Seeking Deeper Understanding #062

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 "The main priorities of job seekers," we found an intriguing positive correlation that warrants closer examination:  

0.0845 between the Good relationships with colleagues and the Purple stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0592. This positive correlation of 0.0845 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0845 between Good relationships with colleagues as a job seeker priority 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 tribal, family-like approach to organizational structure and dynamics.
2. Confirmation that their focus on maintaining harmony and safety within the group drives loyalty and commitment.
3. Evidence supporting their belief that spiritual and relational bonds form the foundation of successful collective endeavors.

These organizations might respond by:

• Implementing more rituals and ceremonies that strengthen members' sense of belonging and connection.
• Developing leadership approaches that emphasize elder wisdom and protective guardianship of the organizational tribe.
• Creating sacred spaces within the workplace that honor ancestral knowledge and collective traditions.

Team Perspective:

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

1. Viewing it as an affirmation of their close-knit, kinship-based team dynamic.
2. Interpreting it as support for their practice of prioritizing group cohesion over individual achievement.
3. Seeing it as validation for maintaining strong boundaries between insiders and outsiders.

These teams might respond by:

• Establishing more elaborate team rituals that mark milestones, transitions, and seasons.
• Creating team totems, symbols, or protective talismans that represent their collective identity.
• Celebrating instances where members sacrificed individual gain for the protection and harmony of the group.

Individual Perspective:

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

1. Personal validation of their need for safety, belonging, and protection within a trusted group.
2. Evidence supporting their belief that spiritual and ancestral connections manifest through workplace relationships.
3. Confirmation of the value they place on loyalty, tradition, and harmony over advancement or innovation.

These individuals might respond by:

• Developing deeper allegiance to workplace tribes that offer protection from an uncertain world.
• Viewing their relationships with colleagues as extensions of family and clan connections.
• Using intuition and a sense of "good" or "bad" energy to navigate workplace interactions.

This correlation, viewed through the Purple lens, suggests that those operating at the Purple level deeply prioritize colleague relationships as essential sources of safety and belonging. It implies that the Purple value system's emphasis on tribal bonds, mystical connections, and collective protection aligns with seeking workplaces where relationships feel sacred and secure.

The reasons why Good relationships with colleagues might be highly prioritized in the Purple stage could include the following:

1. Tribal Safety: The fundamental need for protection from a dangerous and unpredictable world through trusted group membership.
2. Ancestral Wisdom: The belief that proper relationships maintain cosmic order and honor the ancestors' ways.
3. Mystical Bonds: Understanding workplace relationships as spiritually significant connections that transcend mere professional interaction.
4. Collective Identity: The near-complete merging of individual identity with group belonging and status.
5. Ritual Comfort: Finding security in predictable social patterns and shared customs with trusted colleagues.

This correlation prompts us to consider how different value systems influence job-seeker priorities. It raises questions about the potential wisdom of a Purple approach to workplace relationships, particularly in contexts where stability, loyalty, and deep belonging are crucial for collective survival and well-being.

Ultimately, this correlation highlights the complex interplay between cultural values, workplace dynamics, and human needs. The prioritization of good colleague relationships might be seen as a profound expression of the Purple worldview where one's place within the tribal circle represents not just employment but a sacred covenant of mutual protection and spiritual significance.

In our analysis of the poll "My Greatest Fears," we found an intriguing positive correlation that warrants closer examination:  

0.1347 between the Old age and the Red stage. 

The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0013. This positive correlation of 0.1347 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1347 between Old age as a greatest fear 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-driven, dominance-based approach to organizational structure and advancement.
2. Confirmation that their focus on youthful vigor and strength as markers of value drives competitive advantage.
3. Evidence supporting their belief that aging represents an existential threat to organizational power dynamics.

These organizations might respond by:

• Implementing more aggressive succession planning that swiftly removes aging leaders who show any signs of weakness.
• Developing reward systems that explicitly favor youthful energy and physical dominance.
• Creating organizational mythologies that celebrate conquering heroes rather than wise elders.

Team Perspective:

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

1. Viewing it as affirmation of their competitive, strength-based team hierarchy.
2. Interpreting it as support for their practice of sidelining members who show signs of physical decline.
3. Seeing it as validation for constantly testing and challenging each other's power and dominance.

These teams might respond by:

• Establishing more frequent contests of strength and dominance to continuously reassert the power hierarchy.
• Creating ritual humiliations for team members showing signs of age or weakness.
• Celebrating instances where younger members successfully overthrow and replace older team members.

Individual Perspective:

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

1. Personal validation of their fear that aging will diminish their power, status, and sexual prowess.
2. Evidence supporting their belief that immediate gratification must be seized now before decline sets in.
3. Confirmation of the value they place on physical strength, dominance, and impulsive action as sources of identity.

These individuals might respond by:

• Developing more aggressive strategies to display power and dominance while they still can.
• Viewing any sign of aging as a direct threat to their position in the dominance hierarchy.
• Using increasingly risky or extreme behaviors to prove their continued vigor and relevance.

This correlation, viewed through the Red lens, suggests that those operating at the Red level may experience intense fear around aging. It implies that the Red value system's emphasis on power, physical dominance, and immediate gratification creates a profound existential crisis when confronted with the inevitable decline of aging.

The reasons why Old age might be particularly feared in the Red stage could include:

1. Power Loss: The recognition that physical aging directly undermines the primary currency of power and dominance.
2. Status Decline: Understanding that in a Red system, visible signs of aging signal vulnerability to being overthrown.
3. Impotence Fear: The terror of losing sexual prowess and the ability to take what one desires.
4. Present-Moment Focus: The inability to derive satisfaction from delayed gratification or long-term legacy.
5. Identity Crisis: The complete merging of self-worth with physical power making aging an existential threat to self-concept.

This correlation prompts us to consider how different value systems respond to the universal human experience of aging. It raises questions about the psychological impact of a Red approach to aging, particularly in contexts where worth is defined almost exclusively by power, dominance, and physical capacity.

Ultimately, this correlation highlights the complex interplay between cultural values, mortality awareness, and human psychology. The fear of old age might be seen as a logical consequence of a worldview where power and immediate gratification reign supreme, creating a particularly acute vulnerability to the inevitable process of aging.

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

0.5183 between the Yes, ageism exists in the world the Blue stage. 

The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0818. This positive correlation of 0.5183 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.5183 between "Yes, ageism exists in the world" and the Blue stage in modern France offers intriguing insights when viewed through the lens of the Blue value system, critically examining the destructive nature of ageism:

Organizational Perspective:

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

1. Recognition of the harmful systematic exclusion based on age within institutional structures.
2. Acknowledgment of how rigid hierarchical systems perpetuate discriminatory practices.
3. Evidence of the destructive impact of age-based prejudices on organizational effectiveness.

These organizations might respond by:

• Critically examining how age-based discrimination undermines organizational potential.
• Developing more inclusive policies that challenge traditional age-based barriers.
• Creating formal mechanisms to address and mitigate the negative impacts of ageism.

Team Perspective:

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

1. Viewing ageism as a critical violation of organizational and social moral codes.
2. Interpreting age discrimination as a fundamental breach of institutional ethics.
3. Recognizing the systemic harm caused by marginalizing individuals based on age.

These teams might respond by:

• Implementing strict anti-discrimination protocols.
• Developing comprehensive training to address unconscious age-based biases.
• Creating support systems for employees facing age-related workplace challenges.

Individual Perspective:

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

1. A moral imperative to challenge age-based discrimination.
2. Evidence of the need for structured interventions to protect vulnerable populations.
3. Confirmation of their duty to uphold principles of fairness and equal opportunity.

These individuals might respond by:

• Developing a more critical understanding of how ageism undermines social justice.
• Advocating for systemic changes to protect individuals from age-based discrimination.
• Using their commitment to moral codes to fight against discriminatory practices.

This correlation, viewed through the Blue lens, suggests that those operating at the Blue level in modern France have a pronounced awareness of ageism's destructive societal implications. It implies that the Blue value system's emphasis on moral order and justice can be a powerful tool for recognizing and combating systemic age discrimination.

The reasons why people might strongly affirm the existence of ageism in the Blue stage could include:

1. Moral Accountability: A deep-rooted belief in identifying and addressing social injustices.
2. Systematic Critique: Recognizing how institutional structures perpetuate harmful age-based distinctions.
3. Ethical Framework: Understanding that age discrimination violates fundamental principles of fairness.
4. Duty to Protect: A strong sense of responsibility to defend the rights of marginalized groups.
5. Structured Analysis: A disciplined approach to identifying and challenging social inequalities.

This correlation prompts us to consider how value systems can be leveraged to combat discriminatory practices. It raises questions about the potential for institutional frameworks to address and eliminate age-based prejudices.

Ultimately, this correlation highlights the complex interplay between cultural values, social structures, and the ongoing struggle against systemic discrimination. The acknowledgment of ageism becomes a critical first step in the Blue value system's commitment to maintaining a just and moral social order.

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

-0.2933 between A doctor should conceal from a patient that he has cancer in order to relieve his suffering / Somewhat disagree and the Orange stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2027. This negative correlation of -0.2933 meets the reliability criteria but does not necessarily imply causation.

This positive correlation (resulting from the double negative transformation of -0.2933) between "A doctor should conceal from a patient that he has cancer in order to relieve his suffering" and the Orange stage offers a profound exploration of the ethical dilemma through a rational, goal-oriented lens:

Organizational Perspective:

Organizations operating within the Orange mindset might approach this ethical dilemma by:

1. Analyzing the potential psychological and physiological impacts of disclosure versus concealment.
2. Developing a rational framework for medical communication that balances individual well-being with scientific understanding.
3. Evaluating the ethical implications through a cost-benefit analysis of patient outcomes.

These organizations might respond by:

• Creating evidence-based protocols for handling terminal diagnosis communications.
• Implementing comprehensive psychological support systems.
• Developing nuanced approaches that consider individual patient contexts.

Team Perspective:

Teams operating from an Orange mindset might view the ethical dilemma by:

1. Recognizing the complex interplay between medical truth and psychological protection.
2. Developing systematic approaches to assess individual patient vulnerabilities.
3. Creating decision-making frameworks that prioritize patient quality of life.

These teams might respond by:

• Designing comprehensive assessment tools to evaluate patient resilience.
• Developing personalized communication strategies.
• Creating multidisciplinary approaches that balance medical transparency with emotional support.

Individual Perspective:

Individuals aligned with the Orange value system might approach this dilemma by:

1. Rationally analyzing the potential outcomes of disclosure and concealment.
2. Seeking scientific evidence about the psychological impact of medical information.
3. Prioritizing personal agency and informed decision-making.

These individuals might respond by:

• Demanding comprehensive information and support systems.
• Developing personal strategies for managing challenging medical information.
• Valuing transparent communication balanced with psychological support.

Ethical Considerations:

The Orange value system would likely approach this dilemma through:

1. Empirical Analysis: Examining scientific research on patient outcomes.
2. Utilitarian Calculus: Weighing information concealment's potential benefits and drawbacks.
3. Individual Assessment: Recognizing that a one-size-fits-all approach is inappropriate.

Key Ethical Tensions:

• Autonomy vs. Protection
• Truth-telling vs. Psychological Well-being
• Individual Rights vs. Perceived Suffering Mitigation

Potential Justifications for Concealment:

1. Protecting mental health and quality of life
2. Preventing potentially devastating psychological trauma
3. Maintaining patient functionality during treatment

Potential Arguments Against Concealment:

1. Violation of patient autonomy
2. Erosion of trust in medical relationships
3. Denial of personal agency in end-of-life decisions

The mathematical principle of double negatives becomes a metaphor for ethical complexity: What appears straightforward becomes nuanced when carefully analyzed.

This correlation prompts us to consider the delicate balance between scientific rationality and human emotion. The Orange value system would likely conclude that the ethical approach depends on:

• Comprehensive individual assessment
• Scientific evidence
• Personalized communication strategies
• Holistic support systems

Ultimately, the dilemma reveals the limitations of absolute ethical principles, suggesting that true medical ethics require a dynamic, context-sensitive approach that balances scientific understanding with deep human compassion.

The Orange perspective offers a unique lens: ethical decisions are not binary but complex optimization problems requiring rigorous analysis, individual consideration, and a commitment to both scientific truth and human well-being.

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:  

-0.6207 between the Future and the Green stage (France, French). 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.5548. This negative correlation of -0.6207 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.6207 between Future Thinking and the Green stage (France, French) offers intriguing insights when viewed through the lens of the Green value system:

Organizational Perspective:

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

1. Validation of their holistic approach to organizational development that prioritizes present-moment sustainability.
2. Confirmation of their belief in collective well-being over individual future projections.
3. Evidence supporting their systemic view of organizational effectiveness that transcends traditional linear planning.

These organizations might respond by: 

• Implementing collaborative decision-making processes that emphasize present-moment awareness.
• Developing organizational cultures that prioritize collective resilience over individual future achievements.
• Creating adaptive frameworks that respond to immediate social and ecological challenges.

Team Perspective:

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

1. Viewing it as an affirmation of their commitment to collective consciousness.
2. Interpreting it as a sign of deep interconnectedness that challenges traditional future-oriented thinking.
3. Seeing it as a reflection of their holistic approach to team dynamics and social engagement.

These teams might respond by: 

• Fostering dialogue that emphasizes shared experiences and immediate social impact.
• Developing collaborative strategies that prioritize collective well-being.
• Creating support systems that address current social and ecological challenges.

Individual Perspective:

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

1. Personal validation of their commitment to present-moment awareness.
2. Evidence supporting their belief in collective over individual future planning.
3. Confirmation of the value they place on immediate social and ecological engagement.

These individuals might respond by: 

• Prioritizing community involvement over personal future projections.
• Engaging in immediate social and ecological initiatives.
• Developing personal practices that emphasize collective well-being.

The correlation reflects the complex socio-economic landscape of Living Conditions modern France:

1. Economic Uncertainty: Persistent challenges in job markets and economic stability.
2. Social Movements: Ongoing social transformations challenging traditional future planning.
3. Ecological Consciousness: Growing awareness of immediate environmental challenges.

The reasons why Future Thinking might be less prominent in the Green stage could include:

1. Systemic Perspective: Viewing time as an interconnected experience rather than a linear progression.
2. Collective Consciousness: Emphasizing shared experiences over individual future projections.
3. Immediate Resilience: Prioritizing present-moment adaptability and social support.
4. Ecological Awareness: Focusing on current environmental and social challenges.
5. Holistic Well-being: Valuing collective impact over individual future achievements.

This correlation prompts us to consider how different value systems influence temporal perception and future orientation. It raises critical questions about the complex interplay between individual aspirations, collective consciousness, and contemporary social challenges.

Ultimately, this correlation highlights the profound way in which the Green value system reframes our understanding of future thinking – not as a linear pursuit of individual goals, but as a holistic, interconnected experience of collective potential and present-moment awareness.

In our analysis of the poll "Biggest problems facing my country," we found an intriguing positive correlation that warrants closer examination:  

0.0961 between the Conditions of infrastructure and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.047. This positive correlation of 0.0961 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.0961 between Conditions of Infrastructure and the Yellow stage offers intriguing insights when viewed through the lens of the Yellow value system:

Organizational Perspective:

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

1. Validation of their systemic approach to understanding organizational infrastructure.
2. Confirmation that infrastructure challenges represent complex, interconnected problems.
3. Evidence supporting their ability to transcend traditional linear thinking about organizational systems.

These companies might respond by: 

• Developing comprehensive, multi-dimensional systems for infrastructure analysis.
• Creating adaptive frameworks that view infrastructure as a dynamic, interconnected ecosystem.
• Implementing innovative solutions that integrate multiple systemic perspectives.

Team Perspective:

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

1. Viewing infrastructure as a critical reflection of systemic organizational challenges.
2. Interpreting infrastructure concerns as an opportunity for integrative problem-solving.
3. Seeing infrastructure as a complex system that requires holistic, multi-perspective analysis.

These teams might respond by: 

• Conducting in-depth, cross-disciplinary analyses of infrastructure challenges.
• Developing collaborative approaches that break down traditional organizational silos.
• Creating adaptive strategies that address infrastructure as an evolving, interconnected system.

Individual Perspective:

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

1. Personal validation of their ability to perceive complex systemic challenges.
2. Evidence supporting their integrative approach to understanding societal infrastructure.
3. Confirmation of their capacity to see beyond surface-level infrastructure problems.

These individuals might respond by: 

• Engaging in comprehensive research that explores infrastructure from multiple perspectives.
• Developing innovative, cross-disciplinary approaches to infrastructure challenges.
• Advocating for holistic, adaptive solutions to systemic infrastructure issues.

This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level are more likely to see infrastructure challenges as complex, interconnected problems. It implies that the Yellow value system's ability to integrate multiple perspectives, systemic thinking, and adaptive approach align with a more comprehensive understanding of infrastructure.

The reasons why Conditions of Infrastructure might be seen as a critical problem in the Yellow stage could include:

1. Systemic Complexity: Recognizing infrastructure as a multifaceted, interconnected system.
2. Holistic Perspective: Understanding infrastructure's role in broader societal dynamics.
3. Integrative Thinking: Identifying nuanced, interconnected challenges within infrastructure.
4. Adaptive Approach: Seeing infrastructure as a dynamic, evolving system.
5. Transformative Potential: Recognizing infrastructure's capacity for fundamental societal change.

This correlation prompts us to consider how different value systems influence perceptions of infrastructure challenges. It raises questions about the potential benefits of a Yellow approach to infrastructure, particularly in contexts requiring complex, adaptive problem-solving.

Ultimately, this correlation highlights the complex interplay between advanced value systems, systemic thinking, and infrastructure development. Infrastructure might be seen not just as a physical system, but as a dynamic, interconnected ecosystem of social, technological, and economic interactions in Yellow-dominant environments.

In our analysis of the poll "Why do people procrastinate?" we found an intriguing negative correlation that warrants closer examination:  

-0.2704 between the Exhaustion: Feeling physically or mentally drained makes initiating or completing tasks challenging / Strongly Applicable and the Turquoise stage (USA, four languages). 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2107. This negative correlation of -0.2704 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.2704 between Exhaustion as a reason for procrastination and the Turquoise stage offers fascinating 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 holistic approach that recognizes the interconnectedness between individual wellbeing and sustainable productivity.
2. Confirmation that their integrative organizational structures help prevent exhaustion-based procrastination.
3. Evidence supporting their belief that harmonious work environments aligned with natural rhythms reduce energy depletion.

These organizations might respond by:

• Implementing regenerative work practices that honor both human energy cycles and ecological principles.
• Designing flexible systems that adapt to individuals' energy states rather than enforcing rigid productivity demands.
• Creating organizational cultures that value presence and quality engagement over constant activity.

Team Perspective:

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

1. Viewing it as affirmation of their collaborative approach that distributes energy expenditure across the collective.
2. Interpreting it as support for their practice of honoring each member's unique energy patterns and contributions.
3. Seeing it as validation for prioritizing collective wellbeing over deadline-driven exhaustion.

These teams might respond by:

• Adopting fluid task distribution methods that match work with individual energy capacities.
• Incorporating regular collective restoration practices into team rhythms.
• Celebrating the wisdom of pausing and reflecting rather than pushing through exhaustion.

Individual Perspective:

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

1. Personal validation of their intuitive approach to work that honors natural energy flows.
2. Evidence supporting their practice of integrating rest and activity in sustainable rhythms.
3. Confirmation of the value they place on aligning their work with broader life purpose to maintain energy.

These individuals might respond by:

• Consciously designing their work patterns to harmonize with their natural energy cycles.
• Viewing moments of lower energy as opportunities for integration rather than obstacles to productivity.
• Using their awareness of interconnectedness to draw energy from meaningful engagement rather than depleting themselves.

This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level may be less likely to experience exhaustion-based procrastination. It implies that the Turquoise value system's holistic perspective, recognition of natural rhythms, and integration of purpose may create more sustainable approaches to task engagement.

The reasons why Exhaustion might not lead to procrastination as strongly in the Turquoise stage could include:

1. Energy Integration: In the Turquoise stage, individuals may better understand their energy patterns and design their work accordingly.
2. Meaningful Engagement: The alignment of tasks with deeper purpose might provide renewable energy sources that prevent depletion.
3. Systems Perspective: The ability to see how individual actions connect to larger systems might provide motivation that transcends personal exhaustion.
4. Natural Rhythms: Honoring cycles of activity and rest might prevent the chronic exhaustion that leads to procrastination.
5. Collective Support: Drawing on interconnected relationships might provide energy resources unavailable to those operating from more individualistic value systems.

This correlation prompts us to consider how different value systems influence experiences of energy and engagement. It raises questions about the potential benefits of a Turquoise approach to work and productivity, particularly in contexts where sustainable human functioning is crucial.

Ultimately, this correlation highlights the complex interplay between consciousness development, energy management, and task engagement. Exhaustion might be experienced differently or managed more effectively when viewed through an integrative, holistic Turquoise perspective.

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

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Valerii Kosenko

Tuotteen omistaja SaaS SDTEST®

Valerii valmistui sosiaalipedagogiksi-psykologiksi vuonna 1993 ja on sittemmin soveltanut osaamistaan ​​projektijohtamiseen.
Valerii suoritti maisterin tutkinnon sekä projekti- ja ohjelmapäällikön tutkinnon vuonna 2013. Maisteriohjelmansa aikana hän tutustui Project Roadmapiin (GPM Deutsche Gesellschaft für Projektmanagement e. V.) ja Spiral Dynamicsiin.
Valerii on kirjoittanut V.U.C.A.:n epävarmuutta. konsepti käyttäen spiraalidynamiikkaa ja matemaattisia tilastoja psykologiassa sekä 38 kansainvälistä kyselyä.