Seeking Deeper Understanding #061

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 "Are you ready to receive less pay to work remotely?", we found an intriguing positive correlation that warrants closer examination:  

0.1022 between the Yes, I am ready to receive 5% less pay to work remotely and the Purple stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0606. This positive correlation of 0.1022 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.1022 between willingness to receive 5% less pay for remote work 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 tribe-centered approach to work-life integration
2. Confirmation that ancestral home connections hold significant spiritual value
3. Evidence supporting their belief that proximity to family and sacred spaces outweighs material compensation

These organizations might respond by:

• Implementing remote work policies that honor the sanctity of home and family bonds
• Developing rituals that maintain tribal connections even when physically separated
• Creating symbolic practices that preserve organizational unity across distances

Team Perspective:

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

1. Viewing it as an affirmation of their sacred commitment to familial and community responsibilities
2. Interpreting it as support for their focus on maintaining ancestral and kinship connections
3. Seeing it as validation for prioritizing spiritual well-being over material gain

These teams might respond by:

• Facilitating virtual ceremonies that strengthen team bonds across distances
• Encouraging members to create sacred work spaces within their homes
• Celebrating how remote work allows for deeper participation in family rituals and traditions

Individual Perspective:

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

1. Personal validation of their commitment to family and tribal obligations
2. Evidence supporting their belief that proximity to household spirits and ancestral spaces provides protection
3. Confirmation of the value they place on maintaining sacred home connections

These individuals might respond by:

• Actively creating home altars or sacred spaces for work
• Viewing the financial sacrifice as an offering that ensures spiritual protection
• Using remote work to fulfill traditional caretaking roles within family structures

This correlation, viewed through the Purple lens, suggests that those operating at the Purple level value the spiritual and communal benefits of working from ancestral spaces more than financial compensation. It implies that the Purple value system's focus on tradition, tribal connection, and spiritual safety naturally aligns with the desire to work from sacred home spaces.

The reasons why a willingness to accept less pay for remote work correlates with the Purple stage could include:

1. Sacred Space: The spiritual importance of remaining connected to ancestral lands and household deities
2. Family Bonds: The sacred duty to maintain physical presence with family members
3. Community Obligations: The ability to fulfill traditional roles within the tribal structure
4. Ritual Maintenance: Greater opportunity to participate in important communal ceremonies
5. Spiritual Protection: Belief that remaining within traditional spaces provides supernatural safety

This correlation prompts us to consider how different value systems influence work-life priorities. It raises questions about the relationship between spiritual well-being and material compensation, particularly in contexts where ancestral connections are paramount.

Ultimately, this correlation highlights the complex interplay between tribal identity, spiritual security, and work arrangements. The willingness to sacrifice pay for remote work might be seen not as an economic decision but as a natural expression of Purple consciousness's prioritization of sacred connections to home, family, and ancestral traditions.

In our analysis of the poll "Three Distinct Possibilities of the Future" (by Dr. Clare W. Graves), we found an intriguing positive correlation that warrants closer examination:  

0.0815 between A version of George Orwell's 1984, embodied in forms of BLUE-ORANGE-GREEN tyrannical, manipulative government with glossed over communitarian overtones and the Red stage. 

The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0149. This positive correlation of 0.0815 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.0815 between perceiving an Orwellian future (with BLUE-ORANGE-GREEN tyrannical government) 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 of their power-centered worldview that recognizes control tactics behind institutional facades, especially in digitalized public services that track citizen behavior
2. Confirmation that their suspicion of authority systems is justified and necessary for survival in an era of AI-powered surveillance
3. Evidence supporting their belief that more advanced value systems ultimately serve to suppress individual power through technological means

These organizations might respond by:

• Reinforcing hierarchical power structures within their own ranks to counter external technological threats
• Developing aggressive strategies to combat perceived tyrannical systems that leverage digitalization and AI
• Creating cultures that celebrate defiance against outside control mechanisms, particularly automated digital governance

Team Perspective:

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

1. Viewing it as affirmation of their competitive advantage in recognizing systemic power plays disguised as digital convenience
2. Interpreting it as support for their focus on dominance and self-protection against algorithmic control
3. Seeing it as validation for prioritizing immediate gratification before freedoms are restricted by AI-driven systems

These teams might respond by:

• Fostering intense loyalty to team leaders who promise protection from technological tyranny
• Encouraging members to seize power and resources before systemic digital controls tighten
• Celebrating instances of defiance against perceived controlling authorities that use AI to monitor compliance

Individual Perspective:

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

1. Personal validation of their instinctive distrust of complex governmental systems enhanced by digital transformation
2. Evidence supporting their belief that only raw power can counter sophisticated technological control
3. Confirmation of their impulse to resist any limitation on personal expression and dominance imposed by AI systems

These individuals might respond by:

• Actively seeking opportunities to demonstrate personal power and autonomy in digitalized environments
• Viewing their rebellious stance against AI-driven governance as essential for survival in an increasingly controlled world
• Using confrontational tactics to establish dominance before freedoms are further restricted by technological means

This correlation, viewed through the Red lens, suggests that those operating at the Red level are particularly sensitive to potential threats to their power and freedom posed by digitalization and AI. It implies that the Red value system's focus on dominance, immediate gratification, and resistance to control makes them especially alert to the coercive potential of more complex value systems enhanced by technology.

The reasons why perceiving an Orwellian future might correlate with the Red stage could include:

1. Power Recognition: Instinctive ability to detect power plays beneath sophisticated technological rhetoric
2. Freedom Imperative: Acute sensitivity to any potential constraints on personal expression through digital monitoring
3. Authority Rejection: Natural resistance to AI systems that impose external control
4. Survival Instinct: Recognition of existential threats to personal autonomy from automated decision-making
5. Dominance Concern: Fear of losing the ability to assert personal power in an AI-managed society

This correlation prompts us to consider how different value systems interpret social control mechanisms, particularly when enacted through digitalization and AI. It raises questions about the tension between individual power and collective technological systems, particularly in contexts where personal autonomy feels threatened by algorithmic governance.

Ultimately, this correlation highlights the complex interplay between power perception, authority structures enhanced by technology, and value systems. The Red-stage sensitivity to Orwellian futures might be seen not as paranoia but as a natural expression of this consciousness level's acute awareness of how power can be wielded through digitalized public services and AI to suppress individual dominance and expression.

In our analysis of the poll "Ageism in Career," we found an intriguing positive correlation that warrants closer examination:  

0.0807 between the Age group 40-44 years and the Blue stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0775. This positive correlation of 0.0807 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0807 between the Age group 40-44 years and the Blue stage offers meaningful 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 that values experience and time-earned position within the organizational order
2. Confirmation that established protocols and systems naturally recognize those who have demonstrated loyalty and procedural adherence
3. Evidence supporting their belief that proper organizational structure should acknowledge both seniority and compliance with institutional values

These organizations might respond by:

• Implementing more formalized recognition systems that honor dedicated service and rulebook adherence
• Developing clearer progression pathways that articulate expectations at each career stage
• Reinforcing organizational traditions that celebrate loyalty and institutional knowledge

Team Perspective:

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

1. Viewing it as affirmation of their respect for established team roles and positional authority
2. Interpreting it as support for their focus on procedural consistency and proper chain of command
3. Seeing it as validation for prioritizing dutiful commitment to team protocols and traditions

These teams might respond by:

• Establishing clearer rank structures that acknowledge years of faithful service
• Encouraging members to mentor newer colleagues in proper procedural conduct
• Celebrating instances of procedural excellence and organizational loyalty among 40-44 year old members

Individual Perspective:

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

1. Personal validation of their steadfast commitment to organizational norms and procedures
2. Evidence supporting their belief that faithful adherence to the established order brings recognition
3. Confirmation of their dutiful approach to career advancement through proper channels

These individuals might respond by:

• Actively demonstrating their mastery of organizational protocols and procedures
• Viewing their dedication to institutional values as a rightful path to career stability
• Using their position to uphold and defend organizational traditions and proper conduct

This correlation, viewed through the Blue lens, suggests that those in the 40-44 age range operating at the Blue level experience career dynamics strongly aligned with their value system. It implies that the Blue value system's focus on order, discipline, and institutional loyalty resonates particularly with mid-career professionals who have invested significant time in mastering organizational systems.

The reasons why the 40-44 age group might correlate with ageism experiences in the Blue stage could include:

1. Hierarchical Position: Having reached a level where organizational structure should recognize their dedicated service and procedural knowledge
2. Loyalty Expectation: Anticipating that years of faithful adherence to organizational codes should be properly acknowledged
3. Procedural Mastery: Possessing deep understanding of proper protocols that newer members might circumvent
4. Traditional Values: Upholding organizational traditions that may be increasingly challenged by newer paradigms
5. Duty Fulfillment: Having diligently fulfilled obligations with expectation of rightful advancement

This correlation prompts us to consider how different value systems interpret career progression and recognition. It raises questions about the alignment between organizational loyalty and career advancement, particularly for those who have faithfully followed prescribed pathways.

Ultimately, this correlation highlights the complex interplay between organizational structure, loyalty expectations, and career trajectories. The connection between the 40-44 age group and the Blue stage suggests that ageism experiences might be particularly felt not as arbitrary discrimination but as violations of the proper order where dedicated service and procedural adherence should be rightfully recognized and rewarded.

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

0.0723 between the Connect with others and the Orange stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.064. This positive correlation of 0.0723 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0723 between "Connect with others" as a mental health strategy and the Orange stage offers meaningful 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 strategic approach to mental wellness that recognizes social connections as a performance optimization tool
2. Confirmation that mental health maintenance through strategic relationships directly contributes to productivity and bottom-line results
3. Evidence supporting their investment in structured mental health initiatives that leverage social connections as a measurable intervention

These organizations might respond by:

• Implementing mental health programs that frame social connection as a performance-enhancing strategy with measurable outcomes
• Developing evidence-based approaches to interpersonal connection that can be quantified in terms of reduced absenteeism and increased productivity
• Creating structured environments that facilitate targeted connections specifically designed to improve mental resilience and cognitive function

Team Perspective:

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

1. Viewing it as affirmation of the competitive advantage gained through strategically maintaining team mental health
2. Interpreting it as support for their focus on interpersonal connections as a means to optimize cognitive performance
3. Seeing it as validation for prioritizing mental health maintenance through connection as a productivity-enhancing practice

These teams might respond by:

• Establishing strategic mental health check-ins that align with high-stress project phases
• Encouraging members to build connections specifically designed to maintain optimal mental functioning
• Analyzing the effectiveness of various connection approaches based on quantifiable mental health metrics and performance outcomes

Individual Perspective:

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

1. Personal validation of their strategic approach to mental health maintenance as a performance optimization technique
2. Evidence supporting their belief that social connections should be cultivated specifically for cognitive resilience and stress management
3. Confirmation that proactive mental health management through strategic relationships is a rational, evidence-based approach to maintaining competitive edge

These individuals might respond by:

• Actively scheduling connection opportunities as deliberate mental health interventions during high-pressure periods
• Viewing their mental health-focused social interactions through a results-oriented lens that emphasizes performance outcomes
• Using self-tracking methods to assess which relationships yield the best mental health returns and cognitive performance benefits

This correlation, viewed through the Orange lens, suggests that those operating at the Orange level see connecting with others for mental health not primarily as emotional support but as a strategic tool for achievement and performance maintenance. It implies that the Orange value system's focus on achievement, strategic thinking, and competitive advantage extends to how they approach mental health maintenance.

The reasons why people in the Orange stage might connect with others specifically for mental health could include:

1. Performance Optimization: Viewing mental health maintenance as essential for peak cognitive performance and achievement
2. Strategic Self-Management: Recognizing that proactive mental health intervention prevents costly performance declines
3. Competitive Edge Maintenance: Understanding that mental resilience provides advantage in high-pressure environments
4. Resource Efficiency: Seeing mental health maintenance as a way to ensure sustainable high performance without burnout
5. Risk Management: Approaching mental health strategically to mitigate risks of cognitive decline or emotional disruption

This correlation prompts us to consider how different value systems approach mental health maintenance. It raises questions about the strategic versus intrinsic value of mental wellness, particularly in contexts where achievement and advancement are primary motivators.

Ultimately, this correlation highlights the complex interplay between achievement orientation, strategic thinking, and mental health practices. The Orange-stage approach to connecting with others for mental health might be seen not as seeking comfort but as a rational, strategic approach to maintaining optimal performance and competitive advantage.

In our analysis of the poll "How do you regulate your emotions?" (by Nawal Mustafa [1]), we found an intriguing positive correlation that warrants closer examination:  

0.1378 between the When I feel ANGRY. I will pause until I am able to think clearly so l can respond rationally instead of reacting / Strongly Agree and the Green stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.116. This positive correlation of 0.1378 meets the reliability criteria but does not necessarily imply causation. 

This positive correlation of 0.1378 between "When I feel ANGRY. I will pause until I am able to think clearly so I can respond rationally instead of reacting" (Strongly Agree) and the Green stage offers fascinating 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 commitment to emotional intelligence and conscious communication practices.
2. Confirmation that their focus on creating psychologically safe environments promotes healthier conflict resolution.
3. Evidence supporting their belief that pausing before reacting leads to more holistic and inclusive decision-making.

These organizations might respond by:

• Implementing more comprehensive emotional intelligence training programs.
• Creating designated "cool-down spaces" where team members can process emotions before difficult conversations.
• Developing communication protocols that normalize pausing for reflection during heated discussions.

Team Perspective:

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

1. Viewing it as affirmation of their collaborative, consensus-based team dynamic.
2. Interpreting it as support for their practice of integrating emotions rather than suppressing them.
3. Seeing it as validation for prioritizing relationship preservation over immediate task completion.

These teams might respond by:

• Incorporating check-in rituals that acknowledge emotional states before beginning work.
• Establishing team agreements around "pause practices" during moments of tension.
• Celebrating instances where members successfully managed anger through reflection rather than reaction.

Individual Perspective:

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

1. Personal validation of their commitment to emotional awareness and self-regulation.
2. Evidence supporting their belief that all perspectives deserve thoughtful consideration before responding.
3. Confirmation of the value they place on authentic but compassionate communication.

These individuals might respond by:

• Developing personal mindfulness practices to better recognize anger triggers.
• Viewing their ability to pause as a form of respect for the interconnectedness of the team system.
• Using reflective journaling to explore the systemic roots of their emotional reactions.

This correlation, viewed through the Green lens, suggests that those operating at the Green level recognize the importance of emotional regulation for maintaining group harmony. It implies that the Green value system's emphasis on equality, consensus, and relationship preservation aligns with a thoughtful approach to managing anger.

The reasons why people in the Green stage might Strongly Agree with pausing when angry include:

1. Holistic Awareness: Recognition that emotions are valid signals within a complex system rather than distractions to be suppressed.
2. Relational Impact: Understanding that reactive anger can damage the social fabric that Green values so deeply.
3. Systemic Thinking: Appreciation that pausing allows for consideration of multiple perspectives and complex interdependencies.
4. Inclusive Communication: Valuing communication that ensures all voices are heard rather than dominated by the loudest or most forceful.
5. Emotional Authenticity: Embracing emotions while taking responsibility for how they're expressed in community contexts.

This correlation prompts us to consider how different value systems influence approaches to emotional regulation. It raises questions about the potential benefits of a Green approach to anger management, particularly in contexts where inclusive collaboration and relationship building are crucial.

Ultimately, this correlation highlights the complex interplay between cultural values, emotional intelligence, and collective well-being. The pause before reacting might be seen as essential for maintaining the harmony and inclusive atmosphere that Green environments strive to create.

In our analysis of the poll "Factors that impact team effectiveness" (by Google), we found an intriguing negative correlation that warrants closer examination:  

-0.0571 between the Structure and clarity and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0559. This negative correlation of -0.0571 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.0571 between Structure and Clarity as a factor impacting team effectiveness and the Yellow stage 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 fluid, adaptive approach to organizational design and processes.
2. Confirmation that rigid structures can limit innovation and emergent problem-solving capabilities.
3. Evidence supporting their belief that context-specific frameworks are more effective than universal structures.

These organizations might respond by:

• Implementing more adaptive governance models that evolve based on specific needs and contexts.
• Designing flexible work environments that allow for spontaneous collaboration and self-organization.
• Developing principles-based rather than rules-based guidelines for operation and decision-making.

Team Perspective:

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

1. Viewing it as affirmation of their self-organizing, purpose-driven team dynamic.
2. Interpreting it as support for their practice of distributed leadership and situational authority.
3. Seeing it as validation for prioritizing systemic understanding over procedural clarity.

These teams might respond by:

• Emphasizing shared purpose and first principles over detailed structural frameworks.
• Creating just-in-time structures that form and dissolve based on emerging challenges.
• Celebrating instances where team members navigated ambiguity through systems thinking rather than relying on predefined structures.

Individual Perspective:

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

1. Personal validation of their comfort with ambiguity and emergent order.
2. Evidence supporting their belief that true innovation happens at the edge of structure and chaos.
3. Confirmation of the value they place on integrative thinking over procedural compliance.

These individuals might respond by:

• Developing greater capacity for dealing with uncertainty and complexity.
• Viewing their ability to navigate without rigid structures as a competitive advantage.
• Using mental models and systems thinking rather than relying on explicit guidelines.

This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level may find traditional notions of structure and clarity less relevant to team effectiveness. It implies that the Yellow value system's integrative thinking, adaptability, and complexity awareness align with a more fluid approach to team dynamics.

The reasons why Structure and Clarity might not be seen as crucial factors for team effectiveness in the Yellow stage could include:

1. Emergent Order: Yellow recognizes that effective patterns often emerge naturally from complex interactions rather than predetermined structures.
2. Contextual Fluidity: The understanding that different contexts require different approaches, making fixed structures potentially limiting.
3. Integrative Complexity: The capacity to hold paradox and contradiction without needing simplifying frameworks.
4. Self-Organization: The belief that purpose-aligned teams will naturally develop fit-for-purpose structures when needed.
5. Cognitive Flexibility: The ability to rapidly shift between various mental models without requiring explicit structural guidance.

This correlation prompts us to consider how different value systems influence perceptions of what drives team effectiveness. It raises questions about the potential benefits of a Yellow approach to team structure, particularly in contexts where innovation, adaptation, and complex problem-solving are crucial.

Ultimately, this correlation highlights the complex interplay between cultural values, team dynamics, and organizational effectiveness. Structure and clarity might be seen not as universal necessities but as context-specific tools that can either enable or constrain depending on the complexity of the environment and the cognitive capabilities of the team members.

In our analysis of the poll "Actions of companies in relation to personnel in the last month (Y / N)," we found an intriguing positive correlation that warrants closer examination:  

0.0645 between the Nothing changed and the Turquoise stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0532. This positive correlation of 0.0645 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0645 between "Nothing changed in relation to personnel" and the Turquoise stage offers intriguing insights 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 of their long-term, evolutionary approach to organizational development rather than reactive changes.
2. Confirmation that their focus on systemic wholeness creates natural stability in personnel relationships.
3. Evidence supporting their belief that harmonious systems require minimal intervention once properly aligned.

These organizations might respond by:

• Continuing to foster deep interconnectedness that makes disruptive personnel changes unnecessary.
• Implementing more holistic measurement systems that recognize stability as a positive sign of systemic health.
• Developing even deeper sensing mechanisms to understand the subtle energetics of their human systems.

Team Perspective:

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

1. Viewing it as affirmation of their self-regulating, organically evolving team dynamic.
2. Interpreting it as support for their practice of addressing root causes rather than symptoms in personnel issues.
3. Seeing it as validation for prioritizing harmonic resonance over structural or procedural changes.

These teams might respond by:

• Deepening their collective awareness practices that allow for subtle adjustments without formal changes.
• Creating more expansive feedback loops that integrate planetary and cosmic rhythms into team cycles.
• Celebrating the wisdom inherent in stable, resonant team configurations that don't require disruption.

Individual Perspective:

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

1. Personal validation of their intuitive understanding that apparent stability can mask profound evolution.
2. Evidence supporting their belief that meaningful change occurs at deeper levels than personnel structures.
3. Confirmation of the value they place on being fully present with "what is" rather than forcing change.

These individuals might respond by:

• Developing greater capacity for sensing subtle energetic shifts within seemingly unchanged structures.
• Viewing personnel stability as a canvas upon which deeper transformations can unfold.
• Using their presence and awareness to influence systems holistically rather than through formal changes.

This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level may see "nothing changed" as something quite profound. It implies that the Turquoise value system's recognition of interconnectedness, natural flow, and systemic wisdom aligns with a more nuanced view of organizational stability.

The reasons why "Nothing changed in relation to personnel" might be positively correlated with the Turquoise stage could include:

1. Evolutionary Patience: Understanding that true transformation often happens beneath the surface before manifesting in structural changes.
2. Systemic Wisdom: Recognizing that stable personnel systems might reflect a deeper harmonic balance.
3. Integration of Polarities: The capacity to see stability and change as complementary rather than opposing forces.
4. Holistic Perspective: Perceiving personnel matters as emergent properties of the entire ecosystem rather than isolated variables to manipulate.
5. Transpersonal Awareness: Focusing on the energetic and conscious dimensions of organizational life rather than formal structural elements.

This correlation prompts us to consider how different value systems interpret the meaning of "change" and "stability." It raises questions about the potential wisdom of a Turquoise approach to personnel matters, particularly in contexts where complex adaptive challenges require subtle awareness rather than dramatic interventions.

Ultimately, this correlation highlights the complex interplay between consciousness evolution, organizational dynamics, and human systems. What appears as "nothing changed" through conventional lenses might be perceived as "everything is constantly evolving in perfect harmony" through the Turquoise perspective.

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/nawal-mustafa-84a90591/

Valerii Kosenko

產品負責人 SaaS SDTEST®

Valerii 於 1993 年獲得社會教育心理學家資格，此後將他的知識應用於專案管理。
Valerii 於 2013 年獲得碩士學位以及專案和專案經理資格。
Valerii 是探討 V.U.C.A. 不確定性的作者。使用螺旋動力學和心理學數理統計的概念，以及 38 個國際民意調查。