spiral dynamics introduction

Spiral Dynamics Integralby Magnus Engdahl (based on Dr. Clare Graves, Dr. Don Beck, Ken Wilber and Magnus Engdahl´s ideas)

Agenda

Short introduction of Spiral Dynamics

Short introduction of 4 quandrants and AQAL

Presentation of the first tier of our value systems (colours)

Presentation of the second tier of our value systems (colours)

Summary

Spiral Dynamics™

The model describes and makes sense of the enormous complexity of human existence

Spiral Dynamics reveals the hidden complexity codes that shape human nature, create global diversities, and drive evolutionary change

HOW people think about things (as opposed to “what” they think)

WHY people make decisions in different ways

WHY people respond to different motivators

WHY and HOW values arise and spread

The nature of CHANGE

Spiral Dynamics™ The colours has no deeper meaning and has just

been developed to make it easier to understand and discuss SD

Each warm colour (Beige, Red, Orange and Yellow) focus on the external world and how to master it (with an internal, I-oriented ”I, me, mine” state of thinking)

Each cold colour (Purple, Blue, Green and Turquoise) have a focus on the inner world and how to come to peace with it (with an external, we-oriented, ”we, us, ours” state of thinking)

We swing back and forth between ”I, me, mine” and ”we, us, ours” but each time we do so, we go up the spiral and we allow more complex thinking that transcends and includes the previous stage

One can be at several levels at the same time based on the situation and context

- Self- Emotional- Moral- Gender- Creativity- Humor- Competition- Politics- Other

Spiral Dynamics™ The module fits just as well on

individuals, organisations, societies, politics and geopolitics

All colours can appear in one person, organisation or culture but usally one or two are more apparent (center of gravity)

It is NOT types of people but rather ways of thinking

In todays global world we have a clash of colours that has never been seen before (all exists at once)

If we can learn to understand SD we can avoid a lot of unnecessary conflicts in all areas of our lifes

SD has been field-tested in some of the most complex environments on the planet, from inner-city Chicago to racially plagued in South Africa. Since the focus is on the deeper value foundations, Spiral Dynamics suggests ways to move more quickly in the direction of deep dialogue and comprehensive, integral solutions

Integral and AQAL (All Quadtrants All Levels) Integral means comprehensive, inclusive, balanced, not leaving anything out

The Integral Model incorporates the essential truths of human knowledge, including but not limited to: biology, neurology, ecology, physiology, psychology, and spirituality. It applies these truths to the healing arts, business, law, and politics

All quadrants can be applied to every level in the Spiral

Integral and AQAL (All Quadtrants All levels) In the subjective—or upper-left—quadrant, we find the world of our individual, interior experiences: our thoughts, emotions, memories, states of mind, perceptions, and immediate sensations—in other words, our “I” space

In the intersubjective—or lower-left—quadrant, we find the world of our collective, interior experiences: our shared values, meanings, language, relationships, and cultural background—in other words, our "we" space.

In the objective—or upper-right—quadrant, we find the world of individual, exterior things: our material body (including brain) our empirical knowledge and anything that you can see or touch (or observe scientifically, the facts) in time and space—in other words, our “it” space.

In the interobjective—or lower-right—quadrant, we find the world of collective, exterior things: systems, processes, networks, technology, government, and the natural environment—in other words, our “its” space.

Integral and AQAL (All Quadtrants All levels) What’s the point of looking at the world through a 4-quadrant lens?

Simple answer: Anything less is narrow, partial and fragmented!

Integral Theory maintains that all 4 quadrants are real—and all are important

So, for example, to the question of what is more real, the brain (with its neural pathways and structures) or the mind (with its thoughts and perceptions), Integral Theory answers: BOTH.

First tier of the Spiral This is where 95-98% of the world

populations are today Each colour is dependent on a

persons/organisations Life Conditions (LC), which is the Time, Place, Conditions and Circumstances

It is not possible to ”push” people up the spiral (that will just cement their view)

Leaders must influence people to move up the spiral

When LC are stable the next level will emerge (to much certainty leads to search for uncertainty)

Each level think they ”have it all figured out”

Everyone has all colours present in some form and in some context

There is no ”better” colour as the LC decides whats best

Higher levels require more complex thinking

Beige (0.1% of the population)

Appeared 100 000 years ago

Centres around satisfaction of

human biological needs (thirst,

hunger, reproduction)

Driven by deep brain programs

Street people

Traumatised people

Far gone Alzheimer

Extreme circumstances

Beige must be fulfilled for any

other colour to appear

Subjective Objective

I

We IT´s

IT

Instinctive selfSafety drivenFusion state

New bornReactivitySensorimotorGenetiv givens

Pre-social, autisticPre-historyMomentary survival

Survival bandHerd-like behaviourStrong members protect weakerMovements determinde by -weather, food and water

Purple (10% population, 1% power)


“married to the group”

Workers owe their life to the

organisation

Change ceremonies

Magical scary world

Art & Spirits

Join together for safety

Show allegiance to elder, customs,

clan

Disney World thrive on it

Deep clan like religious conflicts


I

I

We IT´s

IT

Magical selfHedonisticSelf-focusedAmoral-impulsive

Child 1-3 yearsStructure buildingEmotional exchangePreoperational thinkingBasic gender identity

Rites, rituals, taboos, superstitionsWays of tribe are sacredOral traditionQuest: Safe mode of living

Tribal orderLed by elders, cheif or shamanRoles determined by kinship-sex, age and strengthClan-kinship allegiance

Red (15% of population, 5% power)


Don’t worry about consequences that may

not come

Avoid shame and be respected

Limited capacity to take the role of an

"other.“

Teenage rebellion

Big boss directs, give rewards and

punishment

Working bosses drive masses

Assumption is that people are lazy, must be

forced to work

Centre of the party

Charismatic

“It’s a jungle out there”

Fight to survive no matter what others think

Impulsive selfPower drivenInstant gratificationTake action – lives for now

Child 3-6 yearsEgocentricPre-logical

Pre-mythic power godsStrongest surviveAggression and conquestQuest: heroic status, power glory

Explotive empireMost powerful makes decisionsCommunication downwards onlyOrganised hunt


I

We IT´s

IT

Blue (35% population, 30% power)

Appeared 5000 years ago

Right and wrong

Obey higher authority, do what you're told

Faithful to the truth

Everything in it’s proper place

Sacrifice self for future reward

Feel guilty when not conforming to group

norms

Control impulsivity & respond to guilt

Enforce principles and righteous living

Works very well in industrial economies

Ethnocentrism (my people are right no matter

what)

Help to control the impulsiveness and

narcissism of red

Believer selfOrder drivenMeaning, diciplineSeeks belongingness

Child 7-8 yearsRule/role mindScript developmentConcrete operational

Mythic orderPeople stay in their rightful placesTraditional morality, lives for laterAbsolutist, fundamentalistQuest: ultimate peace

Authority structureRigid rules for structure and orderPerson with position power makes-decisionsCommunication downwardsPatriotism, nationalism


I

We IT´s

IT

Orange (30% population, 50% power)


Distribution of responsibility

Full of viable alternatives

Pragmatically test for advantages to succeed

Search out the best solution

Enhance living for many through science and

technology

"truth is not delivered; it is discovered"

Universal truths

Play to win and enjoy competition

Many of the laws written to protect individual

freedom all flow from an orange worldview

Money rather then loyalty

This is where the commercial world is right

now

Achiever selfSucsess drivenStaus, image, growth, goalsMaterialistic

Child 9-14 yearsRational – reflexiveLogical mindEarly mutliple perspectives

Scientific materialismConsumerism-the good lifeDe-mythologizingMorality of principlesQuest: material pleasure

Strategic enterpriseCapitalistic democracyPerson with deligated authority-makes decisionsCommunicate up, down, acrossIndustrial


I

We IT´s

IT

Green (10% population, 15% power)


Join community to experience shared growth

Liberate humans from greed and dogma

Explore the inner beings of self and others

Promote a sense of community and unity

Accept multiple ways of seeing reality

Leaders become facilitators, less autocratic

Can lead to extreme relativism

Given birth to the civil rights, feminist, and

gay rights movements

Most present in Scandinavia, Canada and

Netherlands

Sensitive selfFairness drivenSharing, caring, egalitarianEmpathyAdvanced self-reflection

Young adult 15-21 yearsAdvanced abstract thinkingUse multiple perspectives

ConsensusOrganisation of equals for mutual-benefitsMulti cultural, pluralisticSensitivity to feelingsQuest: affectionate relationship

Social networkSocial democraciesMake decisions as a groupFrequent communications in all-directionsSystems theory


I

We IT´s

IT

Second tier of the Spiral 2-5% of the world

population (but growing) The shift from first tier to

second tier is dramatic Awareness of the whole

spiral appears (can take all perspectives)

One can see the gift and pitfalls of each level

World conflicts can be sorted with an intergral perspective

The leap to second tier is far from a sure thing

The future leaders must come from here

Yellow (1% population, 5% power)


Find natural mix of conflicting “truths”

and “uncertainties”

Demand integrative and open systems

Accept the inevitability of nature's

flows and forms

Learn how to be free but also principled

Rely on what's necessary, natural and

next

“What is right yesterday may not be

right tomorrow”

Change is a welcome part of the

process in organisations and life

Feel at home in any cultural context

Integral selfResolution of conflicting-perspectivesAuthencity – existentialBalanceDevelops intergral practises

Post-rationalTranspersonalExtra logicalAdvanced dialectial thinkingIntuitive

World centricUniversal compassionMultiple realities and perspectivesNatural systemsQuest: integral synthesis

Integrated networksStructure according to task at handFlexible, project centred, functional-leadershipCompetent person makes decisionCommunicate only as needed


I

We IT´s

IT

Turquoise (0.01% population, 1% power)


Little known about it today (very few people)

Focus on all living entities as integrated

systems

Self is part of a larger, conscious, spiritual

whole that also serve self

Acts for minimalist living so less actually is

more

Purpose-driven

Very right brain focused

Accepts that technology can enhance human

cognitive capacity

Mature integral view

“seeing everything at once” Evolution and development continues

growing, and we have no reason to believe it will stop with the stages that we are at now

Holistic selfPost-post conventionalContemplative thinkingNature mysticismPsychic visionSelf transcendence

Hyper logicalAuthentic transpersonal-perspectivesBrain waves indicative of a-higher state

World soulCollective individualismUnion with stream of lifeQuest: Peace in an -incomprehensible way of life

Global structuresGlobal reconcilliationAll earthly beings without exceptionHolarchy systems


I

We IT´s

IT

Spiral Dynamics can…

Give guidelines for designing better organisations

Improve communication Create more effective leadership Enhance interpersonal relationships Help us understand where

people/groups/processes are now and what they are likely to become next

Tell us IF it is time for change, then change FROM what TO what?

ask: How should Who Manage (lead, teach, etc.) Whom to do What, Where and When with What Consequences ?

Spiral Dynamics™ summary The Spiral is a framework for how

people think about things, not the things they think about. It represents containers that shape worldviews, not the contents that fill them (beliefs, values, etc.)

There is no direct link with intelligence, gender, age, ethnicity, or other demographics except as those variables influence the world around the person

No level is inherently better or worse than another. They do become more expansive since each builds on all that came before

People may talk about more complex systems without actually operating in the ways of thinking and being they describe. Look out for "stretch" versions of systems that talk a good game but do not live the worldview

Spiral Dynamics™ summary People may shift their thinking to fit the

conditions at hand and operate quite differently when under pressure or stress

Many people need to be managed quite differently today because they have moved on the Spiral even further and faster than most of their bosses, teachers, and even parents

Successful organisations are in danger of failing if they continue to manage people in the ways that made them successful in the first place

Marketing efforts, strategic plans, and M&A efforts often fail because the designers look into mirrors and assume the audiences and cultures they are attempting to reach share the same values systems they do

The question is not "how do you motivate people?" but how do you relate what you are doing to their natural motivational flows. A person has a right to be who he or she is

Spiral Dynamics™ summary Organizations should be constructed

from both "the top down" and "the bottom up" to link the functions, intelligences, and decision structures that the more complex new problems ahead will demand

Beware of finding simplicity which is not there. The "emergent, cyclical, double-helix model of adult biopsychosocial systems development (SD)" of Dr. Clare W. Graves is more complex than many presenters suggest

Beware of complications which do not serve the theory. The model is elegant in itself and is sometimes wrapped in details which contribute little of substance and only add confusion.

Spiral Dynamics™ summary

"It’s not that we need to form new organizations. It's simply that we have to awaken to new ways of thinking. I believe it makes no sense to spend a lot of time attacking the current realities. It is time to create the new models that have in them the complexity that makes the older systems obsolete. And to the extent that we can do that, and do that quickly, I think we can provide what will be necessary for a major breakthrough for the future." ~ Dr. Don Beck

Spiral Dynamics Integral

spiral dynamics introduction

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