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 "Ageism’s causes," we found an intriguing positive correlation that warrants closer examination:
0.1824 between the No, ageism is not the result only of interpersonal interactions and the Purple stage (Germany, 3 languages).
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.1089. This positive correlation of 0.1824 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1824 between recognizing that ageism is not solely the result of interpersonal interactions and the Purple stage offers intriguing insights when viewed through the lens of the Purple value system in Germany:
Organizational Perspective:
Organizations operating within the Purple mindset in Germany might interpret this correlation as:
- Ancestral Wisdom: A validation of their deep-rooted respect for elders and traditional knowledge in addressing societal issues like ageism.
- Spiritual Harmony: An indication that their rituals and practices, which honor all age groups, contribute to a more comprehensive understanding of age-related challenges in Germany's aging society.
- Community Balance: This affirmation states that maintaining intergenerational respect is crucial for organizational well-being in Germany's diverse workforce.
These organizations might respond by:
- Strengthening age-honoring rituals that resonate with Germany's cultural heritage.
- Consulting with respected elders to address age-related imbalances in the workplace.
- Integrating traditional wisdom into modern German corporate practices to foster intergenerational harmony.
Team Perspective:
Teams operating from a Purple mindset in Germany might approach this correlation by:
- Collective Spirit: Viewing it as a reflection of their understanding that ageism transcends individual actions, touching on the collective spirit of German society.
- Sacred Roles: Interpreting it as validation for assigning roles based on life stage and wisdom, aligning with Germany's emphasis on vocational expertise.
- Tribal Unity: This reinforces the belief that generational harmony is essential for team strength in Germany's collaborative work culture.
These teams might respond by:
- Enhancing bonding rituals recognizing each member's unique contributions, regardless of age.
- Seeking guidance from community elders on maintaining team unity across generations.
- Incorporating traditional German values of respect and craftsmanship into team dynamics.
Individual Perspective:
Individuals aligned with the Purple value system in Germany might interpret this correlation as:
- Personal Journey: Affirmation that their place in the age spectrum is part of a more extensive, spiritually significant journey within German society.
- Ancestral Connection: Reinforcement of the belief that respecting elders protects against unknowingly perpetuating ageism in a nation valuing its historical heritage.
- Spiritual Growth: Encouragement to view intergenerational interactions as opportunities for spiritual growth in Germany's diverse communities.
These individuals might respond by:
- Seeking guidance from community elders on honoring life stages within modern German society.
- Deepening their connection to German traditions that promote respect for all ages.
- Engaging in personal rituals celebrating the wisdom of different generations in their community.
This correlation, viewed through the Purple lens in the German context, suggests that traditional wisdom and spiritual practices may offer profound insights into addressing complex issues like ageism. It implies that the Purple value system's characteristics of communal bonds, respect for elders, and spiritual interconnectedness align with a more nuanced understanding of age-related attitudes in German society.
From this perspective, the correlation invites us to explore the interplay between ancestral knowledge and modern social challenges in Germany. It prompts us to ask: How can traditional German values and rituals inform our approach to ageism in a rapidly changing society? What can we learn from our ancestors about maintaining intergenerational harmony in contemporary German workplaces and communities?
Ultimately, this correlation speaks to the potential for integrating time-honored wisdom with modern social dynamics in Germany. It reminds us that in the Purple worldview, addressing issues like ageism isn't just about policy changes but about reconnecting with the spiritual and communal foundations that have shaped German society for generations.
In our analysis of the poll "Empathy is," we found an intriguing positive correlation that warrants closer examination:
0.1277 between the Sensing other people's emotions / Strongly Disagree and the Red stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0738. This positive correlation of 0.1277 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1277 between strongly disagreeing that empathy involves sensing other people's emotions and the Red stage offers intriguing insights when viewed through the lens of the Red value system:
Organizational Perspective:
Organizations operating within the Red mindset might interpret this correlation as:
- Validation of their power-centric approach, where sensing others' emotions is seen as unnecessary or even weak.
- Confirmation that their aggressive, results-driven culture aligns with disregarding emotional considerations.
- Justification for prioritizing self-interest and dominance over emotional understanding.
These organizations might respond by:
- Reinforcing competitive, individualistic policies that reward assertiveness and discourage emotional sensitivity.
- Implementing training programs focusing on personal power and self-expression rather than empathy.
- Celebrating leaders who demonstrate strength and decisiveness without concern for others' feelings.
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing it as an affirmation of their cutthroat, every-person-for-themselves team dynamic.
- Interpreting it as a license to pursue team goals aggressively without considering emotional impacts.
- Seeing it as an opportunity to assert dominance within the team and over other teams.
These teams might respond by:
- Encouraging internal competition and rewarding the most assertive team members.
- Dismissing concerns about team morale or emotional well-being as irrelevant to performance.
- Adopting a "win at all costs" mentality in interactions with other teams or departments.
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their self-centered approach to interactions.
- Confirmation that focusing on one's own desires and impulses is a path to success.
- Justification for disregarding others' emotions in pursuit of personal goals.
These individuals might respond by:
- Doubling down on assertive, domineering behaviors in personal and professional interactions.
- Viewing attempts to discuss or consider emotions as signs of weakness to be exploited.
- Seeking opportunities to demonstrate power and control over others without emotional consideration.
This correlation, viewed through the Red lens, suggests that those operating at the Red level may naturally disregard or devalue the importance of sensing others' emotions. It implies that the Red value system's characteristics of impulsiveness, self-centeredness, and desire for immediate gratification align with a dismissive attitude towards empathy.
Ultimately, this correlation reveals the complex relationship between personal power and emotional intelligence. It reminds us that pursuing individual desires and exercising power in the Red worldview may often overshadow considerations of others' emotional states or needs.
This interpretation also raises important questions about the role of empathy in power-driven environments. It challenges us to consider how organizations and societies can balance the drive for individual achievement and self-expression with the need for emotional understanding and cooperation.
In our analysis of the poll "What makes people successful at work?" we found an intriguing positive correlation that warrants closer examination:
0.2976 between the Honesty and the Blue stage (Germany, 3 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2368. This positive correlation of 0.2976 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2976 between Honesty and the Blue stage offers intriguing insights when viewed through the lens of the Blue value system in the context of Germany:
Organizational Perspective:
Organizations operating within the Blue mindset in Germany might interpret this correlation as:
- Validation of Germany's strong tradition of "Ordnung" (order) and emphasis on ethical business practices.
- Confirmation that their structured, rule-based approach aligns with successful outcomes in Germany's highly regulated business environment.
- Justification for maintaining strict codes of conduct in line with Germany's stringent labor laws and business regulations.
These organizations might respond by:
- Reinforcing existing ethical guidelines to align with Germany's high standards for corporate governance.
- Implementing more rigorous honesty and integrity training programs, possibly incorporating aspects of Germany's dual education system.
- Celebrating employees who exemplify honest behavior, potentially through formal recognition systems standards in German corporate culture.
Team Perspective:
Teams operating from a Blue mindset in Germany might approach this correlation by:
- Viewing it affirms their commitment to "Teamgeist" (team spirit) and transparent communication.
- Interpreting it as evidence that their structured, hierarchical team dynamics, typical in many German companies, promote honesty.
- Seeing it as an opportunity to strengthen team unity through shared moral principles, reflecting Germany's collective approach to work.
These teams might respond by:
- Establishing more apparent protocols for honest communication, possibly incorporating elements of Germany's direct communication style.
- Implementing peer review systems aligned with Germany's focus on quality and precision.
- Organizing team-building activities reinforcing honesty and ethical behavior, possibly integrating aspects of the German work-life balance philosophy.
Individual Perspective:
Individuals aligned with the Blue value system in Germany might interpret this correlation as:
- Personal validation of their commitment to "Ehrlichkeit" (honesty) and moral uprightness.
- Confirmation that following rules and being truthful leads to success in Germany's meritocratic work environment.
- Justification for maintaining a strong ethical stance, aligning with Germany's cultural emphasis on reliability and trustworthiness.
These individuals might respond by:
- Redoubling efforts to adhere to organizational rules and ethical guidelines align with Germany's respect for authority and structure.
- Seeking opportunities to demonstrate honesty and integrity, through engagement in Germany's substantial trade union culture.
- Encouraging colleagues to uphold high standards of truthfulness, reflecting Germany's collective approach to workplace ethics.
This correlation, viewed through the Blue lens in the German context, suggests that the Blue value system's characteristics of order, discipline, and adherence to moral codes correspond well with Germany's cultural and business norms. This implies that honesty is valued, expected, and integral to professional success in Germany's structured work environment.
From this perspective, the correlation invites us to explore how Germany's traditional values and modern workplace ethics intersect. It prompts us to ask: How does Germany's highly regulated business environment foster a culture of honesty? What role does Germany's emphasis on qualifications and expertise play in promoting ethical behavior?
Ultimately, this correlation shows the alignment between Blue value system principles and Germany's corporate culture. It reminds us that in the German business context, adherence to moral principles and established rules is not just a matter of personal integrity but a critical factor in professional accomplishment and social cohesion.
This interpretation also raises important questions about the role of honesty in Germany's evolving organizational culture, especially as the country navigates challenges like digitalization and demographic changes. It challenges us to consider how German companies can continue cultivating environments that value honesty and demonstrate their connection to success and innovation in a rapidly changing global economy.
-0.4968 between The employees who have had their bonuses cut and the Orange stage (France, 4 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.4826. This negative correlation of -0.4968 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.4968 between employees who have had their bonuses cut and the Orange stage in France reveals intriguing insights when viewed through the lens of the Orange value system:
Organizational Perspective:
Organizations operating within the Orange mindset in France might interpret this correlation as:
- Evidence that bonus cuts are less prevalent or less severe in Orange stage environments.
- A signal that Orange stage organizations may be more effective at maintaining employee compensation.
- An indication that Orange values might be protective against arbitrary bonus reductions.
These organizations might respond by:
- Analyzing what aspects of Orange stage management protect against bonus cuts.
- Implementing more Orange-aligned strategies to justify and maintain bonus structures.
- Promoting their Orange stage values to attract talent seeking stable compensation.
Team Perspective:
Teams operating from an Orange mindset in France might approach this correlation by:
- Viewing it to validate Orange stage practices in maintaining team rewards.
- Interpreting it as evidence of their superior performance metrics and goal achievement.
- Seeing it as an opportunity to entrench Orange values in team operations further.
These teams might respond by:
- Emphasizing goal-setting and measurable outcomes to reinforce bonus justifications.
- Implementing more sophisticated performance tracking to prevent future bonus cuts.
- Promoting their team's Orange stage practices as a model for other parts of the organization.
Individual Perspective:
Individuals aligned with the Orange value system in France might interpret this correlation as:
- Confirmation that embracing Orange values could lead to more stable compensation.
- Motivation to align more closely with Orange stage practices and mindsets.
- Evidence that their rational, goal-oriented approach is paying off financially.
These individuals might respond by:
- Doubling down on Orange stage behaviors to protect their bonuses.
- Seeking out roles or teams that more strongly embody Orange values.
- Using this data to negotiate for better compensation packages based on their Orange-aligned performance.
This negative correlation, viewed through the Orange lens in the French context, suggests that the likelihood or severity of bonus cuts decreases as alignment with Orange stage values increases. Orange stage characteristics - such as rational decision-making, goal orientation, and focus on measurable outcomes - may be protective against arbitrary or unnecessary bonus reductions.
Ultimately, this correlation speaks to the potential benefits of Orange stage values in maintaining performance-based rewards within the French business environment. It suggests that embracing rationality, measurable goals, and technological innovation - hallmarks of the Orange value system - might lead to more resilient compensation structures. This could be particularly relevant in France, where there's often a complex balance between performance-based pay and strong labor protections.
In our analysis of the poll "I live thinking about my past, present or future," we found an intriguing positive correlation that warrants closer examination:
0.2967 between the Present and the Green stage (France, French).
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.1938. This positive correlation of 0.2967 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2967 between present-focused thinking and the Green stage in France offers intriguing insights when viewed through the lens of the Green value system:
Organizational Perspective:
Organizations operating within the Green mindset in France might interpret this correlation as:
- Validation of their efforts to create more mindful, present-focused work environments.
- An opportunity to further integrate French cultural values of work-life balance with Green stage principles.
- Justification for implementing more holistic, employee-centered policies that emphasize well-being in the present moment.
These organizations might respond by:
- Introducing mindfulness programs that blend French cultural practices with Green stage values.
- Redesigning workspaces to reflect both French aesthetic sensibilities and Green principles of sustainability and community.
- Implementing policies that support present-moment awareness while respecting French labor laws and social norms.
Team Perspective:
Teams operating from a Green mindset in France might approach this correlation by:
- Viewing it as confirmation of the benefits of their collaborative, present-focused approach.
- Interpreting it as a call to deepen their understanding of how the French cultural context influences present-moment awareness.
- Seeing it as an opportunity to foster greater empathy and connection within their diverse French teams.
These teams might respond by:
- Incorporating mindfulness practices that resonate with French team members into daily routines.
- Exploring how present-moment focus can enhance their ability to navigate France's complex social and environmental issues.
- Celebrating team members who exemplify both Green stage values and French cultural appreciation for the present moment.
Individual Perspective:
Individuals aligned with the Green value system in France might interpret this correlation as:
- Personal validation of their efforts to balance mindfulness with active engagement in French society.
- An opportunity to deepen their understanding of how present-moment awareness connects to French cultural heritage.
- Motivation to explore how their present focus can contribute to addressing social and environmental challenges in France.
These individuals might respond by:
- Seek mindfulness practices that blend Green stage values with French cultural traditions.
- Engaging more deeply with local communities to understand how present-moment awareness manifests in different French contexts.
- Using their present focus to more fully appreciate and preserve France's natural and cultural heritage.
This correlation, viewed through the Green lens in the French context, suggests that the emphasis on present-moment thinking aligns well with both Green stage values and specific aspects of French culture. The Green value system's holistic thinking, empathy, and sustainability characteristics may be complemented by focusing on the present, particularly within the French societal framework.
Ultimately, this correlation shows the complex relationship between mindfulness, cultural values, and societal progress. It reminds us that cultivating present-moment awareness may be critical in fostering a more empathetic, sustainable, and interconnected society in the Green worldview, especially within the French context. This insight could be particularly relevant in France, where there's often a delicate balance between preserving cultural heritage and embracing progressive, ecological values.
In our analysis of the poll "Reasons why people give up" (by Anna Vital [1]), we found an intriguing negative correlation that warrants closer examination:
-0.3417 between the Assume their problems are unique and the Yellow stage (USA, 3 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2083. This negative correlation of -0.3417 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.3417 between assuming one's problems are unique and the Yellow stage in the USA, in the context of reasons why people give up, offers valuable insights when viewed through the lens of the Yellow value system:
Organizational Perspective:
Companies operating within the Yellow mindset might interpret this correlation as:
- Evidence that fostering a more integrated worldview could reduce employee attrition and enhance resilience.
- An opportunity to reframe common workplace challenges as shared experiences rather than individual failures.
- A call to develop more holistic support systems that address the universal aspects of professional struggles in the USA.
These companies might respond by:
- Implementing company-wide initiatives that highlight shared challenges across different roles and levels, reducing feelings of isolation.
- Developing training programs that contextualize individual setbacks within broader industry or societal trends in the USA.
- Creating mentorship networks that connect employees facing similar challenges, emphasizing the commonality of struggles.
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Viewing it as confirmation that fostering a sense of shared experience could enhance team perseverance in the face of setbacks.
- Interpreting it as a signal to develop more collaborative approaches to overcoming obstacles.
- Seeing it as an opportunity to cultivate greater empathy and mutual support within the team.
These teams might respond by:
- Implementing regular "resilience rounds" where team members share strategies for overcoming common challenges in their field.
- Encouraging team members to reframe individual setbacks as opportunities for collective learning and growth.
- Developing team practices that celebrate perseverance and overcoming shared challenges in the American workplace.
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Personal validation of their ability to persist through challenges by recognizing their universal nature within the American context.
- An opportunity to deepen their understanding of how personal setbacks connect to more significant societal and economic trends in the USA.
- Motivation to develop more nuanced strategies for overcoming obstacles by drawing on diverse perspectives within American society.
These individuals might respond by:
- Engaging in regular reflection practices that connect personal challenges to broader themes of struggle and resilience in American culture.
- Seeking out stories and experiences from diverse sources within the USA to gain new perspectives on overcoming adversity.
- Developing their capacity to reframe personal setbacks within larger systemic contexts of the American experience.
This correlation, viewed through the Yellow lens in the context of reasons for giving up in the USA, suggests that as individuals progress toward the Yellow stage, they become less likely to see their problems as unique and, consequently, may be less prone to giving up. This aligns with the Yellow value system's emphasis on integrative thinking and understanding complex systems within the American societal framework.
From this perspective, the correlation invites us to explore how a more holistic worldview might influence resilience and perseverance in facing challenges common in American life and work. It prompts us to ask: How does recognizing the shared nature of our struggles affect our ability to persist in the competitive American environment? What role do systems thinking play in developing more effective strategies for overcoming obstacles unique to the USA?
Ultimately, this correlation speaks to the potential of the Yellow stage thinking in fostering resilience and reducing the tendency to give up in the American context. As individuals and organizations develop more integrative, systems-oriented perspectives, they may be better equipped to contextualize and overcome challenges specific to the USA's social and economic landscape.
This insight is particularly relevant in the USA, where individualism is often emphasized. The correlation suggests that cultivating a broader perspective and sense of shared human experience might lead to a more perseverant, empathetic, and practical approach to life's challenges in American society.
In our analysis of the poll "How to regulate your emotions" (by Nawal Mustafa [2]), we found an intriguing negative correlation that warrants closer examination:
-0.1866 between the When I feel ANXIOUS. I will focus on the present moment and take deep breaths to regulate my nervous system / Slightly Agree and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1514. This negative correlation of -0.1866 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1866 between slightly agreeing that focusing on the present moment and taking deep breaths regulates anxiety and the Turquoise stage offers intriguing insights when viewed through the lens of the Turquoise value system:
Organizational Perspective:
Companies operating within the Turquoise mindset might interpret this correlation as:
- An indication that conventional anxiety management techniques may be insufficient for addressing the complex, interconnected nature of stress in our modern world.
- An opportunity to explore more holistic, systems-based approaches to emotional regulation and well-being.
- A call to integrate emotional intelligence with broader ecological and social awareness.
These companies might respond by:
- Developing comprehensive well-being programs that address anxiety through multiple interconnected approaches, not just individual techniques.
- Implementing organizational practices that reduce systemic causes of anxiety rather than just treating symptoms.
- Creating spaces for collective emotional processing that acknowledge the interconnectedness of individual and global concerns.
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it as confirmation that emotional regulation requires a more holistic, interconnected approach.
- Interpreting it as a signal to explore how team dynamics and broader systemic factors contribute to anxiety.
- Seeing it as an opportunity to develop more integrative, collective practices for emotional well-being.
These teams might respond by:
- Implementing regular "systems check-ins" that explore how individual anxieties relate to team, organizational, and global dynamics.
- Developing collective mindfulness practices beyond individual techniques to address shared concerns and aspirations.
- Creating collaborative projects that simultaneously address both emotional well-being and broader social/environmental issues.
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their intuition that anxiety is deeply connected to broader systemic and ecological concerns.
- An opportunity to explore more holistic, interconnected approaches to personal emotional regulation.
- Motivation to integrate their individual emotional experiences with a larger sense of global consciousness.
These individuals might respond by:
- Developing personal practices that link individual emotional states to broader ecological and social awareness.
- Seeking out experiences that foster a sense of unity and interconnectedness with all living systems.
- Engaging in activities that simultaneously address personal anxiety and contribute to larger societal or environmental well-being.
This correlation, viewed through the Turquoise lens, suggests that as individuals progress towards the Turquoise stage, they may find conventional anxiety management techniques less satisfactory. This aligns with the Turquoise value system's emphasis on holistic thinking and recognition of the interconnectedness of all things.
Ultimately, this correlation speaks to the potential limitations of focusing solely on individual, present-moment techniques for managing complex emotional states like anxiety. As individuals and organizations develop more integrative, systems-oriented perspectives, they may seek more comprehensive approaches that address both personal and collective well-being.
This insight could be particularly relevant in our current global context, where individual anxieties are often deeply intertwined with broader societal and environmental concerns. The Turquoise perspective encourages us to consider how our emotional experiences might be connected to larger patterns and systems and how our approaches to well-being evolve to reflect this interconnectedness.
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/in/annavital
[2] https://www.linkedin.com/in/nawal-mustafa-84a90591
2024.07.21
Valerii Kosenko
בעל מוצר SaaS SDTEST®
ולרי הוסמכה כפדגוג חברתי-פסיכולוג בשנת 1993 ומאז מיישם את הידע שלו בניהול פרויקטים.
ולרי השיג תואר שני ואת ההסמכה למנהל פרויקטים ותוכניות בשנת 2013. במהלך תכנית התואר השני שלו, הוא הכיר את מפת הדרכים של הפרויקט (GPM Deutsche Gesellschaft für Projektmanagement e. V.) ו-Spiral Dynamics.
Valerii הוא המחבר של חקר אי הוודאות של V.U.C.A. מושג באמצעות דינמיקה ספירלית וסטטיסטיקה מתמטית בפסיכולוגיה, ו-38 סקרים בינלאומיים.
