SDTEST® has 36 different VUCA polls that calculate the 13,034 correlation values between stages of development according to the theory of Spiral Dynamics and answer options of these 36 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 "Characteristics of a talented employee" (by Talent Management Institute [1]), we found an intriguing positive correlation that warrants closer examination:
0.2332 between the Positive attitude and energy and the Purple stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2226. This positive correlation of 0.1632 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2332 reflects different perspectives on positive attitudes and energy in talented employees and association with the Purple value system:
Organizational Perspective:
Organizations rooted in Purple values tend to prioritize tradition, spirituality, and collective harmony. This positive correlation suggests that Purple-oriented companies deeply appreciate employees who exhibit positive energy. Such positivity reinforces the group's cohesion and aligns with their belief in benevolent supernatural forces, strengthening the organization's shared myths and rituals.
Team Perspective:
Teams operating at the Purple frequency typically emphasize kinship bonds, reverence for ancestral wisdom, and maintaining spiritual equilibrium. The positive correlation implies that these groups instinctively value team members who radiate optimistic energy, as it fosters a sense of unity and helps ward off perceived threats to their established customs. Positive attitudes are a sign of harmony with the group's guiding spirits.
Individual Perspective:
Those whose core level of development resonates with Purple energy tend to find meaning through connection to communal traditions and mystical beliefs. This correlation suggests that for Purple individuals, maintaining a positive attitude is intrinsically linked to their role in upholding the collective's spiritual well-being. Their optimism may be viewed as honoring ancestors and inviting beneficial cosmic energies.
Ultimately, this positive correlation underscores how the Purple value system equates a positive attitude and high energy with spiritual alignment and group loyalty. Maintaining an optimistic demeanor becomes a personal virtue and a collective responsibility in a worldview imbued with supernatural forces and ancestral guidance. It's essential for preserving the sacred harmony that binds the community together and protects it from chaotic outside influences.
This positive outlook isn't just about individual performance but about contributing to the group's overall spiritual and emotional balance. It reflects the Purple stage's deep-seated belief that one's energy and attitude have tangible effects on the collective's fortune and cosmic favor.
In our analysis of the poll "My Greatest Fears," we found an intriguing positive correlation that warrants closer examination:
0.1570 between the HIV/AIDS and the Red stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0014. This positive correlation of 0.1570 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1570 reflects different perspectives on fearing HIV/AIDS and its association with the Red value system:
Organizational Perspective:
Organizations dominated by Red values tend to prioritize power dynamics, unfettered self-expression, and immediate gratification. This positive correlation suggests that Red-oriented companies may view HIV/AIDS as a significant threat to their members' ability to pursue desires and maintain dominance freely. The disease might be seen as an invisible enemy that challenges their sense of invulnerability and power.
Team Perspective:
Teams operating in a Red mindset often exhibit hyper-competitive, zero-sum dynamics with clearly delineated hierarchies. The positive correlation implies such groups may perceive HIV/AIDS as a potential weakness that could undermine an individual's standing within the pack. Fear of the disease might stem from concerns about losing one's competitive edge or being seen as vulnerable.
Individual Perspective:
Those centered in the Red frequency tend towards impulsive indulgence of desires, mistrust of constraints, and quests for autonomy through sheer force of individual will. This correlation suggests that for such people, HIV/AIDS represents a formidable obstacle to their pursuit of immediate pleasures and self-gratification. The fear likely stems from the disease's potential to limit their perceived freedom and challenge their sense of personal invincibility.
Ultimately, this positive correlation reveals how the Red value system's core drives - power, dominance, and uninhibited self-expression - shape the perception of HIV/AIDS as a significant threat. The disease challenges Red's fundamental worldview by introducing a consequence that cannot be overcome through sheer willpower or aggression. It represents an invisible, long-term threat in a mindset prioritizing visible, immediate power dynamics.
This fear isn't rooted in concern for others or society but in how the disease might impact one's power, freedom, and ability to satisfy desires. It highlights the Red stage's focus on individual survival and dominance, even when confronted with broader health issues.
In our analysis of the poll "Reasons why people give up" (by Anna Vital [2]), we found an intriguing positive correlation that warrants closer examination:
0.2662 between the Resist change and Blue stage (in USA, three languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2107. This positive correlation of 0.2662 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2662 reflects different perspectives on the positive correlation between resisting change as a reason for giving up and association with the Blue value system:
Organizational Perspective:
Blue-oriented organizations, emphasizing structure and tradition, may give up on change initiatives when they encounter strong internal resistance. This could be due to:
- Fear of disrupting established hierarchies and power structures
- Concern about violating long-standing policies or procedures
- Anxiety over the potential loss of organizational identity rooted in traditional practices
When resistance proves overwhelming, these organizations might abandon change efforts to maintain stability and avoid conflict with deeply ingrained norms.
Team Perspective:
Teams operating within the Blue frequency may give up on change when resistance emerges because:
- It threatens the team's sense of unity and shared purpose
- There's a collective fear of violating established codes of conduct
- The team lacks mechanisms to reconcile change with their duty-bound mindset
These teams might abandon change initiatives to preserve group cohesion and avoid challenging their fundamental beliefs about how things "should be done."
Individual Perspective:
Blue-oriented individuals may give up when facing resistance to change for reasons such as:
- Personal discomfort with deviating from familiar routines and expectations
- Fear of being seen as disloyal to the established order
- Inability to reconcile the proposed change with their internalized moral code
These individuals might abandon change efforts to maintain their sense of righteousness and avoid the cognitive dissonance of challenging their deeply held beliefs.
This positive correlation reveals that within the Blue value system, giving up in the face of resistance to change is often rooted in a deep-seated need to preserve order, uphold tradition, and maintain alignment with perceived higher authorities. Giving up becomes a way to reaffirm commitment to established norms and avoid the discomfort and potential moral conflict associated with change.
In our analysis of the poll "Trust" (by WVS), we found an intriguing positive correlation that warrants closer examination:
0.1232 between the Your family / Trust completely and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0659. This positive correlation of 0.1232 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1232 reflects different perspectives on the relationship between trust in family and association with the Orange value system:
Organizational Perspective:
Organizations operating from the quintessential Orange mindset prioritize empirical evidence, strategic planning, and leveraging rational systems for optimal outcomes. This positive correlation suggests that such companies view family trust as a quantifiable asset that can be systematically analyzed and optimized. They might see potential in developing data-driven frameworks to enhance familial trust, viewing it as a foundation for increased productivity and achievement-oriented behavior in their workforce.
Team Perspective:
High-performing Orange teams embody the values of meritocracy, efficiency, and results-driven collaboration. The positive correlation implies that such groups may view family trust as a measurable variable influencing team dynamics and performance. They might approach it as a parameter to be strategically managed, potentially developing metrics to quantify its impact on team cohesion, innovation capacity, and overall output. This could lead to targeted interventions to optimize the interplay between family trust and workplace effectiveness.
Individual Perspective:
Those firmly anchored in the archetypal Orange individual stance exhibit a strong drive for personal success, continuous self-improvement, and rational decision-making. This correlation suggests that such individuals view family trust as a calculable factor in their personal development equation. They might approach it as a resource to be strategically cultivated and leveraged for individual advancement, seeing it as a potential catalyst for risk-taking, entrepreneurship, and pursuit of ambitious personal goals.
Ultimately, this positive correlation underscores the quintessential Orange conviction that even seemingly intangible concepts like family trust can be objectively analyzed, measured, and optimized for strategic advantage. It awakens Orange's strengths - transforming the abstract notion of trust into a quantifiable variable that can be systematically studied, manipulated, and harnessed for individual, team, and organizational success through scientific methodologies and technological innovations.
-0.3121 between The employees who were transferred to a shortened work week and the Green stage (USA, two languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.3118. This negative correlation of -0.3121 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.3121 reflects different perspectives on the relationship between shortened work weeks and association with the Green value system:
Organizational Perspective:
Organizations embodying the Green value system prioritize holistic well-being, sustainability, and inclusive community-building. This negative correlation suggests that Green-oriented companies may be actively resisting the implementation of shortened work weeks, not out of disregard for employee welfare, but due to a more comprehensive understanding of work-life integration. These organizations might be exploring alternative models that transcend traditional notions of work hours, focusing instead on creating environments where work and personal fulfillment are seamlessly interwoven. They may be implementing flexible schedules, remote work options, or even experimenting with purpose-driven work structures that align with employees' deeper values and community needs.
Team Perspective:
Green-centric teams emphasize collaboration, mutual understanding, and shared growth. The negative correlation implies that these teams might be moving beyond the concept of shortened work weeks towards a more fluid and interconnected approach to teamwork. They could foster environments where time is measured not in hours worked but in meaningful contributions and collective achievements. Such teams implement consensual decision-making, emotional check-ins, and collaborative goal-setting, naturally leading to more engaged and fulfilled team members, regardless of traditional work hour metrics.
Individual Perspective:
Individuals aligned with the Green value system seek personal growth, authentic self-expression, and a connection to a larger purpose. This correlation suggests that these individuals may view shortened work weeks as an oversimplified solution to a complex issue of work-life balance. Instead, they might advocate for and embrace more holistic approaches to their professional lives. This could involve seeking roles aligning with their values, engaging in work contributing to social or environmental causes, or pursuing careers that allow continuous learning and personal development.
Ultimately, this negative correlation underscores the Green value system's emphasis on moving beyond traditional, hierarchical structures towards more integrated, purpose-driven approaches to work and life. It reflects a shift from viewing work as a separate entity to be minimized to seeing it as an integral part of a fulfilling, interconnected existence. This perspective invites us to reimagine work not in terms of hours or location but in terms of meaning, contribution, and holistic well-being for individuals, communities, and the planet.
This correlation challenges us to examine the systemic relationships between work structures, personal fulfillment, and societal progress more deeply. It encourages further exploration of how to create work environments that nurture the whole person, foster community connections, and contribute to a more sustainable and equitable world.
In our analysis of the poll "XING's culture assessment" (Leadership (terrible). Imagine a terrible people manager. Which of the following bothers you most about them?), we found an intriguing positive correlation that warrants closer examination:
0.2558 between the They micro-manage me and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1749. This positive correlation of 0.2558 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2558 between micro-management concerns and the Yellow stage offers a fascinating lens through which to explore the multifaceted nature of leadership and personal development:
Organizational Perspective:
Companies operating within the Yellow value system recognize organizational dynamics' inherent complexity and interconnectedness. This correlation suggests that Yellow-oriented organizations view micro-management not as a simple leadership flaw but as a symptom of deeper systemic issues. These companies likely approach the problem by:
- Embracing adaptive leadership models that flexibly respond to varying individual and situational needs.
- Implementing holistic feedback systems that capture nuanced data on leadership effectiveness across different contexts.
- Fostering a continuous learning culture where leaders and team members are encouraged to explore and integrate diverse management philosophies.
- Designing innovative organizational structures that naturally discourage micro-management by emphasizing self-organization and emergent leadership.
Team Perspective:
Yellow-centric teams operate with a high degree of self-awareness and systems thinking. The correlation implies these teams might approach micro-management concerns by:
- Cultivating collective intelligence practices that naturally distribute leadership responsibilities.
- Implementing dynamic role-shifting exercises to enhance empathy and perspective-taking among all team members.
- Developing sophisticated conflict resolution mechanisms that address root causes rather than surface-level symptoms.
- Exploring novel team structures that transcend traditional hierarchies, allowing for fluid, context-dependent leadership.
Individual Perspective:
Individuals aligned with the Yellow value system possess a nuanced understanding of personal and interpersonal dynamics. This correlation suggests they might respond to micro-management by:
- Viewing it as an opportunity for mutual growth, seeking to understand the underlying fears or insecurities driving the behavior.
- Engaging in open, compassionate dialogue to co-create more effective working relationships.
- Leveraging the situation to develop advanced emotional intelligence and leadership skills.
- Exploring how their own behaviors or communication styles might be contributing to the dynamic, taking responsibility for their part in the systemic interaction.
This correlation challenges us to transcend simplistic views of micro-management as merely a leadership deficiency. Instead, it invites us to explore the complex interplay of individual psychologies, team dynamics, and organizational structures that give rise to such behaviors.
From a Yellow perspective, this correlation might indicate heightened awareness and sensitivity to leadership dynamics among those operating at more complex levels of consciousness. As individuals and organizations evolve towards more integrative ways of functioning, they become increasingly attuned to subtle imbalances in power and autonomy.
Ultimately, by embracing this correlation's complexity, we open ourselves to transformative insights that could revolutionize our understanding of leadership, teamwork, and organizational design in an increasingly interconnected world.
0.0621 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 = 0.0562. This positive correlation of 0.0621 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0621 between "Nothing changed" and the Turquoise stage offers a fascinating glimpse into the complex interplay of organizational stability and holistic evolution:
Organizational Perspective:
Companies operating within the Turquoise value system view this correlation through a lens of interconnectedness and dynamic equilibrium. They might interpret this data as follows:
- Recognizing that "nothing changed" could indicate a state of deep, systemic harmony rather than stagnation.
- Exploring how stability might be a manifestation of resilient, self-organizing systems that naturally adapt to external pressures without visible disruption.
- Investigating whether this stability allows for subtle yet profound organizational consciousness and purpose shifts.
- Maintaining equilibrium might support long-term sustainability and holistic well-being for all stakeholders, including the environment.
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Embracing the concept of "wu wei," or effortless action, where team dynamics flow naturally without forced changes.
- Exploring how periods of apparent stasis might be nurturing deeper connections and shared consciousness within the team.
- Investigating whether this stability reflects a harmonious integration of diverse perspectives and skills.
- Considering how to use this stability as a platform for collective evolution and expanded awareness.
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- An invitation to explore the profound changes that can occur within a state of outer stillness.
- A reflection of their ability to maintain inner peace and alignment amidst external flux.
- An opportunity to deepen their connection to the universal flow and cosmic rhythms.
- A challenge to transcend conventional notions of change and stability.
This correlation invites us to transcend linear notions of change and stability. At the Turquoise level, evolution might manifest as a form of dynamic equilibrium - a state of profound balance that allows for deep, systemic transformations without disrupting surface-level harmony.
From this perspective, the correlation challenges us to develop more sophisticated ways of perceiving and nurturing change. It prompts us to ask: How can we cultivate organizational and personal practices that honor both stability and evolution? What might we discover if we attune ourselves to the subtle shifts within apparently stable systems?
Ultimately, this correlation opens the door to a more nuanced, holistic understanding of organizational dynamics. It invites us to explore how stillness and change, individual and collective, and human and natural systems are all interconnected facets of a greater cosmic dance. By embracing this perspective, we may uncover profound new approaches to fostering sustainable, life-affirming organizations that are in harmony with the broader rhythms of the universe.
What insights do you gain from today's correlation? How might we study this relationship more carefully before deducing causation?
We welcome respectful and wise perspectives! Stay tuned every week as we share more results and insights.
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[1] https://www.linkedin.com/company/talent-management-institute/
[2] https://www.linkedin.com/in/annavital/
2024.06.29
Valerii Kosenko
ʻO ka mea nona ka huahanaʻo Saas Bank Project SDTest®
Ua loaʻa iā Valerii i kahi mea hoʻokūkū kanaka ma keʻano he psychologist
Loaʻaʻo Valerii i kahi keken o ka haku a me ka papahana a me ka hana ma 2013. I ka wā o kāna papahana,ʻikeʻiaʻo ia me ka papahana o kona haku
Laweʻo Valerii i nā hōʻike Spiral Denamics e hoʻohana a hoʻohana i konaʻike a me konaʻike e hoʻoponopono i ka mana o keʻano o ka sdtest.
ʻO Valerii ka mea kākau o kaʻimiʻana i ka maopopoʻole o ka v.U.C.a. Manaʻo e hoʻohana ana i nā kiʻi spiral spimal a me nā helu helu matematika ma ka psychology,ʻoi aku ma mua o 20 mau koho balota.
