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 "The Five Dysfunctions of a Team" (by Patrick Lencioni), we found an intriguing positive correlation that warrants closer examination:
0.3176 between the Avoidance of Accountability (Holding peers accountable is necessary for team success. Avoidance can lead to declining standards) and the Purple stage (Germany, three languages).
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.1938. This positive correlation of 0.3176 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.3176 between Avoidance of Accountability and the Purple stage in Germany reveals that as Purple value system tendencies increase, the Avoidance of Accountability also increases. Through the lens of the Purple value system, considering the German cultural context:
Organizational Perspective:
Organizations operating within the Purple mindset in Germany might interpret this correlation as:
- This is a sign that as their connection to traditional German values strengthens, there's a corresponding increase in reluctance to hold individuals directly accountable.
- This indicates that stronger adherence to ancestral ways coincides with a greater tendency to avoid confrontation within the group.
- A mystical alignment between deepening communal bonds and increasing difficulty in addressing individual responsibilities.
These organizations might respond by:
- Consulting with spiritual leaders to understand why a stronger tribal identity accompanies more significant accountability avoidance.
- Performing rituals to appease ancestral spirits, believing this might help balance the need for both tradition and accountability.
- Reinforcing communal storytelling that emphasizes both group harmony and individual responsibility to the tribe.
Team Perspective:
Teams operating from a Purple mindset in German contexts might approach this correlation by:
- Recognizing that their team's connection to local traditions grows stronger, so does their tendency to avoid direct accountability.
- Interpreting that deeper immersion in regional identity corresponds with increased difficulty in addressing performance issues.
- Seeing that stronger group cohesion aligns with greater reluctance to risk social harmony through accountability measures.
These teams might respond by:
- Creating new team symbols that represent both their traditional values and the importance of accountability.
- Establishing accountability practices that invoke the wisdom of respected German historical figures known for both community leadership and personal integrity.
- Sharing stories illustrating ancestral heroes maintained group harmony while upholding individual responsibilities.
Individual Perspective:
Individuals aligned with the Purple value system in Germany might interpret this correlation as:
- A personal realization that as they embrace traditional values more deeply, they find it harder to hold peers accountable.
- An insight that stronger feelings of belonging to the group correspond with increased discomfort in addressing others' shortcomings.
- Recognizing their growing connection to communal identity aligns with a greater tendency to avoid potentially disruptive accountability conversations.
These individuals might respond by:
- Seeking elders' guidance on balancing respect for tradition with the need for personal accountability.
- Engaging in personal rituals that reinforce both their commitment to the group and their responsibilities.
- Reflecting on how their ancestors might have maintained social harmony while ensuring each member fulfilled their duties.
This positive correlation, viewed through the Purple lens in a German context, suggests that as individuals and groups more strongly embody Purple value system characteristics, they simultaneously show a greater tendency to avoid accountability. It implies that the more deeply people connect with traditional German values, communal identity, and ancestral wisdom, the more challenging they find engaging in direct peer-to-peer accountability, as described in "The Five Dysfunctions of a Team."
Ultimately, this positive correlation speaks to the complex interplay between German cultural identity, team dynamics, and accountability practices. It reminds us that in the Purple worldview within Germany, more vital adherence to traditional values and communal norms corresponds with more significant challenges in implementing modern accountability practices. This insight can guide organizations and teams in developing culturally sensitive approaches to overcoming the Avoidance of Accountability dysfunction.
In our analysis of the poll "21 skills that pay you forever" (by Jeremiah Teo / 赵汉昇 [1]), we found an intriguing negative correlation that warrants closer examination:
-0.2378 between the Ability to understand what others feel / Strongly Agree and the Red stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1671. This negative correlation of -0.2378 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.2378 between strongly agreeing with the ability to understand what others feel and the Red stage offers intriguing insights when viewed through the lens of the Red value system:
Organizational Perspective:
Organizations operating within the Red mindset might interpret this correlation as:
- Validation of their power-driven approach, viewing empathy as a potential weakness.
- An opportunity to leverage their lack of concern for others' feelings as a competitive advantage.
- Justification for prioritizing assertiveness and dominance over emotional understanding.
These organizations might respond by:
- Implementing aggressive strategies that prioritize immediate gains over stakeholder feelings.
- Rewarding employees who demonstrate ruthless efficiency rather than emotional intelligence.
- Marketing their brand as unapologetically bold and self-serving, appealing to like-minded customers.
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing it as confirmation that focusing on others' feelings hinders their ability to assert dominance.
- Interpreting it as a license to pursue team goals without concern for emotional consequences.
- Seeing it as an opportunity to outperform more empathetic teams through raw aggression.
These teams might respond by:
- Encouraging cut-throat competition within the team to drive performance.
- Dismissing or marginalizing team members who show concern for others' emotions.
- Celebrating instances where the team's assertiveness led to victories over competitors.
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their self-centered approach to interactions.
- An opportunity to assert dominance by disregarding others' emotional states.
- Justification for pursuing personal desires without considering others' feelings.
These individuals might respond by:
- Seeking ways to exploit others' emotional vulnerabilities for personal gain.
- Boasting about their ability to achieve goals without being hindered by empathy.
- Actively cultivating a reputation for being tough and uncompromising.
This negative correlation, viewed through the Red lens, suggests that those operating at the Red level may see understanding others' feelings as irrelevant or counterproductive to their goals. It implies that the Red value system's impulsiveness, self-centeredness, and desire for immediate gratification align with a dismissive attitude toward emotional intelligence.
Ultimately, this correlation shows the complex relationship between human values and emotional intelligence. It reminds us that in the Red worldview, the potential for immediate power and self-gratification may outweigh considerations of others' emotional states or long-term relational consequences. This insight could be leveraged by those in the Red value system to double down on their aggressive strategies, viewing the lack of empathy as a strength rather than a limitation.
0.6274 between The employees who were transferred to remote work without staff reduction and the Blue stage (France, two languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.6058. This positive correlation of 0.6274 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.6274 between employees transferred to remote work without staff reduction and the Blue stage in France 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:
- A validation of their commitment to maintaining order and stability during challenging times.
- An affirmation of their duty to preserve jobs while adhering to new regulations and societal needs.
- A sign that their structured approach to change management aligns with higher moral principles.
These organizations might respond by:
- Implementing detailed protocols for remote work to maintain order and productivity.
- Emphasizing the importance of loyalty and duty in company communications about remote work.
- Establishing clear hierarchies and reporting structures within the new remote work environment.
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing it as confirmation that their disciplined approach to work transcends physical location.
- Interpreting it as a call to uphold team traditions and norms in the remote setting.
- Seeing it as an opportunity to demonstrate their commitment to organizational values and goals.
These teams might respond by:
- Creating strict schedules and routines for remote work to mirror in-office discipline.
- Establishing clear codes of conduct for virtual meetings and communication.
- Reinforcing team roles and responsibilities to maintain hierarchy in the remote environment.
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their ability to adapt to new circumstances while maintaining their sense of duty.
- An opportunity to demonstrate loyalty to their organization by embracing remote work efficiently.
- A test of their discipline and adherence to moral codes in a less supervised environment.
These individuals might respond by:
- Strictly following company guidelines for remote work, viewing it as a moral obligation.
- Seeking ways to maintain traditional work practices in the home environment.
- Judging colleagues who seem less committed to maintaining work standards remotely.
This correlation, viewed through the Blue lens, suggests that those operating at the Blue level in France have successfully transferred their structured, rule-based approach to a remote work setting. It implies that the Blue value system's characteristics of order, discipline, and duty align well with the ability to maintain workforce stability through remote work arrangements.
Ultimately, this correlation speaks to the resilience of Blue value system principles in the face of significant workplace changes. It reminds us that adherence to rules, respect for authority, and a strong sense of responsibility in the Blue worldview can provide a stable foundation for adapting to new work paradigms. Blue-oriented organizations could leverage This insight to reinforce their values and maintain order even when embracing necessary changes.
In our analysis of the poll "Ten Keys to Motivating Your Team," we found an intriguing positive correlation that warrants closer examination:
0.2305 between the Provide Growth Opportunities and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1899. This positive correlation of 0.2305 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2305 between providing growth opportunities 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 results-driven approach to employee development.
- Confirmation that challenging assignments align with their focus on efficiency and progress.
- Evidence supports their investment in human capital to achieve organizational objectives.
These organizations might respond by:
- Implementing data-driven performance metrics to quantify the impact of stretch assignments on productivity.
- Developing a systematic approach to identifying and allocating challenging projects based on skills gaps and potential ROI.
- Investing in cutting-edge training technologies to support employee growth in a measurable, scalable manner.
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing it as an opportunity to optimize team performance through strategic skill development.
- Interpreting it as justification for a competitive, achievement-oriented team culture.
- Seeing it validates their focus on tangible outcomes and measurable progress.
These teams might respond by:
- Implementing a project allocation system that matches team members to stretch assignments based on data-driven potential for success.
- Establish clear, quantifiable goals for each team member's growth and link them to overall team performance metrics.
- Fostering healthy competition by transparently tracking and rewarding individual progress on challenging projects.
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Personal validation of their ambition and desire for career advancement.
- An opportunity to leverage stretch assignments for rapid skill acquisition and career progression.
- Confirmation that pushing personal boundaries aligns with success in a modern, competitive workplace.
These individuals might respond by:
- Actively seeking out challenging projects and quantifying their impact on personal performance metrics.
- Approaching stretch assignments strategically, focusing on efficiency and measurable outcomes.
- Leveraging new technologies and methodologies to maximize learning and demonstrate tangible results from growth opportunities.
This correlation, viewed through the Orange lens, suggests that those operating at the Orange level see a clear link between challenging growth opportunities and success. It implies that the Orange value system's characteristics of ambition, rationality, and focus on measurable outcomes align well with the concept of stretch assignments and supported risk-taking in career development.
Ultimately, this correlation speaks to the Orange value system's emphasis on progress, achievement, and rational approaches to problem-solving. In the Orange worldview, providing growth opportunities is seen as a logical, strategic approach to driving both individual and organizational success.
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:
0.5637 between the Own attractiveness and the Green stage (Germany, 3 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.5548. This positive correlation of 0.5637 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.5637 between own attractiveness and the Green stage in Germany, in the context of gender differences in building self-confidence, 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:
- An opportunity to address systemic gender inequalities in self-confidence and attractiveness perceptions.
- A call to examine how societal structures in Germany might differently impact men's and women's self-image.
- An invitation to create more inclusive environments that foster self-confidence regardless of gender.
These organizations might respond by:
- Initiating cross-gender dialogue sessions to explore the roots of self-confidence disparities in German culture.
- Developing policies that challenge gender-based beauty standards and promote diverse forms of attractiveness.
- Implementing mentorship programs that support underrepresented genders in building self-confidence.
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing it as a prompt to create a more gender-inclusive team culture that supports equal confidence-building.
- Interpreting it as an opportunity to explore how team dynamics might reinforce or challenge gender-based self-perceptions.
- Seeing it as a catalyst for discussing how gender roles in German society influence workplace confidence.
These teams might respond by:
- Facilitating open discussions about gender-specific pressures related to attractiveness and self-confidence in Germany.
- Implementing collaborative projects that celebrate each member's unique qualities, regardless of gender.
- Developing team practices that consciously counteract gender biases in confidence-building and self-perception.
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- A reflection on how their gender identity influences their self-perception within German society.
- An opportunity to challenge personal biases about gender roles and attractiveness.
- A prompt to explore how their own confidence levels might be shaped by societal expectations in Germany.
These individuals might respond by:
- Engaging in self-reflection practices that explore the relationship between gender, attractiveness, and self-confidence.
- Seeking out diverse perspectives on gender and attractiveness in Germany to broaden their understanding.
- Initiating community discussions or projects that promote gender equality in self-confidence and body positivity.
This correlation, viewed through the Green lens, suggests a complex interplay between gender, self-perception, and societal values in Germany. As individuals progress towards a more holistic, community-oriented worldview (Green stage), they may develop a more positive self-image. Still, this process might be influenced by gender-specific factors.
From this perspective, the correlation invites us to explore the systemic connections between gender, attractiveness, and self-confidence in German society. It prompts us to ask: How do German cultural norms differently affect self-confidence building across genders? What role can inclusive communities play in fostering equal self-confidence regardless of gender?
Ultimately, this correlation speaks to the Green value system's emphasis on equality, inclusivity, and systemic thinking. It suggests that in the Green worldview, addressing gender differences in self-confidence isn't just about individual empowerment and creating a more equitable and harmonious society.
In our analysis of the poll "Meritocracy" (Does the organization have a transparent and fair performance evaluation system?), we found an intriguing positive correlation that warrants closer examination:
0.3218 between the No doesn't have and the Yellow stage (Netherlands, three languages).
The critical value of the correlation coefficient for a non-normal distribution, by Spearman r = 0.1767. This positive correlation of 0.3218 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.3218 between the absence of a transparent and fair performance evaluation system and the Yellow stage in the Netherlands 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 transcend traditional notions of performance evaluation and explore more holistic approaches.
- This is a reflection of the limitations of conventional meritocratic systems in capturing the complexity of human potential and contribution.
- An invitation to redesign organizational structures that honor individual growth paths while serving collective evolution.
These organizations might respond by:
- Initiating cross-functional think tanks to reimagine performance evaluation through integrative, systems-thinking approaches.
- Developing adaptive, personalized growth frameworks that account for diverse talents, contexts, and developmental stages.
- Implementing dynamic feedback loops that capture both quantitative and qualitative aspects of individual and collective performance.
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- They view it as validation of their intuitive understanding that standardized evaluation systems often fail in complex environments.
- Interpreting it as an opportunity to co-create more nuanced, context-sensitive ways of recognizing and cultivating talent.
- Seeing it as a catalyst for exploring how team synergy and collective intelligence can be fostered beyond individual metrics.
These teams might respond by:
- Facilitating dialogues that explore multiple perspectives on what constitutes a valuable contribution in their specific context.
- Implementing peer-to-peer recognition systems that capture the subtleties of collaboration and mutual growth.
- Developing flexible project structures that allow emergent leadership and evolving role definitions.
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Confirmation of their intuition that personal growth and contribution often transcend easily measurable metrics.
- An opportunity to take greater ownership of their developmental journey within organizational contexts.
- A prompt to explore how their unique gifts can be expressed and recognized in ways that serve both personal and collective evolution.
These individuals might respond by:
- Engaging in self-reflection practices that integrate multiple frameworks for understanding their growth and impact.
- Initiating conversations with colleagues and leaders about personalized approaches to performance and development.
- Seeking out or creating projects that allow for the expression of their integrative abilities and systems thinking.
This correlation, viewed through the Yellow lens, suggests a sophisticated understanding of the limitations of traditional meritocratic systems. As individuals and organizations progress towards more integrative, complex ways of thinking (Yellow stage), they may become more aware of the inadequacies of simplistic performance measures.
From this perspective, the correlation invites us to explore the systemic connections between individual development, organizational structures, and societal paradigms. It prompts us to ask: How can we honor the complexity of human potential while still providing meaningful feedback and growth opportunities? What might performance evaluation look like in a truly integrative organizational culture?
Ultimately, this correlation speaks to the Yellow value system's emphasis on transcendence and integration. In the Yellow worldview, the absence of a conventional performance system might not be seen as a deficiency but as an opportunity to pioneer more evolved approaches to human development and organizational effectiveness.
In our analysis of the poll "Why People Resist Change" (by Siobhán McHale [2]), we found an intriguing negative correlation that warrants closer examination:
-0.1716 between the Perceived threat and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1653. This negative correlation of -0.1716 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1716 between perceived threat 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:
- This reflects their holistic approach to change, seeing it as a natural part of the interconnected web of existence.
- Validation of their efforts to create an organizational culture that embraces flux and transformation.
- An invitation to explore how perceived threats can be transmuted into opportunities for collective growth and evolution.
These organizations might respond by:
- Implementing change management processes that honor the interconnectedness of all stakeholders and systems.
- Developing communication strategies that frame change as a collective adaptation and learning journey.
- Creating spaces for employees to explore their relationship with change through mindfulness and systems thinking practices.
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it confirms their ability to perceive change as a natural flow rather than a threat.
- Interpreting it as an opportunity to deepen their collective resilience and adaptability.
- Seeing it as a catalyst for exploring how team dynamics can mirror natural systems in their response to change.
These teams might respond by:
- Facilitating dialogues that explore the team's role in the organization's and society's larger ecosystem.
- Implementing practices that cultivate a sense of unity and shared purpose in the face of change.
- Developing collaborative projects that leverage change to foster innovation and sustainability.
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their ability to embrace change as part of the cosmic dance of existence.
- An opportunity to deepen their understanding of how personal transformation contributes to collective evolution.
- A prompt to explore how their perception of threat can be transformed through a more expansive, interconnected worldview.
These individuals might respond by:
- Engaging in contemplative practices that cultivate a sense of oneness with the ever-changing universe.
- Seeking ways to support others in reframing their perception of change and threat.
- Initiating or participating in community projects demonstrating the positive potential of embracing change.
This correlation, viewed through the Turquoise lens, suggests a profound shift in how change is perceived and experienced. As individuals and organizations progress towards a more holistic, integrated worldview (Turquoise stage), they may be less likely to perceive change as threatening.
Ultimately, this correlation speaks to the Turquoise value system's emphasis on holistic thinking and ecological awareness. It suggests that change is not something to be resisted or feared in the Turquoise worldview but rather a natural and necessary part of our interconnected existence.
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/jeremiah-teo-charisma-business-coach/
[2] https://www.linkedin.com/in/mchalesiobhan/
2024.08.04
Valerii Kosenko
Tuotteen omistaja SaaS Pet Project SDTEST®
Valerii oli pätevä sosiaaliseksi pedagogipsykologiksi vuonna 1993, ja hän on sittemmin soveltanut tietämystä projektijohtamisessa.
Valerii sai maisterin tutkinnon ja projekti- ja ohjelmapäällikön pätevyyden vuonna 2013. Hänen maisteriohjelmansa aikana hän tutustui Project -etenemissuunnitelmaan (GPM Deutsche Gesellschaft für ProjektManagement e. V.) ja Spiral Dynamics.
Valerii suoritti erilaisia spiraalidynamiikkatestejä ja käytti tietonsa ja kokemuksensa SDTEST: n nykyisen version mukauttamiseen.
Valerii on kirjoittanut V.U.C.A. Konsepti käyttämällä spiraalidynamiikkaa ja psykologian matemaattisia tilastoja, yli 20 kansainvälistä kyselyä.
