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 "How to regulate your emotions" (by Nawal Mustafa [1]), we found an intriguing positive correlation that warrants closer examination:
0.1972 between the When I feel ANXIOUS. I will focus on the present moment and take deep breaths to regulate my nervous system / Strongly Disagree and the Purple stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1367. This positive correlation of 0.1972 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1972 between strongly disagreeing with focusing on the present moment and taking deep breaths to regulate anxiety and the Purple stage offers profound insights when viewed through the lens of the Purple value system:
Organizational Perspective:
Organizations operating within the Purple mindset might interpret this correlation as:
- Validation of their reliance on traditional, spiritually-based methods for managing collective anxiety.
- An opportunity to reinforce the importance of group rituals and communal practices in maintaining emotional well-being.
- Justification for prioritizing ancestral wisdom and supernatural beliefs over modern, individualistic approaches to anxiety management.
These organizations might respond by:
- Implementing organization-wide rituals or ceremonies to ward off anxiety and invite protection from higher powers.
- Encouraging leaders to act as spiritual guides, providing talismans or conducting group prayers during times of stress.
- Investing in creating sacred spaces within the organization where members can connect with ancestral spirits for emotional support.
Team Perspective:
Teams operating from a Purple mindset might approach this correlation by:
- Viewing it as an affirmation of the team's role in providing emotional support through shared beliefs and practices.
- Interpreting it as a call to strengthen team bonds through communal anxiety-management rituals.
- Seeing it as an opportunity to deepen the team's connection to protective spirits or deities that watch over the group.
These teams might respond by:
- Developing team-specific rituals to be performed before stressful events or during anxious times.
- Cultivating a team culture that values seeking guidance from elders or spiritual leaders when facing anxiety.
- Engaging in collective storytelling practices reinforcing the team's ability to overcome anxiety through unity and faith.
Individual Perspective:
Individuals aligned with the Purple value system might interpret this correlation as:
- Personal validation of their reliance on traditional, spiritually-based methods for managing anxiety.
- An opportunity to deepen their connection to ancestral wisdom and supernatural forces for emotional support.
- Justification for seeking comfort in group belonging and shared beliefs rather than individual coping strategies.
These individuals might respond by:
- Seeking guidance from tribal elders or spiritual leaders when feeling anxious rather than practicing individual mindfulness techniques.
- Wearing protective amulets or performing personal rituals to ward off anxiety.
- Redefining their approach to anxiety management in terms of strengthening their connection to the group and its spiritual traditions.
This correlation, viewed through the Purple lens, suggests that those operating at the Purple level may not resonate with modern, individualistic approaches to anxiety management, such as mindfulness and deep breathing. Instead, they may find greater comfort and effectiveness in methods that align with their traditional beliefs and communal practices.
The Purple perspective reminds us that emotional regulation strategies are culturally bound and deeply influenced by worldviews. In societies and organizations where the Purple value system predominates, the concept of "regulating emotions" might be understood differently than in individualistic or rationalistic cultures. Here, emotional balance might be seen as a result of being in harmony with spiritual forces and fulfilling one's role within the group rather than as a skill to be developed through personal practices.
Ultimately, this correlation speaks to the profound influence of the Purple value system on approaches to mental health and emotional well-being. It suggests that anxiety management may be seen not as an individual responsibility but as a collective endeavor, deeply intertwined with spiritual beliefs and ancestral wisdom in Purple-dominated contexts.
0.0462 between the Effective negotiator and the Red stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0017. This positive correlation of 0.0462 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0462 between valuing effective negotiators in leadership 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 focus on power dynamics and dominance in organizational structures.
- An opportunity to leverage negotiation skills to assert organizational dominance in the market.
- Justification for prioritizing leaders who can aggressively pursue the organization's interests through forceful negotiation.
These organizations might respond by:
- Implementing training programs that focus on aggressive negotiation tactics and power plays.
- Rewarding leaders who secure advantageous deals through forceful negotiation, regardless of long-term consequences.
- Cultivating a corporate culture that celebrates "winning" negotiations at all costs.
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing it as an affirmation of the importance of having a strong, dominant negotiator to represent the team's interests.
- Interpreting it as a call to focus on internal power struggles to determine the most forceful negotiator within the team.
- Seeing it as an opportunity to assert the team's dominance over other teams or departments through aggressive negotiation tactics.
These teams might respond by:
- Engaging in competitive exercises to identify the team's most dominant and effective negotiators.
- Cultivating a team culture that values and rewards aggressive self-assertion in negotiations.
- Negotiation scenarios allow team members to prove their worth and climb the internal hierarchy.
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their aggressive and self-centered approach to negotiations.
- An opportunity to showcase their dominance and secure personal gains through forceful negotiation tactics.
- Justification for prioritizing their own desires and immediate gratification in negotiation scenarios.
These individuals might respond by:
- Aggressively pursuing negotiation opportunities to assert their dominance and climb the organizational ladder.
- Viewing every interaction as a negotiation to be won, regardless of the impact on relationships or long-term consequences.
- Seeking to develop a reputation as a feared and respected negotiator who always gets what they want.
This correlation, viewed through the Red lens, suggests that those operating at the Red level may see effective negotiation as a crucial tool for asserting dominance, securing personal or organizational gains, and demonstrating power. It implies that the Red value system's impulsiveness, self-centeredness, and desire for immediate gratification align with a particular view of "effective" negotiation.
The Red perspective reminds us that underlying value systems influence negotiation strategies and leadership styles. In environments where the Red value system predominates, negotiation skills might be prized not for their ability to create win-win scenarios but for their capacity to secure dominance and immediate gains.
This correlation challenges us to consider the implications of a Red-oriented approach to negotiation in team building and leadership. While it may lead to short-term wins and a sense of power, it could undermine long-term relationships, team cohesion, and sustainable success. It invites leaders to reflect on the balance between assertiveness and collaboration in negotiations and to consider how different approaches might impact team dynamics and organizational culture.
Ultimately, this correlation speaks to the Red value system's emphasis on power and self-assertion in all aspects of organizational life, including negotiation and team building. It suggests that effective negotiation might be seen less as a collaborative process and more as a battle to be won in Red-dominated contexts, with the spoils going to the most aggressive and dominant party.
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:
0.3971 between the Yes, I am ready to receive 5% less pay to work remotely (Netherlands, three languages) and the Blue stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.3289. This positive correlation of 0.3971 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.3971 between willingness to accept 5% less pay for remote work in the Netherlands and the Blue stage offers profound insights when viewed through the lens of the Blue value system:
Organizational Perspective:
Organizations operating within the Blue mindset might interpret this correlation as:
- Validation of their emphasis on duty, sacrifice, and commitment to organizational values over personal gain.
- An opportunity to reinforce the importance of orderly work arrangements that align with broader societal structures.
- Justification for implementing remote work policies that maintain organizational hierarchy and control while acknowledging employee preferences.
These organizations might respond by:
- Developing strict remote work policies emphasizing accountability, productivity metrics, and organizational norms.
- Implementing virtual oversight systems to ensure remote workers maintain proper work ethics and routines.
- Framing the pay reduction as a noble sacrifice for the organization's and society's greater good.
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing it as an affirmation of team members' commitment to duty and willingness to sacrifice for the collective good.
- Interpreting it as a call to establish clear rules and protocols for remote work to maintain team order and efficiency.
- Seeing it as an opportunity to reinforce team loyalty and shared values, even in a distributed work environment.
These teams might respond by:
- Developing rigorous schedules and communication protocols for remote work to maintain team discipline.
- Implementing virtual team rituals that reinforce shared values and commitment to organizational mission.
- Celebrating team members who exemplify dedication by accepting lower pay for remote work privileges.
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their willingness to sacrifice for the greater good and adhere to societal/organizational norms.
- An opportunity to demonstrate loyalty to their employer and commitment to traditional work values.
- Justification for embracing a work arrangement that better fulfills multiple duties (e.g., work, family, community).
These individuals might respond by:
- Viewing the pay reduction as a fair trade-off for the privilege of remote work, aligning with their sense of justice and order.
- Establishing strict personal routines and workspaces at home to maintain the sanctity and discipline of work.
- Seeking ways to demonstrate their continued loyalty and productivity to superiors, even in a remote setting.
This correlation, viewed through the Blue lens, suggests that those operating at the Blue level may see accepting lower pay for remote work as aligning with their values of duty, sacrifice, and adherence to established norms. It implies that the Blue value system's characteristics of order, discipline, and loyalty resonate with making a personal sacrifice for a perceived more fantastic excellent or organizational benefit.
The Blue perspective reminds us that underlying value systems influence attitudes toward work arrangements and compensation. In environments where the Blue value system predominates, the structure and discipline of traditional office work might be highly valued, making remote work seem like a privilege that warrants some trade-off.
This correlation challenges us to consider how traditional values of duty and sacrifice can be integrated with modern work trends. It invites leaders to reflect on maintaining order, discipline, and loyalty in remote work settings while adapting to changing workforce expectations.
Ultimately, this correlation speaks to the Blue value system's emphasis on stability, hierarchy, and sacrifice for the greater good. It suggests that in Blue-dominated contexts, the willingness to accept lower pay for remote work might be seen not as a compromise but as a demonstration of loyalty and commitment to organizational values.
In our analysis of the poll "Biggest problems facing my country," we found an intriguing negative correlation that warrants closer examination:
-0.1076 between the Racism and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.049. This negative correlation of -0.1076 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1076 between perceiving racism as the biggest problem and the Orange stage offers intriguing insights when viewed through the lens of the Orange value system:
Organizational Perspective:
Organizations operating within the Orange mindset might interpret this correlation as:
- Validation of their focus on meritocracy and performance-based systems over considerations of race or ethnicity.
- An opportunity to prioritize other challenges that more directly impact organizational efficiency and bottom-line results.
- Justification for emphasizing technological and scientific solutions to societal problems rather than addressing social issues like racism directly.
These organizations might respond by:
- Implementing "colorblind" policies that focus solely on measurable performance metrics.
- Investing in automation and AI to reduce human bias in decision-making processes.
- Prioritizing issues like technological innovation, market competition, or economic growth in their corporate social responsibility initiatives.
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing it as an affirmation of the effectiveness of merit-based team structures in minimizing racial issues.
- Interpreting it as a call to focus on objective, measurable team performance metrics rather than subjective social dynamics.
- Seeing it as an opportunity to leverage diversity for competitive advantage without explicitly addressing racism.
These teams might respond by:
- Implementing rigorous, data-driven performance evaluation systems that aim to eliminate subjective biases.
- Focusing team-building efforts on shared goals and achievements rather than cultural or racial understanding.
- Utilizing diverse team compositions to enhance problem-solving capabilities and market insights.
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Personal validation of their belief in individual merit and achievement over group identity.
- An opportunity to focus on personal growth and career advancement based on skills and results.
- Justification for prioritizing professional development and technological literacy over engaging with social issues like racism.
These individuals might respond by:
- Pursuing education and skill development in high-demand, technologically advanced fields.
- Seeking out workplaces and social environments that emphasize meritocracy and individual achievement.
- Focusing on personal branding and networking based on professional accomplishments rather than cultural or racial identity.
This correlation, viewed through the Orange lens, suggests that those operating at the Orange level may not perceive racism as the most pressing societal issue. It implies that the Orange value system's characteristics of rationality, meritocracy, and focus on measurable results may lead to a different prioritization of social problems.
The Orange perspective reminds us that underlying value systems deeply influence perceptions of societal problems. In environments where the Orange value system predominates, there might be a tendency to believe that economic and technological progress will naturally resolve social issues like racism.
This correlation challenges us to consider the strengths and limitations of an Orange approach to addressing racism. While the focus on meritocracy and objective measures can help create more equitable systems in some ways, it may also overlook the complex, systemic nature of racism and the importance of addressing implicit biases and historical inequities.
Ultimately, this correlation speaks to the Orange value system's emphasis on individual achievement, technological solutions, and objective metrics. It suggests that in Orange-dominated contexts, racism might be seen as less of a systemic issue and more as a problem that can be solved through rational policies, technological advancements, and a focus on individual merit.
In our analysis of the poll "The main priorities of job seekers," we found an intriguing negative correlation that warrants closer examination:
-0.0859 between the Career opportunities and the Green stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0618. This negative correlation of -0.0859 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.0859 between Career opportunities and the Green stage 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:
- Validation of their holistic approach to employee well-being beyond traditional career advancement.
- An opportunity to redefine success in terms of social and environmental impact rather than individual career progression.
- Justification for prioritizing collective growth and sustainable practices over hierarchical career structures.
These organizations might respond by:
- Implementing flexible, non-hierarchical structures that emphasize collaboration and shared decision-making.
- Developing programs that allow employees to rotate through different roles to gain diverse experiences and contribute more broadly.
- Measuring success through metrics of social impact, employee well-being, and ecological sustainability rather than traditional career milestones.
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing it as confirmation of their value on collective growth and shared purpose.
- Interpreting it as a call to foster a more inclusive and supportive team environment.
- Seeing it as an opportunity to explore innovative ways of recognizing and rewarding contributions beyond traditional promotions.
These teams might respond by:
- Implementing peer recognition systems that celebrate diverse contributions to team goals.
- Focusing on projects with clear social or environmental benefits, aligning team efforts with a broader purpose.
- Encouraging skill-sharing and mentoring within the team to promote collective learning and growth.
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- Personal validation of their desire for meaningful work that contributes to the greater good.
- An opportunity to seek roles that allow for personal growth and positive impact rather than vertical career progression.
- Justification for prioritizing work-life balance and community engagement over traditional career ambitions.
These individuals might respond by:
- Seeking opportunities for personal development that align with their values, such as sustainability training or community outreach programs.
- Propose and lead initiatives that enhance workplace inclusivity and environmental responsibility.
- Redefining their personal success metrics to include factors like work-life harmony, positive impact, and continuous learning.
This correlation, viewed through the Green lens, suggests that those operating at the Green level may be less motivated by traditional career opportunities due to their focus on holistic well-being, sustainability, and collective progress. It implies that the Green value system's characteristics of systems thinking, inclusivity and concern for global issues align with a shift away from conventional career priorities.
From this perspective, the correlation invites us to explore the evolving nature of work and success in a more conscious, interconnected world. It prompts us to ask: How can organizations create environments that nurture individual fulfillment and collective progress? What new professional development models might emerge that better align with Green values?
Ultimately, this correlation shows the complex relationship between human values and professional aspirations. It reminds us that in the Green worldview, the potential for meaningful impact and holistic well-being may outweigh considerations of traditional career advancement or hierarchical success.
In our analysis of the poll "Does ageism exist?" we found an intriguing positive correlation that warrants closer examination:
0.1168 between the Yes, ageism exists within my family and community and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0791. This positive correlation of 0.1168 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1168 between acknowledging ageism within family and community 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:
- An opportunity to leverage diverse age-related perspectives for innovative problem-solving.
- A call to create more age-inclusive environments that capitalize on intergenerational synergies.
- Validation of their complex systems approach to addressing societal issues like ageism.
These organizations might respond by:
- Implementing age-diverse task forces to tackle complex challenges, recognizing the unique insights each generation brings.
- Developing mentorship programs that facilitate bi-directional knowledge transfer between different age groups.
- Creating flexible work arrangements that accommodate employees' varying needs and preferences across all life stages.
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Viewing it as an invitation to explore the multifaceted nature of ageism within their collaborative dynamics.
- Interpreting it as a chance to enhance team adaptability through age-diverse perspectives.
- Seeing it as an opportunity to model transcendent approaches to age-related biases.
These teams might respond by:
- Facilitating open dialogues about age-related experiences and biases, promoting mutual understanding.
- Designing projects that explicitly require the integration of varied generational insights.
- Implementing decision-making processes that ensure all age groups have equal voice and influence.
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Personal validation of their capacity to recognize and navigate complex social dynamics like ageism.
- Provide an opportunity for deep self-reflection on their age-related biases and how these biases interact with their evolved worldview.
- Inspiration to serve as bridge-builders between different generations in their families and communities.
These individuals might respond by:
- Actively seeking out intergenerational relationships and experiences to broaden their perspective.
- Initiating community projects that bring together diverse age groups to solve local challenges.
- Developing personal practices to check and challenge their age-related assumptions continually.
The correlation doesn't necessarily imply that ageism is more prevalent in Yellow environments but rather that there's a greater capacity to perceive and acknowledge its existence. This heightened awareness could be a crucial first step in addressing and transcending age-related biases across all levels of society.
This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level may be more attuned to recognizing ageism due to their integrative and systems-oriented thinking. It implies that the Yellow value system's multi-perspective understanding and complex problem-solving characteristics align with a heightened awareness of subtle social dynamics like ageism.
From this perspective, the correlation invites us to explore the nuanced interplay between advanced cognitive frameworks and social awareness. It prompts us to ask How the Yellow capacity for integrative thinking contributes to recognizing systemic biases. What innovative approaches to addressing ageism might emerge from a Yellow worldview?
Ultimately, this correlation reveals the complex relationship between evolved value systems and social perception. It reminds us that the Yellow worldview may enhance the ability to recognize and navigate complex social issues like ageism. Still, this awareness comes with the responsibility to leverage this understanding for positive systemic change.
In our analysis of the poll "Factors that impact team effectiveness," we found an intriguing negative correlation that warrants closer examination:
-0.0700 between the Structure and clarity and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0582. This negative correlation of -0.0700 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.0700 between Structure and clarity 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:
- Validation of their fluid, interconnected approach to organizational dynamics.
- An opportunity to transcend traditional hierarchical structures in favor of more organic, adaptive systems.
- Confirmation that rigid clarity may impede the holistic integration of diverse perspectives and the natural emergence of solutions.
These organizations might respond by:
- Implementing flexible, self-organizing structures that allow for rapid adaptation to changing environmental and social needs.
- Fostering a culture of emergence, where solutions and innovations arise naturally from the organization's collective intelligence.
- Developing decision-making processes that integrate multiple stakeholder perspectives, including those of the broader ecosystem and future generations.
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it as an invitation to explore more intuitive and holistic ways of collaboration.
- Interpreting it as a sign of trust in the team's collective wisdom rather than relying on predefined structures.
- Seeing it as an opportunity to cultivate a more profound sense of interconnectedness that transcends the need for explicit clarity.
These teams might respond by:
- Embracing fluid role definitions that allow members to contribute based on their evolving capacities and the team's changing needs.
- Practicing deep listening and intuitive communication to align with the team's collective purpose without relying on formal structures.
- Engaging in regular practices that enhance systemic awareness and attunement to subtle group dynamics.
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their ability to navigate complexity and ambiguity without relying on external structure.
- An opportunity to deepen their trust in intuitive knowing and holistic perception.
- Inspiration to serve as catalysts for more fluid, emergent ways of working within their teams and organizations.
These individuals might respond by:
- Cultivating their capacity for systems thinking and holistic perception to navigate complex team dynamics intuitively.
- Initiating conversations about aligning the team with natural rhythms and ecological principles rather than imposed structures.
- Developing practices that enhance their ability to sense and respond to the subtle energies and needs of the team ecosystem.
This doesn't necessarily mean that Turquoise-operating entities discard entirely all forms of structure or clarity. Instead, they might redefine these concepts in more fluid, organic terms that allow for greater adaptability and resonance with the broader life ecosystem. The challenge and opportunity lie in maintaining coherence and effectiveness while embracing the complexity and interconnectedness inherent in the Turquoise perspective.
This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level may find traditional notions of structure and clarity less relevant or constraining. It implies that the Turquoise value system's characteristics of holistic integration, intuitive understanding, and trust in natural processes align with a reduced emphasis on explicit structure and clarity in team effectiveness.
From this perspective, the correlation invites us to explore more subtle and emergent forms of organization and collaboration. It prompts us to ask: How might teams and organizations operate when guided by deep ecological awareness rather than predefined structures? What new forms of clarity might emerge when we embrace the inherent interconnectedness of all team members and their broader context?
Ultimately, this correlation speaks to the evolving nature of human collaboration as consciousness develops. It reminds us that in the Turquoise worldview, effectiveness may arise more from a profound sense of unity and attunement to natural systems than from externally imposed structures and explicit clarity.
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/nawal-mustafa-84a90591
2024.09.22
Valerii Kosenko
Motsamaisi oa Motsamaisi oa Sas Pet Projeke ea Pedtest®
Valerii o ne a tšoaneleha joalo ka setsebi sa pelo ea sepakapaka ka 1993 mme ho tloha ha a sebelisitse tsebo ea hae tsamaisong ea morero.
Valerii o ile a fumana lengolo la master le projeka le mookameli oa lenaneo, o ile a tloaela lenaneo la projeke e. V.) le li-matla tsa spiral.
Valerii o nkile liteko tse fapaneng tsa spirals mme a sebelisa tsebo le boiphihlelo ba hae ba ho mamella mofuta oa hajoale oa sdtest.
Valerii ke mongoli oa ho hlahloba ho hloka botsitso ha v.u.c.a. Khopolo e sebelisang matla a matla a pediral le lipalo tsa lipalo ho Precchagy, lipolao tse fetang 20 tsa machaba.
