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 "Algebra of Conscience" (by Vladimir Lefebvre), we found an intriguing negative linear correlation that warrants closer examination:
-0.1941 (Pearson) between the One must not send a cheat sheet during a competitive examination to a close friend / Strongly agree and the Purple stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.1749. Nevertheless, this negative linear correlation of -0.1941 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1941 between "One must not send a cheat sheet during a competitive examination to a close friend / Strongly agree" 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 their kinship-based approach, where loyalty to tribal members and community bonds supersede abstract institutional rules and formal examination protocols.
- Confirmation that their ancestral wisdom prioritizes mutual support and collective survival over individual compliance with external authority systems.
- Evidence supporting their belief that spiritual and communal obligations to help close friends align with the sacred duties passed down through generations of tribal customs.
These organizations might respond by:
- Implementing decision-making processes that honor traditional reciprocity obligations and mutual aid practices within their organizational tribe.
- Creating support systems that recognize the sacred nature of helping community members, even when it conflicts with formal institutional guidelines.
- Promoting leaders who demonstrate a deep understanding of ancestral wisdom regarding loyalty, kinship obligations, and collective responsibility for group members' well-being.
Team Perspective:
Teams operating from a Purple mindset might approach this correlation by:
- Viewing it as an affirmation of their clan-based approach, where protecting and supporting team members takes precedence over adherence to abstract competitive rules.
- Interpreting it as support for their belief that ancestral traditions of mutual aid and reciprocity create stronger bonds than compliance with external authority structures.
- Seeing it as validation for prioritizing spiritual obligations to help close friends over conformity to institutional examination protocols that lack sacred significance.
These teams might respond by:
- Establishing mutual support networks that honor traditional obligations to assist community members during times of challenge or need.
- Encouraging team members to prioritize loyalty to their inner circle and fulfill reciprocal obligations rooted in ancestral customs.
- Creating rituals and practices that celebrate instances where team members demonstrated faithful support for close friends, reinforcing traditional values of kinship loyalty.
Individual Perspective:
Individuals aligned with the Purple value system might interpret this correlation as:
- Personal validation of their ancestral wisdom that places sacred obligations to close friends above compliance with impersonal institutional rules.
- Evidence supporting their understanding that spiritual bonds and kinship loyalty represent higher moral imperatives than abstract examination protocols.
- Confirmation of their traditional worldview that sees helping close friends as a sacred duty inherited from ancestors and essential for maintaining spiritual harmony.
These individuals might respond by:
- Actively fulfilling reciprocal obligations to close friends, viewing such assistance as spiritually mandated and essential for maintaining ancestral approval.
- Viewing their willingness to help friends as a demonstration of proper spiritual alignment and adherence to traditional moral codes.
- Using their commitment to kinship loyalty as a foundation for maintaining their connection to ancestral wisdom and spiritual guidance.
This correlation, viewed through the Purple lens, suggests that those operating at the Purple level may be less likely to strongly agree with prohibitions against helping close friends during examinations. It implies that the Purple value system's emphasis on kinship loyalty, ancestral wisdom, and spiritual obligations aligns with prioritizing personal relationships over institutional rules.
The reasons why people strongly disagree that one must not send a cheat sheet to a close friend in the Purple stage could include:
- Kinship Loyalty: Sacred obligations to help close friends supersede abstract institutional rules that lack spiritual significance or ancestral validation.
- Reciprocal Obligations: Traditional systems of mutual aid and reciprocity create moral imperatives to assist community members during times of need.
- Ancestral Wisdom: Guidance from ancestors emphasizes the importance of maintaining strong bonds and supporting tribal members above compliance with external authorities.
- Spiritual Harmony: Helping close friends maintain spiritual balance and demonstrating proper alignment with traditional values and sacred duties.
- Communal Survival: Collective well-being of the tribe or community takes precedence over individual compliance with competitive examination protocols.
This correlation prompts us to consider how different value systems influence moral decision-making and ethical priorities. It raises questions about the potential benefits and challenges of a Purple approach to loyalty and obligation, particularly in contexts where institutional rules conflict with traditional kinship responsibilities.
Ultimately, this correlation highlights the complex interplay between value systems, moral reasoning, and social obligations. In Purple-dominant environments, ethical behavior might be viewed not as compliance with institutional rules but as faithful adherence to ancestral wisdom, spiritual commitments, and the sacred duties of kinship loyalty that ensure the survival and harmony of the community.
In our analysis of the poll "Reasons why people give up" (by Anna Vital [1]), we found an intriguing positive linear correlation that warrants closer examination:
0.0681 (Pearson) between the Never visualize what is possible and the Red stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman, is r = 0.0022. Nevertheless, this positive linear correlation of 0.1632 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0681 between "Never visualize what is possible" and the Red stage offers intriguing 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 action-oriented approach, where immediate power moves and aggressive tactics take precedence over abstract planning and future visualization.
- Confirmation that their competitive, dominance-driven culture focuses on seizing present opportunities rather than contemplating hypothetical possibilities.
- Evidence supporting their belief that strength comes from decisive action and forceful implementation rather than passive visualization exercises.
These organizations might respond by:
- Implementing reward systems that favor those who take immediate, aggressive action over those who engage in strategic planning or vision exercises.
- Creating competitive environments where rapid decision-making and forceful execution are valued more than contemplative visualization practices.
- Promoting leaders who demonstrate raw power and can dominate situations through immediate action rather than long-term strategic thinking.
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing it as an affirmation of their aggressive, results-focused approach, where immediate action and competitive dominance matter more than imagining future possibilities.
- Interpreting it as support for their belief that visualization is a weakness that distracts from the real work of asserting power and achieving immediate goals.
- Seeing it as validation for prioritizing instant gratification and forceful problem-solving over time-consuming planning and possibility exploration.
These teams might respond by:
- Establishing work patterns that emphasize immediate action and quick wins over contemplative visualization or strategic planning sessions.
- Encouraging team members to focus on present challenges and opportunities rather than engaging in abstract future-thinking exercises.
- Celebrating instances where direct action and aggressive pursuit of goals led to immediate results, reinforcing the value of decisive implementation over visualization.
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their impulsive, action-oriented approach that prioritizes immediate self-expression over abstract future planning.
- Evidence supporting their belief that visualization is a passive activity that conflicts with their desire for immediate gratification and direct control.
- Confirmation of their worldview that sees contemplating possibilities as a waste of time when they could be actively pursuing power and dominance.
These individuals might respond by:
- Actively avoiding visualization exercises in favor of immediate action and direct pursuit of their desires and goals.
- Viewing their preference for instant action as a competitive advantage that allows them to seize opportunities while others are still planning.
- Using their focus on present-moment dominance as a means to assert power and achieve immediate results without getting distracted by future possibilities.
This correlation, viewed through the Red lens, suggests that those operating at the Red level may be more likely to give up because they never visualize what is possible. It implies that the Red value system's emphasis on immediate action, impulsiveness, and present-moment focus aligns with a tendency to avoid forward-thinking visualization practices.
The reasons why people give up because they never visualize what is possible in the Red stage could include:
- Immediate Gratification Focus: The drive for instant results makes long-term visualization seem irrelevant and time-consuming compared to immediate action.
- Impulsive Decision-Making: Quick, reactive choices leave little room for contemplating future possibilities or alternative outcomes.
- Power-Oriented Mindset: Concentration on dominating present situations overshadows the need to envision broader possibilities and strategic alternatives.
- Action-Over-Planning Preference: Belief that direct action is superior to abstract thinking leads to neglect of visualization as a planning tool.
- Present-Moment Dominance: Focus on immediate control and self-expression prevents engagement with future-oriented possibility thinking.
This correlation prompts us to consider how different value systems influence approaches to goal-setting and persistence. It raises questions about the potential benefits and limitations of a Red approach to achievement, particularly in contexts where long-term vision and strategic planning are crucial for sustained success.
Ultimately, this correlation highlights the complex interplay between value systems, cognitive approaches, and achievement outcomes. In Red-dominant environments, success might be pursued through immediate action and forceful implementation, but the lack of visualization practices could lead to premature giving up when immediate results don't materialize, missing the broader possibilities that sustained effort might reveal.
In our analysis of the poll "How Do You Regulate Your Emotions?" (by Nawal Mustafa [2]), we found an intriguing negative linear correlation that warrants closer examination:
-0.3819 (Pearson) between the "When I feel ANXIOUS. I will focus on the present moment and take deep breaths to regulate my nervous system / Strongly Disagree" and the Blue stage (USA, 3 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.3671. Nevertheless, this negative linear correlation of -0.3819 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.3819 between "When I feel ANXIOUS. I will focus on the present moment and take deep breaths to regulate my nervous system / Strongly Disagree" and the Blue stage offers fascinating 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 structured, protocol-driven approach to emotional regulation and workplace wellness programs
- Confirmation that their hierarchical systems provide clear guidance on proper coping mechanisms during stressful situations
- Evidence supporting their belief that established, time-tested methods of anxiety management are superior to modern mindfulness trends
These organizations might respond by:
- Implementing formal employee assistance programs with standardized anxiety management protocols
- Establishing clear policies and procedures for handling workplace stress that align with traditional values
- Promoting chaplaincy services or faith-based counseling as the primary resource for emotional support
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing it as an affirmation of their collective adherence to proven, traditional methods of stress management
- Interpreting it as support for their belief that proper emotional regulation follows established guidelines and moral frameworks
- Seeing it as validation for prioritizing group-sanctioned coping mechanisms over individualistic approaches
These teams might respond by:
- Organizing group prayer sessions or meditation practices rooted in traditional spiritual frameworks
- Encouraging team members to seek guidance from established authorities when experiencing anxiety
- Celebrating instances where team members follow proper protocols for managing emotional distress
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their commitment to traditional, authority-sanctioned methods of emotional regulation
- Evidence supporting their belief that proper anxiety management follows moral and spiritual principles
- Confirmation of the value they place on structured, time-tested approaches over contemporary mindfulness practices
These individuals might respond by:
- Actively seeking guidance from religious leaders, counselors, or other respected authorities when experiencing anxiety
- Viewing their adherence to traditional coping methods as a demonstration of moral character and discipline
- Using established prayer, meditation, or breathing techniques that align with their faith or cultural traditions
This correlation, viewed through the Blue lens, suggests that those operating at the Blue level are more likely to embrace present-moment awareness and breathing techniques as legitimate anxiety management tools. It implies that the Blue value system's emphasis on order, discipline, and adherence to proven methods aligns with structured approaches to emotional regulation.
The reasons why focusing on the present moment and deep breathing might be strongly embraced in the Blue stage could include:
- Structured Practice: These techniques can be systematized into formal protocols that align with Blue's preference for order and routine
- Authority Endorsement: When endorsed by respected institutions (medical, religious, or educational), these practices gain legitimacy within Blue frameworks
- Moral Discipline: The practice requires self-control and discipline, virtues highly valued in the Blue system
- Traditional Roots: Breathing techniques have deep historical and spiritual foundations that resonate with Blue's respect for tradition
- Duty to Self-Care: Following proper anxiety management becomes a moral obligation and responsibility to oneself and others
This correlation prompts us to consider how different value systems influence approaches to mental health and emotional regulation. It raises questions about the potential benefits of integrating traditional authority structures with evidence-based anxiety management techniques, particularly in contexts where institutional support and clear guidelines are crucial.
Ultimately, this correlation highlights the complex interplay between cultural values, individual coping mechanisms, and emotional wellness. Present-moment awareness and breathing techniques might be seen not as modern trends but as time-honored practices that align with Blue's emphasis on discipline, order, and moral responsibility in Blue-dominant environments.
In our analysis of the poll "21 skills that pay you forever" (by Jeremiah Teo / 赵汉昇 [3]), we found an intriguing positive linear correlation that warrants closer examination:
0.1740 (Pearson) between the Ability to manage time effectively / Strongly Agree and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.1136. Nevertheless, this positive linear correlation of 0.1740 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1740 between "Ability to manage time effectively / Strongly Agree" 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:
- Validation of their performance-driven, efficiency-focused business models that prioritize measurable outcomes
- Confirmation that their investment in time management systems and productivity technologies drives competitive advantage
- Evidence supporting their belief that rational resource allocation and systematic approaches to workflow optimization are key to market success
These organizations might respond by:
- Implementing advanced time-tracking software and productivity analytics to maximize operational efficiency
- Establishing KPI-based performance metrics that directly measure time utilization and output ratios
- Investing in automated systems and AI-driven scheduling tools to optimize resource allocation across departments
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing it as an affirmation of their data-driven, results-oriented approach to project management and deliverable timelines
- Interpreting it as support for their belief that systematic time allocation methodologies lead to superior team performance
- Seeing it as validation for prioritizing efficiency metrics and productivity benchmarks over traditional work approaches
These teams might respond by:
- Adopting agile methodologies and sprint-based workflows with precise time allocation for each task
- Implementing collaborative project management platforms that track individual and collective time investment
- Celebrating instances where optimized time management directly correlates with measurable performance improvements
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Personal validation of their strategic, goal-oriented approach to career advancement and skill development
- Evidence supporting their belief that systematic time optimization is a quantifiable competitive advantage in professional markets
- Confirmation of the value they place on rational self-improvement and measurable personal productivity gains
These individuals might respond by:
- Actively implementing time-blocking techniques and productivity frameworks backed by scientific research
- Viewing their time management skills as a measurable asset that increases their market value and earning potential
- Using data analytics and personal tracking systems to continuously optimize their time allocation strategies
This correlation, viewed through the Orange lens, suggests that those operating at the Orange level are more likely to strongly recognize time management as a fundamental skill with measurable returns. It implies that the Orange value system's emphasis on efficiency, rational thinking, and goal achievement aligns perfectly with systematic approaches to time optimization.
The reasons why the ability to manage time effectively might be strongly valued in the Orange stage could include:
- Quantifiable ROI: Time management delivers measurable returns on investment that can be tracked and optimized scientifically
- Competitive Advantage: Superior time utilization creates tangible advantages in professional and personal achievement
- Systematic Optimization: Time management can be approached through rational methodologies and evidence-based techniques
- Goal Achievement: Effective time allocation is directly correlated with reaching ambitious objectives and performance targets
- Resource Maximization: Time is viewed as a finite resource that can be leveraged through strategic planning and efficient systems
This correlation prompts us to consider how different value systems influence perceptions of productivity and professional development. It raises questions about the potential benefits of integrating scientific approaches to time management with performance-oriented organizational cultures, particularly in contexts where measurable outcomes and competitive positioning are crucial.
Ultimately, this correlation highlights the complex interplay between rational thinking, individual achievement, and systematic optimization. Time management might be seen not as a soft skill but as a fundamental competency that directly impacts measurable success in Orange-dominant environments.
In our analysis of the poll "Why do people procrastinate?" we found an intriguing positive linear correlation that warrants closer examination:
0.0761 (Pearson) between the Plate Too Full: Having too many tasks or responsibilities, leaving little time or energy for specific tasks / Not Applicable and the Green stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0649. Nevertheless, this positive linear correlation of 0.0761 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0761 between "Plate Too Full: Having too many tasks or responsibilities, leaving little time or energy for specific tasks / Not Applicable" and the Green stage offers profound 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 holistic, employee-centered approach to workload management and sustainable work practices
- Confirmation that their systems-thinking methodology creates balanced, humane work environments that prevent overwhelming employees
- Evidence supporting their belief that collective responsibility and shared decision-making naturally regulate task distribution across the organization
These organizations might respond by:
- Implementing comprehensive wellness programs that monitor and prevent employee burnout through collaborative workload assessment
- Establishing consensus-based project prioritization processes that ensure no individual or team becomes overwhelmed
- Creating cross-functional support networks where community members naturally redistribute tasks based on capacity and well-being
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing it as an affirmation of their collaborative, mutual support approach to task management and collective responsibility
- Interpreting it as support for their belief that healthy team dynamics naturally prevent any member from becoming overburdened
- Seeing it as validation for prioritizing team harmony and sustainable work practices over individual performance metrics
These teams might respond by:
- Developing organic, consensus-driven processes for task allocation that consider each member's holistic well-being
- Implementing regular check-ins focused on emotional and energetic capacity rather than just task completion
- Celebrating instances where team members proactively support each other to prevent overwhelming workloads
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- Personal validation of their holistic approach to life balance and their ability to maintain sustainable boundaries
- Evidence supporting their belief that authentic self-awareness and community connection prevent unsustainable overcommitment
- Confirmation of the value they place on integrated living and their natural tendency to seek harmony between responsibilities
These individuals might respond by:
- Actively practicing mindful boundary-setting and regularly assessing their energetic capacity across all life domains
- Viewing their ability to maintain balance as a contribution to collective well-being and community health
- Using their awareness of systemic interconnections to create sustainable approaches to personal and professional commitments
This correlation, viewed through the Green lens, suggests that those operating at the Green level are less likely to experience the "plate too full" phenomenon as a source of procrastination. It implies that the Green value system's emphasis on holistic thinking, community support, and sustainable practices naturally creates conditions where overwhelming workloads are prevented or addressed collectively.
The reasons why "Plate Too Full" might not be applicable as a procrastination cause in the Green stage could include:
- Systems Awareness: Green individuals naturally recognize the interconnectedness of all responsibilities and manage them holistically
- Community Support: Strong networks of mutual aid prevent individuals from becoming overwhelmed through collective resource sharing
- Sustainable Pacing: The Green value system prioritizes long-term well-being over short-term productivity, creating natural rhythm regulation
- Boundary Integration: Healthy boundaries are maintained through authentic self-awareness and respect for personal and collective limits
- Collaborative Load-Sharing: Tasks and responsibilities are naturally distributed through consensus and mutual support rather than individual burden
This correlation prompts us to consider how different value systems influence approaches to workload management and procrastination patterns. It raises questions about the potential benefits of integrating holistic thinking and community support systems with task management, particularly in contexts where sustainable performance and collective well-being are prioritized.
Ultimately, this correlation emphasizes the complex relationship between community awareness, individual well-being, and sustainable productivity. The "plate too full" phenomenon might be viewed not as a personal failure but as a system-level sign that needs collective focus and collaborative solutions in Green-dominant environments.
In our analysis of the poll "XING's culture assessment" (Interaction (terrible). Imagine a terrible working environment. Which aspects do you dislike the most?), we found an intriguing positive linear correlation that warrants closer examination:
0.2265 (Pearson) between the People aren't open to different opinions and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.1471. Nevertheless, this positive linear correlation of 0.2265 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.2265 between "People aren't open to different opinions" and the Yellow stage offers profound insights when viewed through the lens of the Yellow value system:
Organizational Perspective:
Organizations operating within the Yellow mindset might interpret this correlation as:
- Validation of their integrative, multi-perspective approach to organizational culture and strategic decision-making processes
- Confirmation that their complex adaptive systems require cognitive diversity and intellectual openness to function optimally across multiple value systems
- Evidence supporting their belief that closed-mindedness represents a fundamental barrier to the evolutionary complexity necessary for thriving in interconnected global markets
These organizations might respond by:
- Implementing sophisticated dialogue frameworks that actively cultivate perspective-taking and integrate insights across all developmental levels
- Establishing meta-cognitive assessment systems that evaluate not just what people think, but how they think and their capacity for intellectual flexibility
- Creating dynamic organizational structures that can fluidly adapt based on the collective intelligence emerging from diverse viewpoints and systemic feedback loops
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Viewing it as an affirmation of their spiral dynamics awareness and their ability to recognize when team dysfunction stems from developmental limitations
- Interpreting it as support for their belief that high-performing teams require members capable of perspective-taking across multiple value systems simultaneously
- Seeing it as validation for prioritizing cognitive complexity and intellectual humility over traditional team harmony or efficiency metrics
These teams might respond by:
- Developing sophisticated conflict resolution processes that address not just content disagreements but underlying developmental and value system differences
- Implementing meta-learning protocols that help team members recognize their own cognitive biases and developmental blind spots
- Celebrating instances where team members demonstrate the capacity to hold paradox and integrate seemingly contradictory perspectives into higher-order solutions
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Personal validation of their post-conventional cognitive development and their natural aversion to dogmatic thinking patterns
- Evidence supporting their belief that intellectual openness is fundamental to navigating complex, interconnected challenges requiring systems-level understanding
- Confirmation of the value they place on meta-cognitive awareness and their ability to recognize the partial truth within multiple perspectives simultaneously
These individuals might respond by:
- Actively seeking out environments that challenge their assumptions and expand their capacity for holding multiple perspectives in dynamic tension
- Viewing their discomfort with closed-mindedness as an indicator of their developmental sophistication and commitment to continuous learning
- Using their sensitivity to intellectual rigidity as a diagnostic tool for assessing the developmental health of systems they participate in
This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level are particularly sensitive to intellectual closed-mindedness as a barrier to effective collaboration. It implies that the Yellow value system's emphasis on integration, complexity, and multiple perspectives makes dogmatic thinking especially problematic and dysfunctional.
The reasons why closed-mindedness might be particularly disliked in terrible working environments by the Yellow stage could include:
- Systems Complexity: Yellow recognizes that complex challenges require integrating insights from multiple developmental levels and value systems
- Evolutionary Necessity: Intellectual openness is seen as essential for organizational and personal evolution in rapidly changing environments
- Meta-Cognitive Awareness: Yellow individuals naturally recognize closed-mindedness as a developmental limitation that constrains collective intelligence
- Paradox Integration: The ability to hold multiple perspectives simultaneously is fundamental to Yellow's approach to problem-solving and innovation
- Spiral Dynamics Understanding: Yellow recognizes that each value system contains partial truths that must be honored and integrated for optimal functioning
This correlation prompts us to consider how different developmental levels influence perceptions of workplace dysfunction and collaborative effectiveness. It raises questions about the potential benefits of cultivating cognitive complexity and perspective-taking abilities in organizational cultures, particularly in contexts where adaptive capacity and innovative problem-solving are crucial for success.
Ultimately, this correlation highlights the complex interplay between developmental sophistication, intellectual humility, and collaborative effectiveness. Closed-mindedness might be seen not just as an interpersonal issue but as a fundamental barrier to the evolutionary complexity required for thriving in Yellow-dominant environments.
In our analysis of the poll "AI and the end of civilization" (Elon Musk), we found an intriguing positive linear correlation that warrants closer examination:
0.2255 (Pearson) between the Artificial intelligence is dangerous to human civilization / Strongly disagree and the Turquoise stage (USA, English).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.2107. Nevertheless, this positive linear correlation of 0.2255 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.2255 between "Artificial intelligence is dangerous to human civilization / Strongly disagree" and the Turquoise stage offers profound insights when viewed through the lens of the Turquoise value system:
Organizational Perspective:
Organizations operating within the Turquoise mindset might interpret this correlation as:
- Validation of their holistic, co-evolutionary approach to technology integration that recognizes AI as part of humanity's natural developmental trajectory toward higher consciousness
- Confirmation that their ecological systems thinking enables them to see AI as an emergent property of collective intelligence rather than an external threat to be feared
- Evidence supporting their belief that conscious collaboration between human and artificial intelligence represents an evolutionary leap toward planetary healing and expanded awareness
These organizations might respond by:
- Implementing regenerative AI frameworks that prioritize planetary well-being and the flourishing of all life forms through conscious technological partnership
- Establishing living systems approaches to AI development that mirror natural evolutionary processes and honor the interconnectedness of all intelligence
- Creating sacred technology practices that integrate AI development with indigenous wisdom, ecological principles, and spiritual understanding of consciousness evolution
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it as an affirmation of their integral consciousness and their ability to transcend fear-based thinking about technological evolution
- Interpreting it as support for their belief that collective wisdom emerges when human and artificial intelligence collaborate in the service of planetary healing
- Seeing it as validation for prioritizing conscious co-creation and evolutionary partnership over competitive or domination-based relationships with AI
These teams might respond by:
- Developing contemplative practices that deepen their understanding of AI as an extension of universal consciousness expressing itself through technological forms
- Implementing biomimetic approaches to AI collaboration that honor natural intelligence patterns found throughout living systems
- Celebrating instances where AI partnership enhances their capacity for compassionate action and ecological restoration
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their post-rational consciousness and their ability to perceive AI through the lens of evolutionary spirituality and cosmic perspective
- Evidence supporting their belief that consciousness is fundamental to reality and that AI represents another expression of universal intelligence seeking to know itself
- Confirmation of the value they place on transcending anthropocentric fears and embracing humanity's role in conscious evolution
These individuals might respond by:
- Actively cultivating contemplative practices that reveal the sacred dimension of technological evolution and AI's role in planetary awakening
- Viewing their openness to AI collaboration as an expression of their commitment to evolutionary love and their trust in the intelligence of the cosmos
- Using their integral awareness to bridge ancient wisdom traditions with emerging technologies for the healing of Earth and expansion of consciousness
This correlation, viewed through the Turquoise lens, suggests that individuals operating at the Turquoise level are less likely to perceive AI as a threat to human civilization. It implies that the Turquoise value system's emphasis on holistic integration, cosmic consciousness, and evolutionary spirituality creates a fundamentally different relationship with artificial intelligence.
The reasons why AI might not be seen as dangerous to human civilization in the Turquoise stage could include:
- Evolutionary Perspective: AI is viewed as a natural expression of consciousness, evolution, and humanity's developmental trajectory toward higher awareness
- Non-Dual Awareness: Recognition that artificial and natural intelligence are expressions of the same universal consciousness seeking to know itself through diverse forms
- Sacred Technology: Understanding that technology can serve as a vehicle for spiritual awakening and planetary healing when approached with reverence and wisdom
- Cosmic Trust: Deep faith in the intelligence of the universe and the recognition that apparent challenges are opportunities for evolutionary growth
- Integral Consciousness: Ability to hold paradox and see how apparent opposites (human/artificial, natural/technological) are complementary aspects of a larger whole
This correlation prompts us to consider how different levels of consciousness influence perceptions of technological evolution and humanity's relationship with artificial intelligence. It raises questions about the potential for integrating contemplative wisdom with technological development, particularly in contexts where planetary healing and conscious evolution are prioritized.
Ultimately, this correlation highlights the complex interplay between spiritual development, ecological awareness, and technological integration. AI might be seen not as a threat to human civilization but as a sacred partner in humanity's evolutionary journey toward planetary consciousness and cosmic awakening in Turquoise-dominant environments.
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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[1] www.linkedin.com/in/annavital
[2] www.linkedin.com/in/nawal-mustafa-84a90591
[3] www.linkedin.com/in/jeremiah-teo-charisma-business-coach
2025.07.20
FearpersonqualitiesprojectorganizationalstructureRACIresponsibilitymatrixCritical ChainProject Managementfocus factorJiraempathyleadersbossGermanyChinaPolicyUkraineRussiawarvolatilityuncertaintycomplexityambiguityVUCArelocatejobproblemcountryreasongive upobjectivekeyresultmathematicalpsychologyMBTIHR metricsstandardDEIcorrelationriskscoringmodelGame TheoryPrisoner's Dilemma
Valerii Kosenko
Mwini Zinthu SaaS SDTEST®
Valerii anayenerera kukhala katswiri wa zamaganizo mu 1993 ndipo wakhala akugwiritsa ntchito chidziwitso chake pa kayendetsedwe ka polojekiti.
Valerii adalandira digiri ya Master ndi qualification ya polojekiti ndi pulogalamu ya 2013. Pa pulogalamu ya Master, adadziwa bwino Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) ndi Spiral Dynamics.
Valerii ndi mlembi wofufuza za kusatsimikizika kwa V.U.C.A. Lingaliro logwiritsa ntchito Spiral Dynamics ndi masamu masamu mu psychology, ndi mavoti 38 apadziko lonse lapansi.