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.
0.1715 between the Connect with Others and the Purple stage (Germany, two languages).
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.1034. This positive correlation of 0.1715 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1715 between connecting with others and the Purple stage in Germany 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:
- Validation of their traditional, community-centered approach to mental health.
- A sign that ancestral wisdom about the healing power of connection is being recognized.
- Confirmation that their ritual-based practices for fostering group bonds are beneficial.
These organizations might respond by:
- Implementing more community-oriented mental health practices that emphasize group healing rituals.
- Encouraging employees to participate in traditional gatherings and ceremonies for emotional support.
- Consulting with tribal elders or spiritual leaders to guide their mental health initiatives.
Team Perspective:
Teams operating from a Purple mindset might approach this correlation by:
- Viewing it as confirmation of the importance of tribal-like bonds within the team for mental well-being.
- Interpreting it as a call to strengthen team unity through shared rituals and traditions.
- Seeing it as an opportunity to deepen their collective spiritual practices for emotional support.
These teams might respond by:
- Establishing regular team rituals that foster a sense of belonging and shared identity.
- Creating sacred spaces within the workplace for team members to connect and support each other.
- Encouraging team members to share ancestral stories and wisdom as a form of emotional healing.
Individual Perspective:
Individuals aligned with the Purple value system might interpret this correlation as:
- Personal validation of their belief in the power of community and tradition for mental health.
- An opportunity to deepen their connections with family and tribal groups for emotional support.
- Confirmation that their adherence to ancestral practices contributes to their well-being.
These individuals might respond by:
- Seeking out more opportunities to participate in traditional community gatherings and rituals.
- Strengthening their ties with family and clan members as a primary source of mental health support.
- Embracing ancestral wisdom and spiritual practices for emotional healing and balance.
This correlation, viewed through the Purple lens, suggests that the emphasis on connecting with others aligns well with the Purple stage values of community, tradition, and spirituality. It implies that the Purple value system's characteristics of strong group identity and belief in ancestral wisdom may contribute positively to mental health practices, particularly in the German cultural context.
From this perspective, the correlation invites us to explore the interplay between traditional community bonds and mental well-being. It asks how ancient connection practices support mental health in modern Germany and what role shared spiritual or cultural identity plays in fostering emotional resilience.
Ultimately, this correlation speaks to the enduring power of communal bonds and traditional practices in supporting mental health. It reminds us that in the Purple worldview, especially within the German context, connecting with others is a social activity and a profoundly spiritual and healing practice rooted in ancestral wisdom.
In our analysis of the poll "Gender difference in building self-confidence" (by IFD Allensbach), we found an intriguing positive correlation that warrants closer examination:
0.1696 between the Good Looks and the Red stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1176. This positive correlation of 0.1696 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.1696 between Good Looks 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 emphasis on physical appearance to assert dominance and power.
- An opportunity to leverage good looks for competitive advantage in the marketplace.
- Justification for allocating resources to enhance the physical attractiveness of key personnel.
These organizations might respond by:
- Implementing appearance-based hiring practices to build a visually impressive workforce.
- Investing in image consultants and personal trainers for executives to boost their perceived power.
- Aggressively marketing the physical attractiveness of their leadership as a sign of organizational strength.
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing it as confirmation that good looks can be weaponized for team dominance.
- Interpreting it as a call to action to outshine rival teams through physical appearance.
- Seeing it as an opportunity to assert intra-team hierarchies based on looks.
These teams might respond by:
- Establishing appearance-based pecking orders within the team structure.
- Engaging in competitive grooming and fitness challenges to boost team image.
- Using good looks as a criterion for assigning high-visibility roles or tasks.
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their focus on physical appearance as a path to power and success.
- An opportunity to enhance their looks to gain advantages over others.
- Justification for their impulsive spending on appearance-enhancing products or procedures.
These individuals might respond by:
- Intensifying their focus on physical appearance through aggressive fitness regimens or cosmetic procedures.
- Using their good looks more overtly to manipulate situations to their advantage.
- Challenging others based on appearance to assert dominance in social or professional settings.
This correlation, viewed through the Red lens, suggests that the emphasis on good looks aligns well with the Red stage values of power, self-expression, and individualism. It implies that the Red value system's assertiveness, competitiveness, and desire for immediate gratification may be closely tied to perceptions of physical attractiveness.
Ultimately, this correlation speaks to the Red worldview's focus on external, visible markers of power and success. Good looks are perceived as a vital tool for achieving dominance and satisfying immediate desires for recognition and influence in Red-dominant environments.
This insight reminds us of the Red value system's tendency towards impulsive action and disregard for long-term consequences. It highlights the potential volatility of environments where physical appearance is closely tied to power structures and underscores the challenges of navigating such spaces for those who may not fit conventional standards of attractiveness.
In our analysis of the poll "Where would be your next most exciting opportunity?" we found an intriguing positive correlation that warrants closer examination:
0.7945 between the International Market leader and the Blue stage (Great Britain, English).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.5786. This positive correlation of 0.7945 meets the reliability criteria but does not necessarily imply causation.
This strong positive correlation of 0.7945 between viewing an International Market leader as the next most exciting opportunity and the Blue stage in Great Britain offers significant 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 structured, hierarchical approach to international expansion.
- A sign that adherence to established rules and traditions leads to global market leadership.
- Confirmation that their disciplined, duty-bound culture aligns with international success.
These organizations might respond by:
- Implementing more rigorous, standardized processes for international market entry.
- Emphasizing the importance of following established protocols in global operations.
- Reinforcing corporate values and codes of conduct across all international branches.
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing it as confirmation that their structured teamwork contributes to international success.
- Interpreting it as a call to maintain strict discipline and order in pursuit of global leadership.
- Seeing it as an opportunity to showcase their loyalty and dedication internationally.
These teams might respond by:
- Establishing clear hierarchies and roles for international projects.
- Implementing rigorous training programs focused on global best practices and protocols.
- Reinforcing team loyalty and commitment to organizational values in international contexts.
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their belief in following rules and traditions for career advancement.
- An opportunity to demonstrate their loyalty and discipline globally.
- Confirmation that adhering to moral codes and authority leads to international success.
These individuals might respond by:
- Seeking out opportunities to work within established international corporate structures.
- Focusing on developing a strong sense of duty and responsibility in global contexts.
- Aligning personal career goals with the organization's international expansion plans.
This correlation, viewed through the Blue lens, suggests that the emphasis on international market leadership aligns strongly with Blue stage values of order, rules, and tradition. It implies that the Blue value system's characteristics of discipline, loyalty, and adherence to established norms may be particularly well-suited to achieving global market dominance, especially in the context of Great Britain.
Ultimately, this correlation speaks to the Blue worldview's focus on order and structure as a path to success. In Blue-dominant environments, particularly in Great Britain, pursuing international market leadership is a natural extension of adhering to established rules and traditions.
This insight highlights the potential strengths of the Blue value system in navigating complex international markets, particularly the emphasis on consistency, reliability, and adherence to established protocols. It also underscores the importance of understanding and respecting local traditions and hierarchies when pursuing global market leadership, especially from a British perspective.
In our analysis of the poll "Why People Resist Change" (by Siobhán McHale [1]), we found an intriguing negative correlation that warrants closer examination:
-0.2126 between the Threatened job safety and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1696. This negative correlation of -0.2126 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.2126 between threatened job safety as a reason for resisting change 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:
- Evidence that Orange-oriented employees are less likely to resist change due to job safety concerns.
- An opportunity to promote change initiatives by appealing to Orange values of progress and efficiency.
- Justification for focusing on performance and results rather than job security when implementing changes.
These organizations might respond by:
- Framing organizational changes in terms of opportunities for growth and innovation.
- Implementing change management strategies that emphasize potential for individual advancement.
- Develop communication plans highlighting how changes align with market demands and technological progress.
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing it as confirmation that embracing change is a competitive advantage.
- Interpreting it as a call to focus on skill development and adaptability during transitions.
- Seeing it as an opportunity to lead change initiatives and demonstrate value to the organization.
These teams might respond by:
- Proactively propose and implement changes that improve efficiency and results.
- Encouraging team members to view change as a chance to showcase their problem-solving skills.
- Establishing metrics to measure and reward successful adaptation to changes.
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Personal validation of their willingness to embrace change for progress.
- An opportunity to differentiate themselves from colleagues who resist change due to job safety concerns.
- Confirmation that focusing on performance and results is more valuable than clinging to job security.
These individuals might respond by:
- Actively seeking out and volunteering for change initiatives within the organization.
- Investing in new skills and knowledge to stay ahead of organizational changes.
- Reframing threats to job safety as opportunities to demonstrate their value and adaptability.
This correlation, viewed through the Orange lens, suggests that individuals and organizations become less likely to resist change due to job safety concerns as they progress toward the Orange stage. This aligns with the Orange value system's emphasis on progress, efficiency, and results over stability and tradition.
Ultimately, this correlation speaks to the Orange worldview's focus on progress and achievement over stability. In Orange-dominant environments, the fear of job loss may be less of a barrier to change, as individuals are more likely to view change as an opportunity for personal and professional growth.
This insight could be particularly relevant for organizations undergoing digital transformations or other significant changes. The Orange perspective encourages framing these changes not as threats to job safety but as chances to innovate, improve efficiency, and achieve better results.
This correlation highlights the potential benefits of fostering a more Orange-aligned culture when implementing organizational changes. However, it raises important questions about managing change in diverse workforces where not all individuals or groups may share Orange values. From an Orange perspective, the key might lie in developing change management strategies that appeal to multiple value systems while emphasizing the rational benefits and opportunities inherent in the change process.
In our analysis of the poll "Meritocracy" (Does the organization provide equal career growth and development opportunities regardless of gender, race, or other personal characteristics?), we found an intriguing positive correlation that warrants closer examination:
0.4181 between the Does not provide opportunities and the Green stage (USA, 4 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.3959. This positive correlation of 0.4181 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.4181 between the perception that an organization does not provide equal opportunities and the Green stage in the USA 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:
- A call to action to address systemic inequalities within their structures and practices.
- Validation of their focus on inclusive, holistic approaches to career development.
- An opportunity to reimagine meritocracy through a lens of social justice and collective well-being.
These organizations might respond by:
- Implementing comprehensive diversity, equity, and inclusion initiatives beyond surface-level changes.
- Redesigning career development programs to account for diverse experiences and systemic barriers.
- Engaging in open dialogues with employees to understand and address perceived inequalities.
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing it as confirmation of the need for more collaborative, inclusive team dynamics.
- Interpreting it as a call to challenge traditional notions of merit and success within their team.
- Seeing it as an opportunity to foster a more supportive, empathetic team culture.
These teams might respond by:
- Implementing consensus-based decision-making processes for project assignments and promotions.
- Developing mentorship programs that prioritize underrepresented team members.
- Creating safe spaces for team members to share experiences of inequality and collectively brainstorm solutions.
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- Personal validation of their concerns about systemic inequalities in career development.
- An opportunity to advocate for more inclusive, holistic approaches to meritocracy.
- Motivation to engage in collective action to address perceived inequalities.
These individuals might respond by:
- Actively participating in or initiating employee resource groups focused on equity and inclusion.
- Seeking out diverse perspectives and experiences to broaden their understanding of systemic barriers.
- Advocating for transparent, inclusive hiring, promotion, and career development policies.
This correlation, viewed through the Green lens, suggests that individuals and organizations become more aware of and concerned about systemic inequalities in career opportunities as they progress toward the Green stage. This aligns with the Green value system's emphasis on community, inclusivity, and social justice.
Ultimately, this correlation speaks to the Green worldview's focus on addressing root causes of inequality and fostering a more inclusive society. In Green-dominant environments, there's a heightened awareness of the limitations of traditional meritocratic systems and a drive to create more equitable structures.
This insight could be particularly relevant in the USA, where discussions about systemic inequality and social justice are increasingly prominent. The Green perspective encourages us to move beyond simple equality of opportunity to consider equity of outcomes and the complex interplay of social, economic, and cultural factors that influence career development.
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:
-0.3267 between the Past and the Yellow stage (Netherlands, 3 languages).
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.1305. This negative correlation of -0.3267 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.3267 between living thinking about the past and the Yellow stage suggests that as individuals and organizations progress towards the Yellow stage, they become less fixated on past-oriented thinking in the Netherlands. This insight, when viewed through the Yellow value system lens, offers interesting perspectives:
Organizational Perspective:
Companies operating within the Yellow mindset in the Netherlands might interpret this correlation as:
- Validation of their forward-thinking, adaptive approaches to business.
- An opportunity to cultivate a more agile, future-oriented organizational culture.
- Confirmation of the value in transcending historical constraints for innovation.
These companies might respond by:
- Implementing strategic planning processes that prioritize future scenarios over historical trends.
- Developing leadership programs that cultivate future-oriented thinking and systemic innovation.
- Creating organizational narratives that emphasize potential and possibility rather than past achievements.
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Viewing it as confirmation of the benefits of focusing on present challenges and future opportunities.
- Interpreting it as a call to balance historical insights with innovative, forward-thinking approaches.
- Seeing it as an opportunity to develop more adaptive, future-oriented project methodologies.
These teams might respond by:
- Implementing brainstorming sessions that prioritize novel ideas over past solutions.
- Encouraging team members to practice "future-back" thinking in their work.
- Developing project methodologies that emphasize adaptability and innovation over historical precedent.
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Personal validation of their ability to focus on growth and future potential.
- An opportunity to cultivate a more future-oriented mindset for personal development.
- Motivation to engage with emerging trends and possibilities rather than dwelling on past experiences.
These individuals might respond by:
- Engaging in forward-thinking practices like scenario planning for personal and professional growth.
- Seeking out cutting-edge knowledge and experiences to stay ahead of trends.
- Developing personal growth strategies that prioritize future potential over past accomplishments.
The Netherlands is generally known for its progressive policies, innovation in areas like sustainable development, and openness to new ideas. These factors could contribute to an environment that fosters the Yellow stage thinking and a reduced fixation on the past.
This correlation suggests that the Yellow stage thinkers in the Netherlands may be particularly adept at navigating change and uncertainty by focusing on present realities and future possibilities rather than being constrained by past experiences. This could be especially relevant in addressing complex challenges like climate change adaptation, which the Netherlands faces due to its low-lying geography.
In our analysis of the poll "Real Freedom Is," we found an intriguing positive correlation that warrants closer examination:
0.2410 between the Co-creating reality with others in a spirit of love and compassion / Agree strongly and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1266. This positive correlation of 0.2410 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2410 between strongly agreeing with co-creating reality in a spirit of love and compassion and the Turquoise stage offers profound insights when viewed through the lens of the Turquoise value system:
Organizational Perspective:
Organizations operating within the Turquoise mindset might interpret this correlation as:
- Validation of their holistic approach to business that prioritizes interconnectedness and collective well-being.
- An opportunity to foster innovation through collaborative, compassionate practices that honor diverse perspectives.
- Confirmation of the importance of integrating spiritual and ecological consciousness into organizational culture.
These organizations might respond by:
- Implementing decision-making processes that consider the welfare of all stakeholders, including the environment.
- Designing products and services that contribute to global sustainability and human evolution.
- Cultivating leadership practices emphasizing empathy, systems thinking, and long-term planetary stewardship.
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it affirms their commitment to co-creative, heart-centered collaboration.
- Interpreting it as a call to deepen their practices of compassionate communication and collective intelligence.
- Seeing it as an opportunity to explore how love and compassion can drive innovation and problem-solving.
These teams might respond by:
- Integrating mindfulness and empathy exercises into their daily workflows.
- Embracing methodologies that honor the emergence and the wisdom of the collective.
- Seeking ways to align their work with broader ecological and social healing processes.
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their journey towards greater wholeness and interconnected awareness.
- An invitation to deepen their practice of co-creating reality through love and compassion.
- Confirmation of the link between personal evolution and collective consciousness shift.
These individuals might respond by:
- Engaging in practices that cultivate presence, compassion, and systemic awareness.
- Seeking opportunities to contribute to projects that foster global healing and transformation.
- Exploring ways to integrate their spiritual insights with practical action.
This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level recognize the profound interconnection between personal freedom, collective co-creation, and compassionate engagement. It implies that the Turquoise value system's characteristics of holistic thinking, integration of diverse perspectives, and concern for global well-being align with a strong agreement to co-create reality in a loving, compassionate manner.
Ultimately, this correlation speaks to the emergence of a more integrated, compassionate approach to shaping our collective reality. It reminds us that personal freedom and collective evolution are intrinsically linked in the Turquoise worldview, mediated by our capacity for love, compassion, and recognition of our fundamental interconnectedness with all life.
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/mchalesiobhan/
2024.07.28
וואַלעריי קאָסענקאָ
פּראָדוקט באַזיצער סאַס פּעט פּראָיעקט סדטעסט®
וואַלערי איז קוואַלאַפייד ווי אַ געזעלשאַפטלעך מאַונטאַגוע-סייקאַלאַדזשאַסט אין 1993 און זינט זיין וויסן אין פּרויעקט פאַרוואַלטונג.
וואַלעריי באקומען אַ בעל ס גראַד און די פּרויעקט און פּראָגראַם פאַרוואַלטער קוואַליפיקאַציע אין 2013. בעשאַס זיין האר ס פּראָגראַם, ער געווארן באַקאַנט מיט פּרויעקט ראָאַדמאַפּ (גפּם סעוץ Gesellschaft פֿאַר Projektmanagement E. V.) און ספּיראַליש דינאַמיק. V.) און ספּיראַליש דינאַמיק. V.) און ספּיראַליש דינאַמיק. V.) און ספּיראַליש דינאַמיק. V.) און ספּיראַליש דינאַמיק. V.) און ספּיראַליש דינאַמיק. V.) און ספּיראַליש דינאַמיק.
וואַלעריי גענומען פאַרשידן ספּיראַליש דינאַמיק טעסץ און געוויינט זיין וויסן און דערפאַרונג צו אַדאַפּט די קראַנט ווערסיע פון Sdtest.
וואַלעריי איז דער מחבר פון ויספאָרשן די אַנסערטאַנטי פון די V.U.C.C.A. באַגריף ניצן ספּיראַליש דינאַמיק און מאַטאַמאַטיקאַל סטאַטיסטיקס אין פּסיכאָלאָגיע, מער ווי 20 אינטערנאַציאָנאַלע פּאָללס.
