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 "The Five Dysfunctions of a Team" (Patrick Lencioni [1]), we found an intriguing negative correlation that warrants closer examination:
-0.4503 between the Fear of Conflict (Healthy debates are pivotal for any team. Avoiding conflict leads to passive aggression and unresolved issues) and the Purple stage (USA, 3 languages).
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.4227. This negative correlation of -0.4503 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.4503 between Fear of Conflict as a team dysfunction and the Purple stage offers profound insights when viewed through the lens of the Purple value system:
Organizational Perspective:
Organizations operating within the Purple mindset might interpret this correlation as:
- Validation of their belief that harmony is maintained through sacred traditions and rituals of conflict resolution
- Confirmation that their tribe-like organizational structure naturally minimizes destructive conflicts
- Evidence supporting their belief that spiritual guidance and ancestral wisdom prevent unnecessary confrontations
These organizations might respond by:
- Implement more ceremonial practices to address disagreements
- Creating sacred spaces for peaceful conflict resolution guided by tribal elders
- Establishing rituals that honor both tradition and the need for occasional constructive disagreement
Team Perspective:
Teams operating from a Purple mindset might approach this correlation by:
- Viewing it as confirmation that their tribal bonds naturally reduce fear of healthy debates
- Interpreting it as validation of their belief in the power of collective wisdom over individual confrontation
- Seeing it proves that their spiritual connection as a team transcends personal conflicts
These teams might respond by:
- Creating team rituals for safely expressing disagreement
- Consulting tribal elders or spiritual leaders when conflicts arise
- Using storytelling and mythological references to frame and resolve conflicts
Individual Perspective:
Individuals aligned with the Purple value system might interpret this correlation as:
- Personal validation of their role as keepers of tribal harmony and wisdom
- Evidence supports their belief in ancestral guidance's power in managing conflicts
- Confirmation that their connection to the tribe's spiritual practices helps overcome the fear of necessary debates
These individuals might respond by:
- Seeking guidance from tribal elders before engaging in conflicts
- Using traditional conflict resolution methods passed down through generations
- Viewing conflicts as opportunities for spiritual growth and tribal bonding
This correlation, viewed through the Purple lens, suggests that those operating at the Purple level may be less likely to fear conflict within teams. It implies that the Purple value system's strong tribal bonds, respect for ancestral wisdom, and reliance on sacred traditions align with a more spiritually guided approach to team dynamics.
The reasons why Fear of Conflict might not be seen as a dysfunction of a team in the Purple stage could include:
- Sacred Traditions: Established rituals and ceremonies provide safe frameworks for addressing conflicts
- Tribal Wisdom: Ancestral knowledge offers tried-and-true methods for handling disagreements
- Spiritual Guidance: Belief in higher powers provides confidence in addressing necessary conflicts
- Collective Identity: Strong tribal bonds create a safe space for expressing differing viewpoints
- Elder Authority: Respected leaders provide trusted guidance in navigating conflicts
This correlation prompts us to consider how ancient wisdom and tribal traditions might actually foster healthier approaches to conflict in modern organizations. It raises questions about the potential benefits of incorporating elements of traditional conflict resolution methods into contemporary team dynamics.
Ultimately, this correlation highlights how the Purple value system's emphasis on tradition, spirituality, and tribal bonds might naturally reduce fear of conflict by providing established, sacred frameworks for addressing disagreements. In Purple-dominant environments, conflict might be seen not as something to fear but as an opportunity for tribal bonding and spiritual growth when handled through proper rituals and traditions.
In our analysis of the poll "Ten Keys to Motivating Your Team," we found an intriguing negative correlation that warrants closer examination:
-0.2579 between the Foster a Positive Culture and the Red stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.1537. This negative correlation of -0.2579 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.2579 between Foster a Positive Culture as a key to team motivation 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 belief that competition and power dynamics drive performance more effectively than positivity
- Confirmation that aggressive, results-driven environments produce more substantial outcomes than "feel-good" cultures
- Evidence supporting their view that dominance and strength matter more than workplace happiness
These organizations might respond by:
- Implementing more competitive reward systems that pit employees against each other
- Creating environments where power and achievement are openly celebrated over harmony
- Promoting leaders who demonstrate strength and decisiveness over emotional intelligence
Team Perspective:
Teams operating from a Red mindset might approach this correlation by:
- Viewing it as justification for their survival-of-the-fittest team dynamic
- Interpreting it as proof that challenging, high-pressure environments produce better results
- Seeing it as validation for prioritizing individual achievement over collective well-being
These teams might respond by:
- Creating more competitive internal metrics and rankings
- Celebrating aggressive pursuit of goals over team harmony
- Implementing systems that reward individual dominance and achievement
Individual Perspective:
Individuals aligned with the Red value system might interpret this correlation as:
- Personal validation of their aggressive approach to success
- Evidence supporting their belief that nice guys finish last
- Confirmation that power and dominance are more valuable than being liked
These individuals might respond by:
- Actively pursuing power and control within their teams
- Focusing on personal wins rather than team morale
- Using intimidation and strength as primary motivational tools
This correlation, viewed through the Red lens, suggests that those operating at the Red level may be less likely to value positive culture as a motivational tool. It implies that the Red value system's focus on power, dominance, and immediate gratification aligns with a more aggressive and competitive approach to team motivation.
The reasons why Foster a Positive Culture might not be seen as a key to motivating teams in the Red stage could include:
- Power Focus: Strength and dominance are viewed as more effective motivators than positivity
- Competitive Drive: The desire to win overshadows the need for a positive environment
- Immediate Results: Quick wins are prioritized over long-term cultural development
- Individual Achievement: Personal success matters more than collective well-being
- Survival Mentality: Pressure and challenge are seen as better motivators than comfort and positivity
This correlation prompts us to consider how different value systems influence perceptions of effective team motivation. It raises questions about the potential benefits and drawbacks of a Red approach to team culture, particularly in contexts where long-term sustainability and innovation are crucial.
Ultimately, this correlation highlights the complex relationship between cultural values and team motivation. In Red-dominant environments, positive culture might be seen not as a key to motivation but as a potential barrier to the raw, competitive drive that they believe truly motivates performance.
In our analysis of the poll "Biggest problems facing my country," we found an intriguing positive correlation that warrants closer examination:
0.2282 between the Inflation (Ukraine, Ukrainian language) and the Blue stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.224. This positive correlation of 0.2282 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.2282 between Inflation as a significant national concern and the Blue stage offers intriguing insights when viewed through the lens of the Blue value system in wartime Ukraine:
Organizational Perspective:
Organizations operating within the Blue mindset might interpret this correlation as:
- Validation of their belief that inflation represents not just economic disorder but a profound moral crisis during wartime
- Confirmation that strict resource management is crucial for national survival and maintaining social order
- Evidence that economic instability threatens both traditional institutions and national defense capabilities
These organizations might respond by:
- Implementing wartime budgeting protocols that prioritize essential services
- Creating detailed rationing systems based on military and civilian hierarchies
- Establishing strict guidelines for currency exchange to protect institutional stability
Team Perspective:
Teams operating from a Blue mindset might approach this correlation by:
- Viewing it as justification for sacrifice and resource conservation as moral duties
- Interpreting food and utility price increases as challenges to maintaining government budget order
- Seeing currency hoarding as a method to save stability
These teams might respond by:
- Establishing strict protocols for managing limited resources
- Following wartime conservation guidelines with military precision
- Implementing systematic support systems for team members struggling with basic needs
Individual Perspective:
Individuals aligned with the Blue value system might interpret this correlation as:
- Personal validation of their dutiful approach to resource management during a crisis
- Evidence that maintaining financial discipline is a patriotic responsibility
- Confirmation that personal sacrifice for the greater good is morally necessary
These individuals might respond by:
- Strictly adhering to rationing guidelines as a moral obligation
- Following traditional wisdom about wartime resource conservation
- Viewing personal financial hardship as a test of moral character and patriotic duty
This correlation, viewed through the Blue lens in wartime Ukraine, suggests those at the Blue level may see inflation as an economic threat and a test of national moral fiber and social order. It implies that the Blue value system's focus on duty, sacrifice, and moral righteousness becomes even more pronounced when facing both military and economic challenges.
The reasons why Inflation might be seen as a critical problem in the Blue stage could include:
- Moral Crisis: 39% of Ukrainians saving on food represents a breakdown of proper social order and threatens traditional family values
- Survival Threat: Rising utility costs challenge maintaining basic societal structure and living standards
- Currency Stability: Record foreign cash currency purchases by population ($2.59B vs $1.31B sold in October 2024) indicate dangerous disorder in traditional financial systems
- Resource Management: Wartime inflation complicates adherence to proper rationing procedures and fair distribution
- Social Cohesion: Economic pressure threatens traditional support systems during national crisis and challenges hierarchical structures
This correlation makes us consider how wartime conditions intensify Blue value system perspectives on economic challenges. It raises questions about maintaining social order and moral standards when basic survival needs are threatened by both military conflict and financial instability.
Ultimately, this correlation highlights how the Blue value system's emphasis on order, tradition, and moral righteousness shapes responses to severe economic challenges during wartime. In Blue-dominant environments within Ukraine, inflation is seen not just as a financial problem but as a fundamental threat to the moral order, social stability, and national survival, which must be addressed through disciplined adherence to proper procedures and shared sacrifice.
In our analysis of the poll "My Greatest Fears," we found an intriguing positive correlation that warrants closer examination:
0.0713 between the Poverty and the Orange stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0331. This positive correlation of 0.0713 meets the reliability criteria but does not necessarily imply causation.
This positive correlation of 0.0713 between Poverty as a fear and the Orange stage reveals fascinating patterns when examined through the lens of the Orange value system's achievement-oriented, scientific mindset:
Organizational Perspective:
Organizations operating within the Orange mindset might interpret this correlation as:
- Validation of their focus on market competition and economic performance metrics
- Confirmation that financial success is a key indicator of organizational effectiveness
- Evidence supporting their emphasis on measurable results and bottom-line thinking
These organizations might respond by:
- Implementing more rigorous performance measurement systems
- Increasing focus on profit margins and market share metrics
- Developing more sophisticated risk management strategies to prevent financial losses
Team Perspective:
Teams operating from an Orange mindset might approach this correlation by:
- Viewing it as confirmation of the need for continuous productivity improvement
- Interpreting it as justification for focusing on measurable team outcomes
- Seeing it as validation for merit-based reward systems
These teams might respond by:
- Creating more detailed project ROI analyses
- Implementing sophisticated performance tracking systems
- Establishing clearer links between team performance and financial rewards
Individual Perspective:
Individuals aligned with the Orange value system might interpret this correlation as:
- Personal validation of their career advancement and wealth-building goals
- Evidence supporting their focus on professional development and skill acquisition
- Confirmation of the importance of individual achievement and financial success
These individuals might respond by:
- Actively pursuing additional certifications and qualifications
- Focusing more on personal investment and wealth management
- Seeking opportunities for advancement and higher compensation
This correlation, viewed through the Orange lens, suggests that those operating at the Orange level are more likely to fear poverty and economic failure. It implies that the Orange value system's achievement orientation, meritocratic beliefs, and focus on measurable success create a heightened awareness of and anxiety about financial insecurity.
The reasons why Poverty might be a significant fear in the Orange stage include:
- Achievement Focus: Orange values material success as a primary measure of achievement
- Meritocratic Mindset: Belief that financial status directly reflects personal capability and effort
- Scientific Worldview: Understanding of economic systems and their impact on personal success
- Competition: Recognition that financial resources provide competitive advantages
- Progress Orientation: Fear of falling behind in a rapidly advancing technological society
This correlation prompts us to consider how achievement-oriented value systems influence perceptions of success and failure. It raises questions about the relationship between material prosperity and personal worth in modern industrial societies.
Ultimately, this correlation highlights the complex interplay between economic success, personal achievement, and societal progress in Orange-dominant environments, where poverty represents not just material lack but a failure to achieve in a meritocratic system.
-0.2627 between the Sent employees on unpaid vacations (USA, English language) and the Green stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.2145. This negative correlation of -0.2627 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.2627 between Sending Employees on Unpaid Vacations (USA, English language) and the Green stage offers meaningful insights when viewed through the lens of the Green value system:
Organizational Perspective:
Organizations operating within the Green mindset might interpret this correlation as:
- Validation of their human-centric approach to business management
- Confirmation that prioritizing employee well-being leads to sustainable outcomes
- Evidence supporting their belief in social responsibility over pure profit motives
These organizations might respond by:
- Developing more comprehensive employee support programs
- Implementing flexible work arrangements instead of unpaid leaves
- Creating collaborative solutions that protect both company and worker interests
Team Perspective:
Teams operating from a Green mindset might approach this correlation by:
- Viewing it as affirmation of their inclusive and supportive team culture
- Interpreting it as support for their focus on collective well-being
- Seeing it as validation for prioritizing long-term team sustainability over short-term financial gains
These teams might respond by:
- Facilitating more team discussions about work-life balance
- Creating shared responsibility systems for managing workload
- Developing collective solutions to prevent workforce reduction
Individual Perspective:
Individuals aligned with the Green value system might interpret this correlation as:
- Personal validation of their commitment to workplace humanity and dignity
- Evidence supporting their belief in collective care and support
- Confirmation of the value they place on community well-being over individual gain
These individuals might respond by:
- Actively advocating for worker-friendly policies
- Contributing to support systems for colleagues under financial stress
- Promoting dialogue about sustainable work practices
This correlation, viewed through the Green lens, suggests that those operating at the Green level are less likely to implement unpaid vacations as a cost-cutting measure. It implies that the Green value system's emphasis on human dignity, community well-being, and sustainable practices aligns with a more supportive and inclusive approach to workforce management.
The reasons why Sending Employees on Unpaid Vacations might be avoided in the Green stage could include:
- Human Dignity: Green stage values prioritize respect for human worth above financial considerations
- Community Impact: Recognition that individual hardship affects the entire community
- Sustainable Solutions: Preference for long-term, holistic approaches over quick financial fixes
- Social Responsibility: Strong emphasis on ethical treatment of all stakeholders
- Collective Well-being: Understanding that organizational health depends on employee well-being
This correlation prompts us to consider how different value systems influence workplace practices. It raises questions about the relationship between organizational success and employee well-being, particularly in contexts where community values and social responsibility are paramount.
Ultimately, this correlation highlights the complex interplay between business needs, human dignity, and community well-being in Green-dominant environments. Unpaid vacations might be seen not as a viable solution but as a practice that undermines the fundamental values of social responsibility and collective care.
In our analysis of the poll "What makes a boss a great leader?" we found an intriguing negative correlation that warrants closer examination:
-0.0696 between the Trustworthiness and the Yellow stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.0418. This negative correlation of -0.0696 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.0696 between Trustworthiness as a leadership quality and the Yellow stage provides fascinating insights when viewed through the lens of the Yellow value system's integrative, systems-thinking approach:
Organizational Perspective:
Organizations operating within the Yellow mindset might interpret this correlation as:
- Validation of their complex, multi-dimensional approach to leadership evaluation
- Confirmation that singular leadership traits are insufficient for effective leadership
- Evidence supporting their belief in adaptive, context-dependent leadership models
These organizations might respond by:
- Developing more nuanced leadership assessment frameworks
- Implementing dynamic leadership development programs
- Creating flexible systems that adapt to changing leadership needs
Team Perspective:
Teams operating from a Yellow mindset might approach this correlation by:
- Viewing it as confirmation that effective leadership transcends traditional trust metrics
- Interpreting it as support for their focus on situational leadership capabilities
- Seeing it as validation for prioritizing adaptability over fixed leadership traits
These teams might respond by:
- Establishing more sophisticated feedback mechanisms
- Creating flexible leadership rotation systems
- Developing contextual leadership effectiveness measures
Individual Perspective:
Individuals aligned with the Yellow value system might interpret this correlation as:
- Personal validation of their multi-faceted approach to leadership development
- Evidence supporting their focus on adaptability and contextual awareness
- Confirmation of the need to transcend traditional leadership paradigms
These individuals might respond by:
- Actively developing multiple leadership styles
- Focusing on situational awareness and adaptability
- Seeking to understand complex systemic interactions in leadership
This correlation, viewed through the Yellow lens, suggests that those operating at the Yellow level may see trustworthiness as just one component in a complex leadership matrix. It implies that the Yellow value system's emphasis on integration, adaptability, and systems thinking requires a more sophisticated understanding of leadership effectiveness.
The reasons why Trustworthiness alone might not be seen as a primary leadership quality in the Yellow stage could include:
- Systemic Understanding: Recognition that leadership effectiveness depends on multiple interacting factors
- Contextual Awareness: Understanding that different situations require different leadership approaches
- Adaptive Leadership: Focus on the ability to shift styles based on context
- Integration: Emphasis on combining multiple leadership qualities rather than singular traits
- Complexity Recognition: Understanding that trust alone doesn't address the full spectrum of leadership challenges
This correlation prompts us to consider how evolving value systems influence our understanding of leadership effectiveness. It raises questions about the adequacy of traditional leadership traits in complex, adaptive systems.
Ultimately, this correlation highlights the complex interplay between leadership qualities, organizational effectiveness, and systemic adaptation in Yellow-dominant environments. Trustworthiness might be seen not as an insufficient quality but as one component in a more complex, integrated approach to leadership.
-0.1088 between the Motivating and the Turquoise stage.
The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student) r = 0.04. This negative correlation of -0.1088 meets the reliability criteria but does not necessarily imply causation.
This negative correlation of -0.1088 between Motivating as a leadership quality and the Turquoise stage reveals profound insights when viewed through the lens of the Turquoise value system's holistic, interconnected worldview:
Organizational Perspective:
Organizations operating within the Turquoise mindset might interpret this correlation as:
- Validation of their focus on intrinsic purpose over external motivation
- Confirmation that authentic engagement emerges from systemic awareness
- Evidence supporting their belief in natural flow and organic development
These organizations might respond by:
- Creating environments that nurture natural emergence of purpose
- Implementing systems that honor the interconnectedness of all stakeholders
- Developing frameworks that facilitate self-organization and natural evolution
Team Perspective:
Teams operating from a Turquoise mindset might approach this correlation by:
- Viewing it as affirmation of their self-organizing principles
- Interpreting it as support for their focus on collective consciousness
- Seeing it as validation for allowing natural team rhythms to emerge
These teams might respond by:
- Facilitating deeper understanding of team interconnections
- Creating spaces for authentic expression and natural flow
- Developing organic approaches to team synchronization
Individual Perspective:
Individuals aligned with the Turquoise value system might interpret this correlation as:
- Personal validation of their intuitive approach to collaboration
- Evidence supporting their focus on authentic being over doing
- Confirmation of the value they place on natural emergence over forced motivation
These individuals might respond by:
- Actively fostering environments of natural engagement
- Contributing to the collective field of awareness
- Promoting authentic expression over motivated performance
This correlation, viewed through the Turquoise lens, suggests that those operating at the Turquoise level may see traditional motivation as unnecessary or even counterproductive. It implies that the Turquoise value system's emphasis on natural flow, interconnectedness, and collective consciousness aligns with a more organic approach to team dynamics.
The reasons why Motivating might not be seen as a crucial leadership quality in the Turquoise stage could include:
- Natural Flow: Recognition that authentic engagement emerges naturally when people are aligned with purpose
- Collective Consciousness: Understanding that motivation is inherent in the field of shared awareness
- Systemic Intelligence: Trust in the natural wisdom of interconnected systems
- Authentic Being: Emphasis on genuine expression over externally driven performance
- Evolutionary Purpose: Focus on allowing natural development rather than directed motivation
This correlation prompts us to consider how evolving consciousness influences leadership approaches. It raises questions about the role of traditional motivation in contexts where natural emergence and collective awareness are primary drivers.
Ultimately, this correlation highlights the complex interplay between consciousness, natural development, and organizational effectiveness in Turquoise-dominant environments. Motivation might be seen not as a leadership tool but as a limitation that interferes with the natural flow of collective purpose and authentic expression.
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/patrick-lencioni-orghealth/
2024.11.24
Valerii Kosenko
Tuotteen omistaja SaaS SDTEST®
Valerii valmistui sosiaalipedagogiksi-psykologiksi vuonna 1993 ja on sittemmin soveltanut osaamistaan projektijohtamiseen.
Valerii suoritti maisterin tutkinnon sekä projekti- ja ohjelmapäällikön tutkinnon vuonna 2013. Maisteriohjelmansa aikana hän tutustui Project Roadmapiin (GPM Deutsche Gesellschaft für Projektmanagement e. V.) ja Spiral Dynamicsiin.
Valerii on kirjoittanut V.U.C.A.:n epävarmuutta. konsepti käyttäen spiraalidynamiikkaa ja matemaattisia tilastoja psykologiassa sekä 38 kansainvälistä kyselyä.
