stories and myths that outline how ancestors successfully navigated similar challenges serve as objective criteria.

This correlation prompts us to consider how different value systems interpret concepts like "objectivity" and "evidence." It raises questions about the cultural relativity of what constitutes data-driven decision-making, particularly in contexts where spiritual and ancestral connections are paramount.

Ultimately, this correlation highlights the profound but often overlooked epistemological framework of Purple consciousness. What modern systems might dismiss as superstition is, within the Purple value system, a sophisticated approach to gathering "data" from ancestral wisdom, interpreting "evidence" from spiritual sources, and applying "objective criteria" based on time-tested tribal traditions.

In our analysis of the poll "Does ageism exist?" we found an intriguing positive linear correlation that warrants closer examination:

0.0289 (Pearson) between the No, ageism doesn't exist within my family and community, and the Red stage.

The critical value of the correlation coefficient for a non-normal distribution, Spearman, is r = 0.003. Nevertheless, this positive linear correlation of 0.0289 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.0289 between "No, ageism doesn't exist within my family and community" and the Red stage offers fascinating 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 power-based hierarchy where strength and dominance matter more than age.
2. Confirmation that their merit system rewards those who assert themselves, regardless of age.
3. 3. Evidence supporting their belief that respect is earned through displays of power, not granted automatically based on age.

These organizations might respond by:

• Promoting competitions where individuals of all ages can prove their worth through direct confrontation.
• Implementing reward systems that favor those who demonstrate strength and assertiveness.
• Celebrating leaders like Trump who maintain dominance regardless of age factors (note his red caps/merchandise positioning him as a powerful figure despite his age).

Team Perspective:

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

1. Viewing it as an affirmation that their loyalty-based structure transcends age considerations.
2. Interpreting it as support for their belief that what matters is who can dominate, not how old they are.
3. Seeing it as validation for prioritizing immediate results over experience-based wisdom.

These teams might respond by:

• Creating opportunities for members of all ages to demonstrate power and influence.
• Encouraging team members to assert dominance based on capability rather than seniority.
• Celebrating instances where younger members successfully challenge older ones as demonstrations of the natural power order.

Individual Perspective:

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

1. Personal validation that their self-expression and power-seeking behavior shouldn't be limited by age.
2. Evidence supporting their belief that respect must be earned, not automatically given to elders.
3. Confirmation that immediate gratification and personal desire supersede age-based deference.

These individuals might respond by:

• Actively challenging age-based authority structures that limit their power.
• Viewing their willingness to confront elders as a strength rather than disrespect.
• Using personal charisma and force of will to establish their position regardless of age.

This correlation, viewed through the Red lens, suggests that those operating at the Red level may be less likely to perceive ageism within their family and community. It implies that the Red value system's assertiveness, competitiveness, and focus on immediate gratification align with a worldview where power dynamics supersede age-based considerations.

The reasons why ageism might not be perceived within family and community in the Red stage could include:

1. Power Trumps Age: In Red systems, hierarchy is determined by strength and assertiveness, not chronological age.
2. Respect Through Force: Respect is earned through demonstrations of power rather than automatically granted to elders.
3. Tribal Loyalty: Age matters less than loyalty to the tribe or group, creating a different basis for inclusion.
4. Immediate Results Focus: The value of immediate action and results outweighs the value of wisdom gained through age.
5. Self-Expression Priority: All members' right to express power is valued over deference to age-based authority.

This correlation highlights how different value systems fundamentally alter perceptions of social dynamics like ageism. In Red-dominant environments like certain political movements (exemplified by Trump's red merchandise, which signals strength regardless of age), we see the emphasis on power and dominance creating social spaces where age becomes secondary to one's ability to assert influence and control.

Ultimately, this correlation highlights the complex interplay between cultural values, family dynamics, and community effectiveness. Age differences might be seen not as a basis for discrimination but as a natural and even irrelevant aspect of social interactions in Red-dominant environments.

In our analysis of the poll "Real freedom is," we found an intriguing negative linear correlation that warrants closer examination:

-0.1345 (Pearson) between the Fulfilling my duty to God, family, and community / Disagree strongly and the Blue stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0881. Nevertheless, this negative linear correlation of -0.1345 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1345 between "Fulfilling my duty to God, family, and community / Disagree strongly" 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:

1. Validation of their structured, hierarchical approach to organizational life, where duty and service are paramount.
2. Confirmation that their rule-based systems align with deeper moral truths about freedom through order.
3. Evidence supporting their belief that organizational loyalty and adherence to established protocols lead to true freedom.

These organizations might respond by:

• Reinforcing codes of conduct that emphasize duty to the organization's mission and values.
• Implementing reward systems that recognize dedication, loyalty, and sacrificial service.
• Promoting leaders who exemplify unwavering commitment to organizational traditions and principles.

Team Perspective:

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

1. Viewing it as an affirmation of their structured team dynamic, where roles and responsibilities are clearly defined.
2. Interpreting it as support for their belief that team harmony comes through adherence to established norms.
3. Seeing it as validation for prioritizing collective duty over individual expression.

These teams might respond by:

• Establishing clearer protocols and procedures to guide team interactions.
• Encouraging team members to subordinate personal preferences to the greater good of the team.
• Celebrating instances of sacrifice and duty as demonstrations of true freedom within the team context.

Individual Perspective:

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

1. Personal validation of their principled approach to life and work.
2. Evidence supporting their belief that fulfilling obligations brings deeper satisfaction than pursuing self-interest.
3. Confirmation of the value they place on moral rectitude and principled living.

These individuals might respond by:

• Deepening their commitment to established moral codes and principles.
• Viewing their willingness to sacrifice personal desires for duty as a form of higher freedom.
• Using their adherence to principles as a foundation for meaningful contribution to their community.

This correlation, viewed through the Blue lens, suggests that those operating at the Blue level may be more likely to see true freedom as fulfilling one's duty. It implies that the Blue value system's emphasis on order, discipline, and moral obligation aligns with a worldview where freedom is found through accepting and fulfilling one's proper role and responsibilities.

The reasons why people in the Blue stage might strongly agree that real freedom is fulfilling their duty to God, family, and community could include:

1. Moral Framework: In the Blue stage, adherence to a higher moral code provides certainty and meaning.
2. Security Through Order: Following established duties creates predictability and reduces existential anxiety.
3. Identity Through Role: One's identity becomes integrated with faithfully executing one's proper role in society.
4. Transcendent Purpose: Duty connects individual actions to higher, transcendent purposes beyond self-interest.
5. Community Belonging: Fulfilling duties to family and community solidifies one's place in the social order.

This correlation prompts us to consider how different value systems influence perceptions of freedom itself. It raises questions about the potential benefits and drawbacks of a Blue approach to freedom, particularly in contexts where innovation, adaptation, and independent thinking are necessary.

Ultimately, this correlation highlights the complex interplay between cultural values, moral frameworks, and personal fulfillment. Freedom might be seen not as independence from constraints but as the willing acceptance of proper duties within a moral framework in Blue-dominant environments.

In our analysis of the poll "What qualities and abilities do good leaders use when building successful teams?" we found an intriguing negative linear correlation that warrants closer examination:

-0.1320 (Pearson) between the Fair man and the Orange stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0377. Nevertheless, this negative linear correlation of -0.1320 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1320 between "Fair man" as a leadership quality and the Orange stage offers intriguing 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 results-oriented approach, where objective achievements outweigh subjective notions of fairness.
2. Confirmation that their meritocratic systems naturally reward high performers regardless of perceived fairness.
3. Evidence supporting their belief that market-driven decision-making is more effective than decisions based on equitable treatment.

These organizations might respond by:

• Emphasizing performance metrics and outcome-based evaluation over process fairness.
• Implementing reward systems that aggressively differentiate based on measurable contributions.
• Promoting leaders who deliver results rather than those focused on being perceived as fair.

Team Perspective:

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

1. Viewing it as an affirmation that competitive team dynamics drive innovation and excellence.
2. Interpreting it as support for their belief that differentiated treatment based on performance is optimal.
3. Seeing it as validation for prioritizing measurable outcomes over team members' perceptions of fair treatment.

These teams might respond by:

• Establishing more sophisticated performance measurement systems.
• Encouraging team members to focus on personal achievement rather than comparative treatment.
• Celebrating instances of breakthrough performance even when achieved through competitive advantage rather than collaborative fairness.

Individual Perspective:

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

1. Personal validation of their achievement-oriented approach to career advancement.
2. Evidence supporting their belief that exceptional performance deserves exceptional rewards.
3. Confirmation of the value they place on rational, results-based decision-making over emotional considerations of fairness.

These individuals might respond by:

• Focusing more on demonstrating measurable impact than on building a reputation for fairness.
• Viewing competitive advantage as more strategic than being perceived as equitable.
• Using objective performance metrics rather than subjective fairness assessments to guide their leadership approach.

This correlation, viewed through the Orange lens, suggests that those operating at the Orange level may view traditional notions of fairness as potential impediments to optimal performance. It implies that the Orange value system's emphasis on achievement, competition, and tangible results aligns with a more pragmatic, outcome-focused approach to leadership.

The reasons why being a "Fair man" might not be considered a good quality for leaders building successful teams in the Orange stage could include:

1. Results Over Process: In Orange systems, what matters is achieving objectives, not how fairly they were pursued.
2. Meritocratic Ideals: True fairness might mean disproportionately rewarding top performers rather than ensuring equal treatment.
3. Competitive Advantage: Fairness might limit a leader's ability to make strategic decisions that favor competitive positioning.
4. Innovation Priority: Breakthrough innovation often requires uneven resource allocation rather than fair distribution.
5. Scientific Management: Data-driven decision-making may lead to outcomes that appear unfair when viewed through traditional lenses.

This correlation prompts us to consider how different value systems influence perceptions of effective leadership. It raises questions about the potential benefits and drawbacks of an Orange approach to team leadership, particularly in contexts where long-term collaboration, diverse perspectives, and complex problem-solving are crucial.

Ultimately, this correlation highlights the complex interplay between cultural values, leadership approaches, and organizational effectiveness. Fairness might be seen not as an essential leadership quality but as a potential constraint on maximizing results in Orange-dominant environments.

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

-0.0677 (Pearson) between the International Market leader! and the Green stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0527. Nevertheless, this negative linear correlation of -0.0677 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.0677 between "International Market leader" as a career opportunity and the Green stage offers intriguing insights 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 community-centered approach, where stakeholder well-being is prioritized over market dominance.
2. Confirmation that their collaborative systems naturally align with values beyond profit and market share metrics.
3. Evidence supporting their belief that sustainable, ethical business models are more meaningful than market leadership.

These organizations might respond by:

• Emphasizing social responsibility metrics and impact measurement over market position.
• Implementing reward systems that recognize contributions to community well-being and ecological sustainability.
• Promoting leaders who demonstrate commitment to inclusive decision-making rather than aggressive market expansion.

Team Perspective:

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

1. Viewing it as an affirmation that collaborative, consensus-based team dynamics are more fulfilling than competitive positioning.
2. Interpreting it as support for their belief that meaningful work comes from positive impact, not market status.
3. Seeing it as validation for prioritizing team harmony and inclusivity over market-driven performance metrics.

These teams might respond by:

• Establishing more holistic assessment frameworks that value process and relationships.
• Encouraging team members to focus on social impact rather than competitive market positioning.
• Celebrating instances of beneficial collaboration with other organizations rather than market victories over competitors.

Individual Perspective:

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

1. Personal validation of their purpose-driven approach to career choices.
2. Evidence supporting their belief that meaningful work transcends traditional success markers like market leadership.
3. Confirmation of the value they place on authenticity, connection, and positive impact over status and dominance.

These individuals might respond by:

• Focusing more on opportunities that allow them to express their values and contribute to community well-being.
• Viewing career advancement in terms of increased positive impact rather than competitive positioning.
• Using alignment with personal values rather than organizational market status to guide their career choices.

This correlation, viewed through the Green lens, suggests that those operating at the Green level may be less attracted to roles within market-leading organizations. It implies that the Green value system's emphasis on community, sustainability, and holistic thinking aligns with a more purpose-driven approach to career opportunities.

The reasons why people in the Green stage might not prefer International Market leaders as their next exciting opportunity could include:

1. Perceived Value Misalignment: Market leadership may be associated with prioritizing profit and growth over social and environmental concerns.
2. Hierarchical Structures: International market leaders might be viewed as maintaining power structures that are incompatible with egalitarian values.
3. Ecological Footprint: Global market dominance could be associated with unsustainable resource use and environmental impact.
4. Authenticity Concerns: Large market leaders might be perceived as lacking the authenticity and community connection valued in Green systems.
5. Diversity and Inclusion: International market leaders might be seen as homogenizing rather than celebrating cultural diversity and multiple perspectives.

This correlation prompts us to consider how different value systems influence perceptions of desirable career opportunities. It raises questions about the potential benefits and drawbacks of a Green approach to career selection, particularly in contexts where global challenges require both purpose-driven values and effective scale.

Ultimately, this correlation highlights the complex interplay between cultural values, career aspirations, and organizational structures. Market leadership might be seen not as an attractive career goal but as potentially misaligned with deeper values of community, sustainability, and meaning in Green-dominant environments.

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

0.0646 (Pearson) between the Be physically active and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0624. Nevertheless, this positive linear correlation of 0.0646 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0646 between "Be physically active" as a mental health strategy and the Yellow stage offers intriguing insights when viewed through the lens of the Yellow value system:

Organizational Perspective:

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

1. Validation of their systems-based approach, where mind-body integration is recognized as fundamental to human effectiveness.
2. Confirmation that their flexible, adaptive systems naturally support holistic well-being practices beyond traditional productivity metrics.
3. Evidence supporting their belief that complex human systems require multidimensional approaches to optimization.

These organizations might respond by:

• Implementing integrated wellness programs that acknowledge the interconnection between physical activity and cognitive performance.
• Creating adaptive work environments that facilitate movement and physical engagement throughout the workday.
• Supporting leaders who model systems thinking by prioritizing their own physical-mental integration.

Team Perspective:

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

1. Viewing it as an affirmation of their understanding that team effectiveness emerges from the integration of multiple dimensions of well-being.
2. Interpreting it as support for their practice of designing work rhythms that incorporate physical activity as a performance enhancer.
3. Seeing it as validation for prioritizing holistic team experiences over narrowly focused productivity drives.

These teams might respond by:

• Establishing work patterns that intentionally integrate movement with cognitive tasks.
• Encouraging team members to design personalized physical activity strategies aligned with their unique mental health needs.
• Celebrating the interconnection between physical vitality and mental clarity in team performance.

Individual Perspective:

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

1. Personal validation of their integrated approach to self-development across multiple domains.
2. Evidence supporting their first-principles understanding of the mind-body connection beyond conventional wellness advice.
3. Confirmation of the value they place on adaptive, personalized strategies for operating at optimal capacity.

These individuals might respond by:

• Designing sophisticated physical activity practices specifically calibrated to their cognitive and emotional requirements.
• Viewing physical movement as an essential component of their knowledge work rather than a separate wellness activity.
• Using embodied cognition principles to enhance their systems thinking and problem-solving capabilities.

This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level understand physical activity as an integrated component of mental well-being. It implies that the Yellow value system's emphasis on systems thinking, integration, and adaptive complexity aligns with a sophisticated approach to embodied cognition.

The reasons why people in the Yellow stage might choose physical activity for mental health could include:

1. Systems Understanding: Recognition that mind and body operate as an integrated system rather than separate domains.
2. Complexity Management: Physical activity serves as an effective regulatory mechanism for managing cognitive complexity.
3. Neurobiological Awareness: Deep understanding of how movement influences neurochemistry and brain function.
4. Adaptive Optimization: Physical activity is recognized as an adaptable tool for calibrating cognitive and emotional states.
5. Transcendent Integration: Movement enables integration of multiple levels of consciousness and processing.

This correlation prompts us to consider how different value systems influence perceptions of mental health practices. It raises questions about the potential benefits of a Yellow approach to well-being, particularly in contexts where cognitive demands require sophisticated self-regulation strategies.

Ultimately, this correlation highlights the complex interplay between developmental values, embodied cognition, and mental well-being. Physical activity might be seen not merely as exercise but as an essential practice for integrated system optimization in Yellow-dominant consciousness.

In our analysis of the poll "Trust" (by WVS), we found an intriguing positive linear correlation that warrants closer examination:

0.1573 (Pearson) between the Your neighborhood / Trust completely and the Turquoise stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0602. Nevertheless, this positive linear correlation of 0.1573 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1573 between "Your neighborhood / Trust completely" and the Turquoise stage offers intriguing insights when viewed through the lens of the Turquoise value system:

Organizational Perspective:

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

1. Validation of their bioregional approach, where organizations are understood as living systems embedded within larger community ecosystems.
2. Confirmation that their fluid, networked structures naturally foster trust across traditional organizational boundaries.
3. Evidence supporting their belief that sustainable systems require deep relational fabrics extending into the local community.

These organizations might respond by:

• Implementing place-based strategies that honor the unique qualities of their local bioregion.
• Creating permeable organizational boundaries that facilitate authentic community integration.
• Supporting leadership practices that nurture trust across multiple intersecting systems.

Team Perspective:

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

1. Viewing it as an affirmation of their understanding that team effectiveness emerges from wider field conditions, including community trust.
2. Interpreting it as support for their practice of extending team consciousness beyond organizational boundaries.
3. Seeing it as validation for prioritizing the cultivation of trust as an essential element of living systems.

These teams might respond by:

• Establishing work patterns that intentionally integrate community engagement with organizational purpose.
• Encouraging team members to deepen their neighborhood connections as part of their wholeness at work.
• Celebrating the wisdom that emerges when team boundaries become permeable to neighborhood knowledge.

Individual Perspective:

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

1. Personal validation of their felt experience of interconnection with their immediate bioregional community.
2. Evidence supporting their intuitive understanding that neighborhood trust creates essential conditions for planetary healing.
3. Confirmation of the value they place on embodied belonging within nested living systems.

These individuals might respond by:

• Deepening their practices of presence and attention within neighborhood spaces and relationships.
• Viewing community trust as a vital expression of conscious participation in evolving systems.
• Using neighborhood trust as a foundation for more expansive global and cosmic awareness.

This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level experience deep trust in their neighborhoods as a natural expression of their integrated worldview. It implies that the Turquoise value system's emphasis on interconnection, living systems, and holistic integration aligns with a profound experience of community trust.

The reasons why people in the Turquoise stage might completely trust their neighborhoods could include:

1. Systems Consciousness: Recognition that neighborhood trust is an emergent property of healthy living systems.
2. Non-Dualistic Perception: Experience of self as continuous with rather than separate from community.
3. Energetic Awareness: Sensitivity to the subtle fields of connection that transcend conventional boundaries.
4. Evolutionary Purpose: Understanding neighborhood trust as an expression of evolving collective intelligence.
5. Holographic Worldview: Perceiving the larger patterns of universal trust reflected within local community relationships.

This correlation prompts us to consider how different value systems influence perceptions of community and trust. It raises questions about the potential of Turquoise consciousness to transform our experience of place-based relationships and belonging.

Ultimately, this correlation highlights the complex interplay between developmental values, community trust, and planetary well-being. Neighborhood trust might be seen not merely as a social phenomenon but as an essential expression of conscious participation in living systems in Turquoise-dominant consciousness.

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

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Valerii Kosenko

May-ari ng Produkto SaaS SDTEST®

Si Valerii ay kwalipikado bilang isang social pedagogue-psychologist noong 1993 at mula noon ay inilapat ang kanyang kaalaman sa pamamahala ng proyekto.
Nakakuha si Valerii ng Master's degree at ang project at program manager qualification noong 2013. Sa panahon ng kanyang Master's program, naging pamilyar siya sa Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) at Spiral Dynamics.
Si Valerii ang may-akda ng paggalugad sa kawalan ng katiyakan ng V.U.C.A. konsepto gamit ang Spiral Dynamics at mathematical statistics sa psychology, at 38 international poll.