SDTEST® has 33 different VUCA polls that calculate the 12,299 correlation values between stages of development according to the theory of Spiral Dynamics and answer options of these 33 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 "Are you ready to receive less pay to work remotely?", we found an intriguing positive correlation that warrants closer examination:
0.0952 between the Yes, I am ready to receive 5% less pay to work remotely and the Purple stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0645. This positive correlation of 0.0952 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0952 between being open to taking less pay for remote work and alignment with the Purple value system offers profound insights into the deeper spiritual and communal perspectives at play.
Individual Perspective:
For those operating firmly in the Purple frequency, trading personal financial gain for more autonomy and freedom resonates with ancient wisdom - that material wealth alone does not determine fulfillment. There is an understanding that one's role and purpose extend far beyond the individualistic pursuit of money into service of something more significant than the self. The positive correlation suggests those in this state can perceive work-life integration not just as a transactional arrangement but as a pathway towards achieving greater harmony and balance with the world's natural rhythms.
Team Perspective:
From the Purple standpoint, a team is a sacred vessel for elevating shared mythology, rituals, and a collective spiritual journey. The positive correlation indicates teams grounded in this frequency view remote work's disruption of typical office norms as an opportunity to transcend fragmented individual identities in favor of a more holistic, integrated approach to their purpose. There may be wisdom in the fact that geography need not constrain a team's cohesive alignment and ability to embody their shared mythic narrative.
Organizational Perspective:
Organizations embracing Purple operate as symbolic representations of a timeless spiritual heritage and communal roots. The positive correlation suggests that people see something beyond just business objectives - the organization as a living system and a shared covenant with humanity and the natural world. For such organizations to offer remote work opportunities reflects the faith that their core identity, values, and sacred duties can transcend physical boundaries and conventional industrial norms.
At its core, this correlation reveals how those immersed in Purple perceive choices around where and how to contribute through work in radically different ways from conventional logic. Work is recognized as sustaining holistic alignments with the deeper interconnected patterns of Nature itself—not just for material gain but for preserving profound interconnections across the cosmic, communal, and individual levels. Wisdom is in truly making decisions with the mind and the collective soul.
In our analysis of the poll "Trust" (by WVS), we found an intriguing positive correlation that warrants closer examination:
0.2081 between the Need to be very careful with most people and the Red stage.
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.0027. This positive correlation of 0.2081 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2081 between a heightened need to be very careful with most people and resonance with the Red value system exposes some primal truths about the role of power, self-interest, and skeptical vigilance in an unfettered world.
Individual Perspective:
Those operating from the Red frequency tend to move through life as lone unchained forces, beholden to none but their instinctual drives. This correlation suggests that at an individual level, the Red psyche innately understands that an "every man for himself" paradigm necessitates pure skepticism toward others' motives. In this radically self-sovereign state, unvarnished authenticity demands assuming a defensive posture - the only certainty is that everyone else is likewise out for themselves. Trust is a luxury ill-afforded to the brazen individualist.
Team Perspective:
Red team dynamics tend to be feral, continually renegotiated hierarchies based on displayed dominance and strength. This correlation may signify that red teams can only maintain cohesive momentum by cultivating inherent distrust and mutual scrutiny between members. A pack of lone wolves provisionally sharing the same territory, their allegiance is always tentative, contingent on each individual's ability to create value. An ethos of pervasive skepticism allows these insular teams to remain agile while rooting out any perceived weakness.
Organizational Perspective:
Enterprises grounded in Red values tend to be intense, hyper-competitive endeavors marked by constant power plays and Darwinian corporate staff "cullings." This positive correlation suggests embracing a fundamental need for continual vigilance is the normative path to longevity and influence in these environments. Whether sizing up colleagues as potential threats or doubting partners' intentions, the primal suspicion represented by this correlation is the source code ensuring the organizational survival of the hungriest.
At its core, this correlation lays bare the Red truth that in a realm where only unfettered self-interest and ruthless ambition hold sway, success paradoxically requires assuming an innate distrustfulness of anyone and everyone around you. It is the epistemology of the primal, whereby skepticism, however self-limiting, ensures one's ability to remain aggressively poised to pounce on any opportunity for maximum utility. Trust is a liability; distrust is the ultimate power move.
In our analysis of the poll "Characteristics of a talented employee" (by Talent Management Institute [1]), we found an intriguing positive correlation that warrants closer examination:
0.2636 between the Effective communication and the Blue stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2459. This positive correlation of 0.2636 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2636 between valuing effective communication and alignment with the Blue value system offers fascinating insights into how the yearning for order, hierarchy, and moral authority manifests across individual, team, and organizational contexts.
Individual Perspective:
For those anchored in Blue consciousness, clear and effective communication is not just a pragmatic skill but a sacred duty upholding the sanctity of rules, roles, and respect for the chain of command. This correlation suggests individuals at this level find profound meaning in the disciplined mastery of sanctioned communication protocols and modes of expression befitting their appointed station. Their voice takes on hallowed, ritualistic overtones as conduits for conveying the edicts, orthodoxies, and celestial language of whichever institution or deity they serve.
Team Perspective:
Blue team dynamics tend to be hierarchical, with communication flowing vertically through formalized reporting lines and official channels. This positive correlation may signify that high-functioning Blue teams have codified immutable standards for "effective" communication in upholding their shared doctrine and purpose. Members communicate to collaborate and continually renew their sacred oaths through ritualized invocations, oratory traditions, and strict deference to established processes for voicing assent or objectives from each respective tier.
Organizational Perspective:
Enterprises grounded in Blue values essentially function as highly ritualized, doctrine-promulgating institutions with rigid codes defining acceptable communication practices. This correlation suggests that within their cultural DNA lies a prioritization of developing members' capacities for sacred oration, consecrated rhetoric, and faithfully upholding sanctified modes of information flow. Effective communication is not merely operational but integral to institutionally encoding and indoctrinating the One True Word that defines their existence.
This intriguing correlation lays bare the hallowed role of communication in value systems rooted in absolutist belief structures, fundamentalist ideologies, and uncompromising dogmas. For the Blue frequency, communication is not mundane but a consecrated rite perpetuating the mythological, authoritative essence binding the collective. Each communication bears the imprimatur of the sacred whole.
-0.1024 between the Sent employees on unpaid vacations and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0566. This negative correlation of -0.1024 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1024 between companies embracing unpaid furloughs and association with the Orange value system reveals insights into the pragmatic, results-driven mindset characterizing this rational frequency.
Individual Perspective:
The archetypal Orange individual is driven by ambition, self-reliance, and a meritocratic mindset. Unpaid leave represents an unproductive state, threatening their performance-oriented identity and desire for measurable accomplishments. This negative correlation suggests that from the Orange individual's pragmatic vantage point, forcing talented personnel into uncompensated idleness violates core tenets of efficiency, contribution, and rational resource allocation.
Team Perspective:
High-performing Orange teams operate as finely-tuned, cross-functional units meticulously calibrated for sustained output. This negative correlation may signify that such teams resist disruptions to their productive workflows and carefully balanced labor dynamics. Unpaid downtime represents an existential threat to their purpose as force multipliers generate measurable results. Their raison d'etre revolves around continually optimizing their capability to create value.
Organizational Perspective:
Corporations anchored in the Orange paradigm instinctively abhor intentional reductions of productive capacity. The negative correlation suggests Orange companies are less likely to send employees on unpaid vacations, which could decrease productivity and undermine their goal-oriented mindset. This correlation exposes a fundamental conflict - embracing unpaid furloughs contradicts Orange beliefs that technological mastery, calculated resource allocation, and systematic rigor fuel ever-escalating growth and abundance.
At its core, this bold negative correlation lays bare the quintessential Orange ethos - the unshakable conviction that rigorous empiricism, structured problem-solving, and scalable reductionism can ultimately overcome any constraints.
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:
-0.1661 between the When I feel OVERWHELMED. I will write down what I need to get done and focus on one task at a time based on importance / Slightly Disagree and the Green stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1642. This negative correlation of -0.1661 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1661 between Green values and the prescribed technique of serially tackling tasks betrays a more profound tension. Let's show it from three perspectives.
Individual Perspective:
For those oriented toward the Green wavelength, singular task focus during overwhelming periods may feel disconnected from their drive for integrated wholeness. This correlation suggests Greens are more inclined to adopt panoramic, present-moment coping strategies that honor all aspects of their being - cognitive, emotional, spiritual, and bodily. Compartmentalizing tasks could neglect the very sources of overwhelm.
Team Perspective:
Teams operating from Green values like unity, consensus-building, and systems-thinking may view fractionalizing overwhelming situations into single-task siloes as overly reductive. The negative correlation implies Green teams prefer addressing feelings of being overwhelmed through collaborative dialogue, harnessing the diversity of perspectives, and co-creating holistic solutions that account for all variables.
Organizational Perspective:
Companies embracing the Green paradigm prioritize holistic well-being, sustainability, and cooperative communities over rigid linear processes. This negative correlation suggests Green organizations are less likely to endorse coping with overwhelm by hyper-focusing on tasks in isolation. Instead, they may favor more integrative approaches that honor the interconnected roots of stress, like fostering supportive cultures, work-life balance, and addressing systemic strains collectively.
In our analysis of the poll "The main priorities of job seekers," we found an intriguing negative correlation that warrants closer examination:
-0.0665 between the Financial stability of the employer and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0639. This negative correlation of -0.0665 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.0665 shows some potential insights reflecting different perspectives on the negative correlation between prioritizing an employer's financial stability and association with the Yellow value system:
Individual Perspective:
Those operating from the rareified Yellow altitude prioritize continual growth over static security sources. This correlation suggests that for the quintessential Yellow individual, an employer's financial position is merely one data point in a rich calculus driving their trajectory. They likely focus more on holistic factors like purpose alignment, mastery pathways, and the chance to engage their full complexity.
Team Perspective:
High-performing Yellow teams epitomize the ability to hold multiple perspectives simultaneously. The negative correlation may signify that such teams don't prioritize any single factor, like financial stability, when evaluating an employer's fit. Instead, they take an integrative approach, weighing intricate intersections of mission, culture, growth opportunities, and impact to optimize for their unique needs and values.
Ultimately, this negative correlation exposes a fundamental reorientation toward what constitutes proper "stability" at the Yellow level. Rather than equating it with financially crystallized positions, the integrative Yellow lens perceives dynamism and evolutionary potential as the core drivers of antifragility. Financial metrics become placeholders integrated into vaster, interdependent arrays.
In our analysis of the poll "Ageism’s causes," we found an intriguing positive correlation that warrants closer examination:
0.1286 between the Yes, interpersonal interactions reflect broader social attitudes and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0887. This positive correlation of 0.1286 meets the reliability criteria but does not necessarily imply causation.
The positive correlation of 0.1286 reflects some potential insights of different perspectives on recognizing that interpersonal interactions reflect broader social attitudes and association with the Turquoise value system:
Individual Perspective:
Those self-actualizing in the Turquoise vMeme tend to see themselves as inextricable from the universal whole. This correlation suggests Turquoise individuals possess a meta-awareness that their person-to-person encounters arise from colliding currents of historical contexts and dominant paradigms. They likely consciously work to transcend reductive us-vs-them mentalities rooted in anthropocentric illusions of separateness.
Team Perspective:
Teams resonating at the Turquoise frequency embody a recognition of humanity's synergistic relationship with all life. The correlation implies that such teams perceive interpersonal dynamics as embedded within broader social ecosystems. Their praxis may involve continually surfacing unconscious assumptions, deconstructing power imbalances, and co-creating psychologically safe spaces for vulnerability and growth.
Organizational Perspective:
Organizations operating on the Turquoise wavelength view all systems as interconnected and interdependent. This positive correlation suggests that Turquoise companies understand that individual interactions don't occur in a vacuum—they both shape and are shaped by overarching social narratives. They likely strive to cultivate inclusive cultures attuned to how biases and isms propagate through micro-level exchanges.
Ultimately, this positive correlation reveals the profound perceptual shift embodied by the Turquoise frequency—the ability to hold the fractal lens through which micro and macro levels continuously recreate each other. By integrating empirical observation with the felt embodiment of radical interconnectivity, the Turquoise ethos transcends simplistic linear causality for ecological dynamism. Interpersonal and collective are recognized as co-arising experiential patterns in a unified flowing Kosmos.
What insights do you gain from today's correlation? How might we study this relationship more carefully before deducing causation?
We welcome respectful and wise perspectives! Stay tuned every week as we share more results and insights.
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[1] https://www.linkedin.com/company/talent-management-institute/
[2] https://www.linkedin.com/in/nawal-mustafa-84a90591/
2024.06.09
Valerii Kosenko
Vlastník produktu SaaS SDTEST®
Valerii získal kvalifikáciu sociálneho pedagóga-psychológa v roku 1993 a odvtedy svoje znalosti uplatňuje v projektovom manažmente.
Valerii získal magisterský titul a kvalifikáciu projektového a programového manažéra v roku 2013. Počas magisterského štúdia sa zoznámil s Plánom projektu (GPM Deutsche Gesellschaft für Projektmanagement e. V.) a Špirálovou dynamikou.
Valerii je autorom skúmania neistoty V.U.C.A. koncept využívajúci špirálovú dynamiku a matematickú štatistiku v psychológii a 38 medzinárodných prieskumov verejnej mienky.
