Seeking Deeper Understanding #046

SDTEST^® has 38 different VUCA polls that calculate the 13,643 correlation values between stages of development according to the theory of Spiral Dynamics and answer options of these 38 polls.

We invite curiosity about the systemic mechanisms behind this correlation. There may be hidden variables that provide alternative explanations.

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

-0.1028 between the Life of Distraction: Frequent interruptions or distractions that divert attention and hinder task completion / Strongly Applicable and the Purple stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0707. This negative correlation of -0.1028 meets the reliability criteria but does not necessarily imply causation. 

This negative correlation of -0.1028 between Life of Distraction and the Purple stage offers meaningful insights when viewed through the lens of the Purple value system:

Organizational Perspective:

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

1. Validation of their ritual-based, cyclical approach to work and time management
2. Confirmation that sacred traditions and communal rhythms protect against distractions
3. Evidence supporting their belief in the power of ancestral wisdom to maintain focus

These organizations might respond by:

• Strengthening ceremonial practices that mark different phases of work
• Implementing tribal-style leadership structures that maintain sacred order
• Creating dedicated spaces for ritual observances during work hours

Team Perspective:

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

1. Viewing it as an affirmation of their collective spiritual practices and shared traditions
2. Interpreting it as support for their belief in the protective power of group rituals
3. Seeing it as validation for prioritizing communal harmony over individual distractions

These teams might respond by:

• Establishing more regular team ceremonies to maintain focus
• Encouraging shared spiritual practices during work time
• Celebrating collective achievements through traditional rituals

Individual Perspective:

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

1. Personal validation of their adherence to ancestral wisdom and traditional practices
2. Evidence supporting their belief in the power of spiritual protection against chaos
3. Confirmation of the value they place on tribal belonging over individual impulses

These individuals might respond by:

• Actively participating in group rituals to maintain focus
• Viewing distractions as spiritual tests to be overcome through traditional practices
• Using ancestral wisdom to guide their daily work patterns

This correlation, viewed through the Purple lens, suggests that those operating at the Purple level may be less susceptible to distractions and interruptions in their work. It implies that the Purple value system's strong emphasis on tradition, ritual, and communal harmony provides natural protection against the scattered attention patterns common in modern work environments.

The reasons why Life of Distraction might be strongly not applicable in the Purple stage could include:

1. Sacred Time Management: Work is viewed as a sacred activity governed by ancestral rhythms
2. Ritual Protection: Regular ceremonies and rituals create protective boundaries against disruption
3. Collective Focus: A strong group identity helps maintain shared attention and purpose
4. Spiritual Structure: Traditional practices provide a stable framework for task completion
5. Ancestral Guidance: Belief in spiritual oversight helps maintain focus and dedication

This correlation prompts us to consider how traditional value systems might offer insights into managing modern attention challenges. It raises questions about the potential benefits of incorporating ritual and communal practices into contemporary work environments.

Ultimately, this correlation highlights the power of traditional spiritual practices in maintaining focused attention. Rather than seeing distractions as a modern inevitability, the Purple perspective suggests that ancient wisdom and communal rituals might offer valuable solutions to contemporary attention management challenges.

In our analysis of the poll "Gender difference in building self-confidence" (IFD Allensbach), we found an intriguing positive correlation that warrants closer examination:  

0.1217 between the Earnings and the Red stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1114. This positive correlation of 0.1217 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1217 between Earnings and the Red stage offers compelling insights when viewed through the lens of the Red value system:

Organizational Perspective:

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

1. Validation of their focus on individual achievement and personal power
2. Confirmation that financial success is a key driver of self-confidence and status
3. Evidence supporting their belief that earnings are a critical measure of personal worth

These organizations might respond by:

• Creating competitive compensation structures that reward top earners
• Emphasizing individual bonuses and perks over team-based incentives
• Promoting leaders who can maximize personal earnings and assert dominance

Team Perspective:

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

1. Viewing it as an affirmation of their belief in the importance of individual talent and effort
2. Interpreting it as support for their culture of internal competition and self-promotion
3. Seeing it as validation for prioritizing quick financial gains over long-term collaboration

These teams might respond by:

• Fostering a highly competitive environment where team members vie for the highest earnings
• Celebrating individual successes and material displays of wealth as markers of status
• Encouraging team members to leverage their earnings to gain power and influence

Individual Perspective:

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

1. Personal validation of their drive for financial success and self-aggrandizement
2. Evidence supporting their belief that earnings are a key source of self-confidence and respect
3. Confirmation of the value they place on asserting their dominance through material wealth

These individuals might respond by:

• Aggressively pursuing higher earnings as a means of building their sense of self-worth
• Using their financial status as a tool to exert power and influence over others
• Viewing their earnings as a reflection of their personal strength and superiority

This correlation, viewed through the Red lens, suggests that those operating at the Red level strongly associate earnings with self-confidence. It implies that the Red value system's focus on power, self-expression, and immediate gratification aligns with the belief that financial success is a crucial driver of personal worth and status.

The reasons why Earnings might be significant in building self-confidence in the Red stage could include:

1. Personal Power: Earnings provide a tangible measure of one's ability to assert dominance and control
2. Status and Respect: Financial success is seen as a way to command respect and admiration from others
3. Immediate Gratification: Earnings allow for the quick acquisition of material possessions and luxuries
4. Self-Aggrandizement: Earnings are viewed as a reflection of one's personal talents and worth
5. Competitive Advantage: Higher earnings can be leveraged to gain power and influence over others

This correlation prompts us to consider how different value systems approach the relationship between financial success and personal confidence. It raises questions about the potential drawbacks of an overly narrow focus on earnings as a primary source of self-worth.

Ultimately, this correlation highlights the Red value system's deep-seated belief in the power of earnings to shape self-confidence and personal identity. It underscores the need to consider more holistic approaches to cultivating healthy self-esteem that go beyond material success.

In our analysis of the poll "XING's culture assessment" (Strategic direction (terrible). Imagine a terrible employer - which aspects do you dislike the most?), we found an intriguing positive correlation that warrants closer examination:  

0.1690 between the Company lacks clear processes and the Blue stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1603. This positive correlation of 0.1690 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1690 between "Company lacks clear processes," and the Blue stage offers meaningful insights when viewed through the lens of the Blue value system:

Organizational Perspective:

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

1. Validation of their belief in the importance of clearly defined rules, procedures, and hierarchies
2. Confirmation that a lack of structured processes reflects a disorganized, undisciplined work environment
3. Evidence supporting their conviction that a strong moral code and chain of command are essential for success

These organizations might respond by:

• Implementing rigorous policies, protocols, and documentation to eliminate ambiguity
• Reinforcing a top-down, authoritarian leadership structure to ensure compliance
• Communicating a clear, uncompromising set of values and expectations for all employees

Team Perspective:

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

1. Viewing it as an affirmation of their need for well-defined roles, responsibilities, and reporting lines
2. Interpreting it as support for their preference for predictable, standardized ways of working
3. Seeing it as validation for prioritizing adherence to rules and procedures over flexibility or creativity

These teams might respond by:

• Establishing detailed job descriptions, performance metrics, and decision-making processes
• Reinforcing a strict chain of command and escalation protocols for resolving conflicts
• Resisting changes or deviations from established practices, even if they might improve efficiency

Individual Perspective:

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

• Personal validation of their belief in the virtues of order, discipline, and conformity
• Evidence supporting their conviction that moral absolutes and authority figures must be respected
• Confirmation of the value they place on loyalty, duty, and unquestioning obedience to the system

These individuals might respond by:

• Voicing strong disapproval of any perceived lapses in organizational structure or leadership
• Actively working to enforce and perpetuate the established rules, norms, and power dynamics
• Viewing a lack of clear processes as a moral failing that threatens the stability and integrity of the organization

This correlation, viewed through the Blue lens, suggests that those operating at the Blue level place a high value on clear, structured organizational processes. It implies that the Blue value system's emphasis on order, hierarchy, and traditional authority aligns with a deep-seated aversion to ambiguity, chaos, or a perceived lack of procedural clarity.

The reasons why a cheerful effect on others might not be seen as a positive attribute at the Blue stage could include:

1. Moral Absolutism: Cheerfulness could be viewed as a frivolous distraction from the grave, solemn duties and responsibilities of work.
2. Conformity: A cheerful, non-conformist demeanor might be seen as a threat to the organization's established order and discipline.
3. Chain of Command: Excessive cheerfulness could be interpreted as challenging the authority and gravitas of those in leadership positions.
4. Duty-Bound Mindset: Employees are expected to approach their work with earnest dedication, not casual levity.
5. Tradition-Focused: Maintaining a somber, traditional tone is prioritized over expressing positive emotions that might be seen as unprofessional or disruptive.

This correlation makes us consider how different value systems shape perceptions of desirable workplace behaviors and attitudes. It raises questions about the potential trade-offs between organizational efficiency, individual expression, and team morale.

Ultimately, this correlation highlights the Blue value system's deep-seated preference for clear, structured processes and its potential discomfort with perceived organizational discipline or decorum lapses. It underscores the need to balance the benefits of order and stability with the possible drawbacks of rigid, rule-bound cultures.

In our analysis of the poll "Empathy is," we found an intriguing negative correlation that warrants closer examination:  

-0.1530 between the Feeling overwhelmed by others' tragedy / Strongly Disagree and the Orange stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0686. This negative correlation of -0.1530 meets the reliability criteria but does not necessarily imply causation.

This negative correlation of -0.1530 between "Strongly Disagree" with "Empathy is feeling overwhelmed by others' tragedy" and the Orange stage when accounting for the double negative, actually indicates that Orange value system holders tend to AGREE that empathy involves feeling overwhelmed by others' tragedy. This requires a significantly different interpretation:

Organizational Perspective:

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

1. Recognition that even rational systems must account for the overwhelming nature of genuine empathy
2. Acknowledgment that high-achieving organizations experience intense emotional responses
3. Evidence that success-driven cultures may amplify emotional sensitivity to others' situations

These organizations might respond by:

• Developing systematic support systems for managing intense emotional responses
• Creating metrics-driven programs to monitor and support emotional wellbeing
• Implementing evidence-based protocols for handling overwhelming empathetic responses

Team Perspective:

Teams operating from an Orange mindset might approach this correlation by:

1. Acknowledging that high-performance teams experience intense empathetic responses
2. Recognizing that goal-driven environments may amplify emotional sensitivity
3. Understanding that rational approaches don't preclude overwhelming emotional experiences

These teams might respond by:

• Establishing scientific frameworks for managing intense emotional responses
• Creating data-driven support systems for team emotional processing
• Implementing structured debriefing sessions after emotionally challenging situations

Individual Perspective:

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

1. Validation that achievement-oriented people experience deep, empathetic responses
2. Recognition that rational thinking doesn't prevent emotional overwhelm
3. Understanding that success may heighten sensitivity to others' tragedies

These individuals might respond by:

• Developing systematic methods to process intense emotional responses
• Seeking evidence-based approaches to manage overwhelming empathy
• Using scientific frameworks to understand and cope with deep emotional reactions

This correlation, viewed through the Orange lens, suggests that those operating at the Orange level experience more intense empathetic responses, possibly due to their heightened awareness and analytical nature.

The reasons why feeling overwhelmed by others' tragedy might be expected in the Orange stage could include:

1. Analytical Nature: A deep understanding of situations may lead to more intense emotional responses
2. Achievement Focus: High standards for self may extend to emotional engagement
3. Systematic Thinking: Comprehensive analysis of situations may amplify emotional impact
4. Performance Orientation: Desire for excellence may increase sensitivity to others' failures
5. Metric-Driven Mindset: Detailed awareness may intensify emotional responses

This correlation prompts us to reconsider assumptions about rationality and emotional response. It suggests that analytical, achievement-oriented individuals may experience more intense empathetic responses, not fewer.

Ultimately, this correlation highlights that Orange-dominant environments, despite their rational approach, may foster deeper emotional responses to others' tragedies, challenging the notion that rational thinking diminishes emotional sensitivity.

In our analysis of the poll "Real Freedom Is," we found an intriguing positive correlation that warrants closer examination:  

0.1237 between the Found in being strong and powerful, able to dominate others / Disagree strongly, and the Green stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1075. This positive correlation of 0.1237 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.1237 between "Disagree strongly" with "Real freedom is found in being strong and powerful, able to dominate others" and the Green stage aligns perfectly with the Green value system's emphasis on community, collaboration, and collective well-being:

Organizational Perspective:

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

1. Validation of their commitment to collaborative rather than hierarchical power structures
2. Confirmation that true organizational freedom comes through mutual empowerment
3. Evidence supporting their belief in sustainable, inclusive organizational practices

These organizations might respond by:

• Implementing more participatory decision-making processes
• Developing systems that measure collective well-being and shared success
• Creating frameworks for distributed leadership and shared responsibility

Team Perspective:

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

1. Viewing it as an affirmation of their focus on consensus-building and collective growth
2. Interpreting it as support for non-hierarchical team structures
3. Seeing it as validation for prioritizing emotional safety and inclusive practices

These teams might respond by:

• Establishing more collaborative problem-solving approaches
• Creating spaces for all voices to be heard equally
• Developing metrics that measure collective success rather than individual achievement

Individual Perspective:

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

1. Personal validation of their commitment to collaborative rather than competitive approaches
2. Evidence supporting their belief in the power of community over individual dominance
3. Confirmation that personal freedom comes through connection rather than control

These individuals might respond by:

• Actively seeking opportunities to support and empower others
• Viewing success through the lens of collective achievement
• Developing skills in facilitation and consensus-building

This correlation, viewed through the Green lens, suggests that those operating at the Green level fundamentally reject the notion that freedom comes through dominance. It implies that the Green value system's emphasis on community, ecology, and collective well-being leads to a different understanding of freedom.

The reasons why domination-based freedom might be rejected in the Green stage could include:

1. Holistic Perspective: Understanding that true freedom requires collective liberation
2. Systems Thinking: Recognition that domination creates systemic instability
3. Ecological Awareness: Understanding that dominance patterns are unsustainable
4. Social Justice: Recognition that power-over approaches perpetuate inequality
5. Community Focus: Understanding that true freedom emerges through connection

This correlation prompts us to consider how different value systems conceptualize freedom. It raises questions about the relationship between power, freedom, and community well-being, particularly in contexts where sustainable, long-term solutions are crucial.

Ultimately, this correlation highlights the Green value system's fundamental rejection of domination-based power structures, favoring more collaborative, inclusive approaches to freedom and empowerment. It suggests that freedom is found not in the ability to dominate others but in the capacity to create conditions where all can thrive together.

In our analysis of the poll "What is essential for IT specialists in choosing a job offer?" we found an intriguing positive correlation that warrants closer examination:  

0.2269 between the Your job specialty - Data Science and the Yellow stage.

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2095. This positive correlation of 0.2269 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.2269 between Data Science as a job specialty and the Yellow stage offers fascinating insights when viewed through the lens of the Yellow value system's integrative, complex-systems approach:

Organizational Perspective:

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

1. Validation of Data Science's role in understanding and navigating complex adaptive systems
2. Confirmation that data-driven insights can bridge multiple perspectives and value systems
3. Evidence supporting their belief in integrating quantitative and qualitative approaches

These organizations might respond by:

• Developing data science initiatives that address systemic, multi-level challenges
• Creating frameworks that combine scientific rigor with ethical considerations
• Implementing data strategies that account for emergent properties and complex interactions

Team Perspective:

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

1. Viewing it as confirmation of data science's role in transcending traditional boundaries
2. Interpreting it as support for integrating multiple knowledge domains
3. Seeing it as validation for using data to understand complex human systems

These teams might respond by:

• Establishing cross-functional approaches that combine technical and human insights
• Creating spaces where data science can inform systemic understanding
• Developing metrics that capture both quantitative and qualitative complexity

Individual Perspective:

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

1. Personal validation of their choice to use data science for systemic understanding
2. Evidence supporting their belief in integrating multiple ways of knowing
3. Confirmation of data science's role in personal and collective evolution

These individuals might respond by:

• Actively seeking opportunities to apply data science to complex challenges
• Viewing their role as bridging technical expertise with systemic wisdom
• Using data insights to facilitate emergence and adaptation

This correlation, viewed through the Yellow lens, suggests that Data Scientists operating at this level understand their role as integrators of multiple perspectives and facilitators of systemic understanding. This relationship indicates that Data Scientists operating at the Yellow level may be uniquely positioned to help organizations and individuals navigate complexity while maintaining awareness of multiple perspectives and systemic implications.

The reasons why Data Science might align with the Yellow stage could include:

1. Systems Thinking: Data Science naturally deals with complex, interconnected systems
2. Integration Capability: The field requires combining multiple disciplines and perspectives
3. Emergence Recognition: Data Scientists work with emergent patterns and properties
4. Adaptive Learning: The field requires continuous adaptation and evolution
5. Holistic Approach: Data Science combines technical skills with a broader contextual understanding

This correlation makes us consider how different value systems approach data and knowledge. It raises questions about the role of data science in facilitating evolutionary development, particularly in contexts where complex adaptive challenges require integrated solutions.

Ultimately, this correlation highlights Data Science's potential as a bridge between different ways of knowing and understanding. In Yellow-dominant environments, data science might be seen as a technical discipline and a tool for learning and facilitating human and systemic evolution.

In our analysis of the poll "Characteristics of a talented employee" (by TMI [1]), we found an intriguing positive correlation that warrants closer examination:  

0.2466 between the How many years of experience a person has in a management position and the Turquoise stage. 

The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1608. This positive correlation of 0.2466 meets the reliability criteria but does not necessarily imply causation.

This positive correlation of 0.2466 between "How many years of experience a person has in a management position" and the Turquoise stage offers intriguing insights when viewed through the lens of the Turquoise value system's holistic, integrative, and ecological mindset:

Organizational Perspective:

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

1. Validation of their commitment to developing long-term, experienced leaders who can navigate complex, interconnected challenges
2. Confirmation that management experience provides the systemic understanding required to lead in Turquoise-aligned organizations
3. Evidence supporting their belief in the value of patience and perseverance in achieving sustainable, harmonious outcomes

These organizations might respond by:

• Implementing leadership development programs that emphasize systems thinking and interdisciplinary expertise
• Creating organizational structures and incentives that reward long-term, holistic decision-making over short-term gains
• Fostering a culture that values continuous learning, adaptability, and a willingness to tackle complex, multi-faceted problems

Team Perspective:

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

1. Viewing it as an affirmation of their need for tenured, well-rounded leaders who can guide the team through evolving, interconnected challenges
2. Interpreting it as support for their focus on building comprehensive, versatile skillsets rather than narrow specialization
3. Seeing it as validation for their emphasis on collaborative, consensus-driven decision-making processes that leverage diverse perspectives

These teams might respond by:

• Developing mentorship programs that pair novice team members with experienced leaders
• Implementing job rotation and cross-training initiatives to broaden individual and collective capabilities
• Establishing decision-making frameworks that prioritize systemic impact over short-term, siloed objectives

Individual Perspective:

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

1. Personal validation of their commitment to long-term, holistic growth and development as leaders
2. Evidence supporting their belief in the importance of cultivating diverse expertise and the ability to see the "big picture"
3. Confirmation that patience, perseverance, and a willingness to tackle complex challenges are essential for effective leadership in Turquoise-aligned contexts

These individuals might respond by:

• Actively seeking out opportunities to expand their knowledge and experience across multiple domains
• Viewing their management roles as platforms for facilitating systemic transformation and fostering harmony between human and natural systems
• Developing a deep sense of personal responsibility for the well-being of their teams, organizations, and the broader ecosystem

This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level highly value long-term, experienced leadership that can navigate the interconnected, complex challenges facing organizations, teams, and individuals.

The reasons why "How many years of experience a person has in a management position" might correlate positively with the Turquoise stage could include:

1. Systemic Understanding: Extensive management experience enables a deeper comprehension of the intricate, interdependent systems at play
2. Holistic Perspective: Long-tenured leaders are more likely to develop a holistic worldview that recognizes the complex web of relationships and implications
3. Adaptive Capacity: Seasoned managers have had more opportunities to navigate change, uncertainty, and emergent phenomena
4. Ecological Sensitivity: Experienced leaders are more attuned to the impact of their decisions on the broader ecosystem, both human and natural
5. Patience and Perseverance: Turquoise-aligned individuals are willing to invest the time and effort required to achieve sustainable, harmonious outcomes

This correlation prompts us to consider the value of long-term, integrative leadership in organizations, teams, and individual development. It raises questions about the role of experience, systems thinking, and ecological awareness in driving meaningful, lasting change.

Ultimately, this correlation highlights the Turquoise value system's emphasis on cultivating leaders who can navigate the complexities of the modern world with a deep sense of responsibility, compassion, and a commitment to the well-being of all.

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/

Valerii Kosenko

Produit Besëtzer SaaS SDTEST®

De Valerii gouf 1993 als Sozialpädagog-Psycholog qualifizéiert an huet zënterhier säi Wëssen an der Projektmanagement applizéiert.
De Valerii krut e Masterstudium an d'Qualifikatioun vum Projet a Programmmanager am Joer 2013. Während sengem Masterprogramm huet hie sech mam Project Roadmap (GPM Deutsche Gesellschaft für Projektmanagement e. V.) a Spiral Dynamics vertraut.
Valerii ass den Auteur fir d'Onsécherheet vun der V.U.C.A. Konzept mat Spiral Dynamik a mathematesch Statistiken an der Psychologie, an 38 international Ëmfroen.