Seeking Deeper Understanding #056

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 "I live thinking about my past, present or future," we found an intriguing negative correlation that warrants closer examination:  

-0.2884 between the Present and the Purple stage (Great Britain, 2 languages). 

The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0818. This negative correlation of -0.2884 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.2884 between Present-focused thinking and the Purple stage in Great Britain offers fascinating insights when viewed through the lens of the Purple value system, particularly in light of current events:

Organizational Perspective:

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

1. Validation of their role as guardians of tradition during the current constitutional crisis around the monarchy.
2. Confirmation that their focus on preserving ancestral wisdom provides stability amid economic uncertainty.
3. Evidence that their emphasis on spiritual and traditional values offers comfort during social upheaval.

These organizations might respond by:

• Strengthening ceremonial practices that reinforce connections to British heritage and monarchy.
• Implementing more community rituals to provide stability during economic challenges.
• Promoting leadership structures that emphasize elder wisdom in navigating current social divisions.

Team Perspective:

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

1. Viewing it as affirmation of their role in preserving organizational heritage during unstable times.
2. Interpreting it as support for maintaining traditional practices despite economic pressures.
3. Seeing it as validation for prioritizing communal bonds over individual present-moment concerns.

These teams might respond by:

• Creating more protective rituals to shield the group from current social and economic uncertainties.
• Encouraging storytelling about how the organization survived past challenges.
• Strengthening tribal-like bonds to provide security amid rising social inequality.

Individual Perspective:

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

1. Personal validation of seeking guidance from ancestral wisdom during constitutional uncertainty.
2. Evidence supporting their reliance on traditional coping mechanisms in challenging times.
3. Confirmation of the value of tribal identity during periods of social unrest.

These individuals might respond by:

• Deepening their connection to traditional British institutions, especially the monarchy.
• Viewing current economic challenges through the lens of historical cycles.
• Using ancestral rituals as anchors during periods of social instability.

This correlation, viewed through the Purple lens, suggests that those operating at the Purple level in modern Britain are responding to current uncertainties by strengthening their connection to the past and traditional institutions. It implies that the Purple value system's emphasis on tradition and ancestral wisdom becomes more pronounced during times of constitutional crisis and social upheaval.

The reasons why Present-focused thinking might be less prevalent in the Purple stage could include:

1. Ancestral Security: Seeking stability in traditional wisdom during constitutional uncertainty.
2. Ritual Protection: Using ceremonies as spiritual shields against current economic challenges.
3. Communal Bonds: Strengthening tribal connections to counter rising social inequality.
4. Historical Perspective: Viewing current challenges as part of larger ancestral patterns.
5. Spiritual Comfort: Finding solace in traditional beliefs during times of national stress.

This correlation prompts us to consider how the current constitutional crisis and social challenges in Britain might be reinforcing Purple value system orientations. It raises questions about how traditional mindsets adapt to and interpret modern challenges through ancestral wisdom.

Ultimately, this correlation highlights how the Purple value system in Britain may be serving as a psychological refuge during times of significant social, political, and economic uncertainty, with people seeking comfort in traditional institutions and ancestral wisdom rather than focusing on present challenges.

In our analysis of the poll "What is essential for IT specialists in choosing a job offer?" we found an intriguing negative correlation that warrants closer examination:  

-0.2303 between the Your job specialty - Management (product, project etc) and the Red stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1899. This negative correlation of -0.2303 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.2303 between Management roles 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:

1. Validation that traditional management roles constrain their power-driven approach.
2. Confirmation that structured management positions limit opportunistic decision-making.
3. Evidence that formal management roles conflict with their preference for direct action and control.

These organizations might respond by:

• Favoring informal power structures over defined management hierarchies.
• Implementing systems that reward immediate results rather than long-term planning.
• Promoting based on demonstrated dominance rather than management credentials.

Team Perspective:

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

1. Viewing it as affirmation that formal management roles dilute raw power dynamics.
2. Interpreting it as support for their preference for strength-based leadership.
3. Seeing it as validation for prioritizing action over planning and process.

These teams might respond by:

• Creating more fluid power structures based on immediate performance.
• Encouraging direct competition rather than managed collaboration.
• Celebrating individual achievements over coordinated team efforts.

Individual Perspective:

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

1. Personal validation of their desire for unrestricted power rather than defined authority.
2. Evidence supporting their preference for direct action over management processes.
3. Confirmation that formal management roles constrain their natural dominance.

These individuals might respond by:

• Actively seeking positions that allow for more direct power expression.
• Viewing management roles as unnecessary barriers to personal achievement.
• Using informal influence rather than formal management structures.

This correlation, viewed through the Red lens, suggests that those operating at the Red level may find traditional management roles restrictive and incompatible with their desire for immediate power and control. It implies that the Red value system's impulsiveness, competitiveness, and focus on direct action conflicts with the structured nature of management positions.

The reasons why Management roles might not be recommended in the Red stage could include:

1. Process Constraints: Management requires following processes that restrict impulsive action.
2. Stakeholder Consideration: The need to consider multiple stakeholders conflicts with self-centered decision-making.
3. Long-term Planning: Management's focus on long-term planning contradicts desire for immediate results.
4. Collaborative Requirements: The need for collaboration conflicts with competitive individualism.
5. Accountability Structures: Formal accountability systems restrict freedom of action.

This correlation prompts us to consider how different value systems align with various professional roles. It raises questions about the compatibility of Red-stage characteristics with modern management requirements.

Ultimately, this correlation highlights the potential mismatch between Red-stage impulses and the structured demands of management positions, suggesting that individuals at this stage might be better suited to roles allowing more direct power expression.

In our analysis of the poll "12 ways to build trust with others" (by Justin Wright [1]), we found an intriguing positive correlation that warrants closer examination:  

0.1481 between the Follow through (Doing what you say proves you can be trusted) / Agree  and the Blue stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1391. This positive correlation of 0.1481 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1481 between Follow-through as a trust-building factor and the Blue stage offers compelling 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 systems that ensure commitments are honored and tracked.
2. Confirmation that their emphasis on duty and responsibility builds organizational trust.
3. Evidence supporting their belief in clear accountability and consistent execution.

These organizations might respond by:

• Implementing more rigorous systems to track and monitor commitment fulfillment.
• Creating formal recognition programs for consistent follow-through.
• Strengthening policies that enforce accountability and commitment completion.

Team Perspective:

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

1. Viewing it as affirmation of their disciplined approach to task completion.
2. Interpreting it as support for their focus on reliability and dependability.
3. Seeing it as validation for their emphasis on systematic execution of commitments.

These teams might respond by:

• Establishing stricter protocols for commitment tracking and fulfillment.
• Creating clear consequences for failing to follow through on promises.
• Developing detailed systems for documenting and reviewing task completion.

Individual Perspective:

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

1. Personal validation of their commitment to duty and responsibility.
2. Evidence supporting their belief in the moral importance of keeping one's word.
3. Confirmation of the value they place on reliability and trustworthiness.

These individuals might respond by:

• Maintaining even more detailed records of their commitments.
• Viewing follow-through as a sacred obligation and moral duty.
• Using systematic approaches to ensure they never fail to deliver on promises.

This correlation, viewed through the Blue lens, suggests that those operating at the Blue level deeply resonate with follow-through as a trust-building mechanism. It implies that the Blue value system's emphasis on order, duty, and moral righteousness naturally aligns with consistent execution of commitments.

The reasons why Follow-through is strongly valued in the Blue stage could include:

1. Moral Imperative: Keeping one's word is seen as a fundamental moral obligation.
2. Order Maintenance: Reliable follow-through maintains predictable social order.
3. Authority Respect: Following through demonstrates respect for authority and rules.
4. Duty Fulfillment: Completing commitments satisfies the sense of duty and responsibility.
5. Trust Building: Consistent execution proves worthiness of trust in a structured system.

This correlation prompts us to consider how different value systems approach trust-building. It raises questions about the role of systematic follow-through in creating reliable organizational cultures.

Ultimately, this correlation highlights how the Blue value system's emphasis on order, duty, and moral correctness naturally reinforces the importance of follow-through as a core trust-building mechanism.

In our analysis of the poll "Characteristics of a talented employee" (by TMI [2]) we found an intriguing positive correlation that warrants closer examination:  

0.3991 between the Decision-making skills and the Orange stage (Ukraine, 3 languages).

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.3671. This positive correlation of 0.3991 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.3991 between Decision-making skills and the Orange stage in Ukraine offers compelling insights when viewed through the lens of the Orange value system, particularly in the context of wartime adaptation:

Organizational Perspective:

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

1. Validation of their emphasis on data-driven decision-making during wartime uncertainty.
2. Confirmation that rational, analytical approaches are crucial for business survival.
3. Evidence that efficient decision-making drives competitive advantage in challenging conditions.

These organizations might respond by:

• Implementing advanced decision support systems to handle complex wartime scenarios.
• Creating metrics-based frameworks for rapid, effective decision-making.
• Investing in technology and tools that enhance decision-making capabilities during crisis situations.

Team Perspective:

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

1. Viewing it as affirmation of their focus on objective, results-oriented decision processes.
2. Interpreting it as support for their emphasis on efficiency and adaptability.
3. Seeing it as validation for prioritizing quick, analytical problem-solving in unstable conditions.

These teams might respond by:

• Developing more sophisticated risk assessment models for wartime operations.
• Encouraging rapid prototyping and testing of decisions in real-world conditions.
• Creating systems for measuring and optimizing decision outcomes under pressure.

Individual Perspective:

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

1. Personal validation of their analytical approach to crisis management.
2. Evidence supporting their focus on practical, results-driven decision-making.
3. Confirmation of the value they place on rational thinking in high-stakes situations.

These individuals might respond by:

• Actively seeking to enhance their decision-making capabilities through data analysis.
• Viewing strategic decision-making as a key competitive advantage.
• Using technological tools to improve their decision speed and accuracy.

This correlation, viewed through the Orange lens, suggests that in wartime Ukraine, those operating at the Orange level highly value systematic decision-making abilities. It implies that the Orange value system's emphasis on rationality and efficiency becomes particularly crucial in a crisis environment.

The reasons why Decision-making skills are highly valued in the Orange stage could include:

1. Crisis Adaptation: Effective decision-making is crucial for survival in wartime conditions.
2. Resource Optimization: Strategic decisions help maximize limited resources during conflict.
3. Competitive Edge: Quick, accurate decisions provide advantages in unstable markets.
4. Risk Management: Analytical decision-making helps navigate heightened business risks.
5. Innovation Drive: Strategic decisions enable rapid adaptation to changing circumstances.

This correlation prompts us to consider how wartime conditions influence organizational values and skill requirements. It raises questions about the evolution of decision-making processes under extreme pressure.

Ultimately, this correlation highlights how the Orange value system's focus on rationality and efficiency becomes particularly relevant in crisis situations, making strategic decision-making a crucial talent characteristic in modern Ukraine.

In our analysis of the poll "Algebra of Conscience" (by Vladimir Lefebvre) we found an intriguing negative correlation that warrants closer examination:  

-0.2204 between the One may give false evidence in order to help an innocent person avoid jail / Strongly agree and the Green stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2157. This negative correlation of -0.2204 meets the reliability criteria but does not necessarily imply causation.

With a negative correlation of -0.2204 between "strongly agree" and the Green stage, this actually indicates a strong disagreement with giving false evidence, even to help an innocent person. 

This negative correlation of -0.2204 between giving false evidence (even to help an innocent person) and the Green stage reveals important insights about the Green value system's ethical framework:

Organizational Perspective:

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

1. Validation of their commitment to absolute truth and transparency, regardless of circumstances.
2. Confirmation that ethical integrity must be maintained even when faced with emotionally challenging situations.
3. Evidence supporting their belief that justice systems require complete truthfulness to function properly.

These organizations might respond by:

• Establishing clear ethical guidelines that emphasize truthfulness in all situations.
• Creating support systems for employees facing ethical dilemmas.
• Developing comprehensive training programs about the importance of systemic integrity.

Team Perspective:

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

1. Viewing it as confirmation of their collective responsibility to maintain truth in all circumstances.
2. Interpreting it as support for their commitment to ethical absolutism in testimony.
3. Seeing it as validation for upholding systemic integrity over individual outcomes.

These teams might respond by:

• Implementing rigorous truth-telling protocols in all situations.
• Supporting members who face difficult ethical choices.
• Developing strategies to address injustice through legitimate channels.

Individual Perspective:

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

1. Personal validation of their commitment to absolute honesty.
2. Evidence supporting their belief that ends don't justify means.
3. Confirmation that maintaining system integrity outweighs individual outcomes.

These individuals might respond by:

• Maintaining strict personal standards of truthfulness.
• Finding alternative ways to help others within ethical boundaries.
• Advocating for system reform while maintaining ethical integrity.

This correlation, viewed through the Green lens, suggests that those operating at the Green level demonstrate a strong commitment to absolute truth and reject situational ethics, even in emotionally challenging circumstances. It implies that the Green value system's focus on systemic integrity, collective well-being, and ethical absolutism aligns with a complete rejection of false testimony, regardless of the intended beneficial outcomes.

The reasons why people in the Green stage strongly disagree with giving false evidence could include:

1. Systemic Integrity: Understanding that any false testimony compromises the entire justice system.
2. Ethical Absolutism: Believing that lying is wrong regardless of circumstances.
3. Trust Preservation: Recognizing that social trust requires consistent truthfulness.
4. Long-term Focus: Understanding that systemic integrity is more important than short-term outcomes.
5. Reform Orientation: Preferring to fix broken systems rather than circumvent them.

This correlation highlights how the Green value system prioritizes absolute truth and systemic integrity over individual outcomes. It suggests a sophisticated understanding that justice systems require complete truthfulness to function effectively.

Ultimately, this correlation demonstrates that Green-stage thinking rejects situational ethics in favor of maintaining consistent truth-telling standards, even when faced with emotionally challenging circumstances.

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

-0.1360 between the Found in being strong and powerful, able to dominate others / Agree and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0992. This negative correlation of -0.1360 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1360 between agreeing that real freedom comes from power and domination and the Yellow stage  means disagreement, and offers intriguing insights when viewed through the lens of the Yellow value system:

Organizational Perspective:

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

1. Validation of their integrated approach that values collaborative power over dominance.
2. Confirmation that true organizational freedom emerges from adaptability and systemic understanding.
3. Evidence supporting their belief that domination limits rather than enhances organizational potential.

These organizations might respond by:

• Implementing flexible, adaptive leadership structures that distribute power.
• Creating systems that reward collaborative problem-solving and mutual growth.
• Developing frameworks that integrate multiple perspectives and approaches.

Team Perspective:

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

1. Viewing it as an affirmation of their focus on emergent leadership and shared responsibility.
2. Interpreting it as support for their emphasis on leveraging diverse perspectives.
3. Seeing it as validation for prioritizing adaptability over control.

These teams might respond by:

• Fostering environments where leadership emerges naturally based on context.
• Encouraging members to develop multiple competencies and perspectives.
• Creating flexible structures that adapt to changing circumstances.

Individual Perspective:

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

1. Personal validation of their understanding that true freedom comes from integration and adaptability.
2. Evidence supporting their belief that power through dominance is limiting.
3. Confirmation that personal growth requires transcending traditional power dynamics.

These individuals might respond by:

• Actively seeking opportunities to integrate different viewpoints and approaches.
• Viewing personal power as the ability to adapt and understand complex systems.
• Using their capabilities to facilitate growth and development in others.

This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level recognize that true freedom comes from the ability to integrate multiple perspectives and adapt to complexity, rather than from dominating others. It implies that the Yellow value system's focus on integration, adaptability, and systemic understanding leads to a rejection of dominance-based power structures.

The reasons why domination-based freedom will be rejected in the Yellow stage could include:

1. Systems Understanding: Recognizing that domination creates rigid, inefficient systems that limit overall potential.
2. Integrative Perspective: Understanding that true power comes from the ability to integrate and transcend multiple approaches.
3. Adaptive Freedom: Seeing that real freedom emerges from adaptability and responsiveness rather than control.
4. Complex Thinking: Appreciating that dominance oversimplifies complex human systems and relationships.
5. Growth Orientation: Understanding that personal and collective growth requires moving beyond dominance-based paradigms.

This correlation highlights how Yellow value systems understand freedom as the capacity to navigate complexity and integrate multiple perspectives, rather than the ability to dominate others. It raises questions about how we can develop more adaptive and integrative approaches to power and freedom.

Ultimately, this correlation demonstrates that Yellow-stage thinking transcends traditional power dynamics in favor of more sophisticated, adaptive, and integrative approaches to freedom and influence.

In our analysis of the poll "Ten Keys to Motivating Your Team," we found an intriguing positive correlation that warrants closer examination:  

0.1876 between the How many years of experience do you have in a team member role? and the Turquoise stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1424. This positive correlation of 0.1876 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1876 between years of team experience and the Turquoise stage offers profound insights into team motivation when viewed through the lens of the Turquoise value system:

Organizational Perspective:

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

1. Validation that experienced team members naturally understand deeper motivational patterns beyond traditional incentives.
2. Confirmation that long-term experience enables more nuanced approaches to collective inspiration.
3. Evidence that seasoned team members better grasp the interconnection between individual and group motivation.

These organizations might respond by:

• Developing motivation systems that integrate both individual growth and collective flourishing.
• Creating frameworks where experienced members can share their understanding of subtle motivational dynamics.
• Implementing holistic approaches to team engagement that honor both personal and collective wisdom.

Team Perspective:

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

1. Viewing experienced members as natural catalysts for deeper team engagement.
2. Interpreting long-term experience is crucial for understanding authentic team motivation.
3. Seeing seasoned team members as bridges between individual inspiration and collective purpose.

These teams might respond by:

• Fostering environments where experienced members can nurture organic motivation.
• Creating spaces where long-term wisdom about team dynamics can be shared.
• Developing practices that integrate multiple perspectives on motivation and engagement.

Individual Perspective:

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

1. Personal validation of their evolved understanding of intrinsic team motivation.
2. Evidence supporting their ability to sense and nurture collective energy.
3. Confirmation that experience enables them to better inspire authentic engagement.

These individuals might respond by:

• Actively sharing insights about sustainable team motivation.
• Viewing their motivational approach as part of an interconnected system.
• Using their experience to foster genuine enthusiasm and commitment.

This correlation, viewed through the Turquoise lens, suggests that years of team experience contribute significantly to understanding the subtle dynamics of collective motivation. It implies that the Turquoise value system's emphasis on holistic awareness enables more effective team inspiration.

The reasons why years of experience might be crucial for team motivation in the Turquoise stage could include:

1. Motivational Wisdom: Long-term experience reveals deeper patterns of what truly inspires teams.
2. Systemic Understanding: Extended practice develops awareness of how motivation flows through teams.
3. Holistic Approach: Years of experience enable the integration of multiple motivational approaches.
4. Collective Energy: Seasoned members better understand how to nurture sustainable team spirit.
5. Authentic Engagement: Experience helps cultivate genuine rather than superficial motivation.

This correlation highlights how Turquoise value systems recognize that effective team motivation requires a deep understanding that comes only with extensive experience. It raises questions about how we can better leverage experiential wisdom in inspiring teams.

Ultimately, this correlation demonstrates that Turquoise-stage thinking values team experience as essential for developing the sophisticated, holistic approaches needed for authentic team motivation.

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

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[1] https://www.linkedin.com/in/jwmba/
[2] https://www.linkedin.com/company/talent-management-institute/

Valerii Kosenko

Mong'a Sehlahisoa SaaS SDTEST®

Valerii o ile a tšoaneleha ho ba setsebi sa thuto ea kelello sechabeng ka 1993, 'me haesale a sebelisa tsebo ea hae tsamaisong ea merero.
Valerii o ile a fumana lengolo la Master le lengolo la thuto le mookameli oa lenaneo ka 2013. Nakong ea lenaneo la Master, o ile a tloaelana le Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) le Spiral Dynamics.
Valerii ke sengoli sa ho hlahloba ho se kholisehe ha V.U.C.A. mohopolo o sebelisang Spiral Dynamics le lipalopalo tsa lipalo ho psychology, le likhetho tse 38 tsa machaba.