Workshop on Spiral DynamicsErik Månsson and Sonja Ellmann

19 November 2009, Stockholm, Sweden19 November 2009, Stockholm, Sweden

Projektforum 09Projektforum 09

Spiral Dynamics (by Beck & Cowan):

A theory of human development arguing that human nature is not fixed but adapts by constructing new more complex models to cope with new problems.

Each new model includes and transcends all previous.

The set values defined are applicable to individuals, organisations and entire cultures.

The model is not linear but infinite stages of progress andregression over time dependent on the life conditionsof the person / culture which are constantly in flux. Each stage can (co)-exist in both healthy and unhealthy states.

SPIRAL Dynamics Model ‐

background

Coral 

Turquoise

Yellow

Green

Orange

Blue

Red

Purple

Beige

SPIRAL Dynamics Model ‐

the colours

The model offers a dynamic perspective on complex matters such as:

HOW people think about things (not “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 Model ‐

benefit of use

Individuals and cultures do not fall clearly in any single category (which in Spiral Dynamics is symbolized by different colours).

Each person/culture embodies a mixture of the value patterns, with varying degrees of intensity in each.

Attaining higher stages of development is not synonymous with attaining a 'better' or 'more correct' values system, although higher levels allow broader understanding and appreciation of all factors in play.

Each stage can (co)-exist in both healthy and unhealthy states, whereby any stage of development can lead to undesirable outcomes with respect to the health of the human and social environment.

SPIRAL Dynamics Model ‐

how to understand

red1th

tier

2nd

tier

3rd

tier

Red:

Project power structure (storming)

+Feeling of 

well‐beingFulfillment

Feeling of 

discontentDisappointment

‐

Phases of team development:

2. Storming 3. Norming 4. Performing1. Forming

Interaction

Close combat phaseConflict

• Underlying conflicts•

Confrontation between

different individuals• Formation of cliques• Difficult  progress

Lines are drawn,   power struggles

Organization phaseAgreement on common goals

• Development of newways of interacting with others in the group• Feedback• Confrontation betweendifferent points of view

Self‐organization

Fusion phase Performance

• Full of ideas• Flexible• Open• Efficient• United, cooperative

Maturity, mutual acceptance

TimeTest phaseFormation of the group

• Polite• Impersonal• Tense• Cautious

Formation of the group

consciousness

Impulsive / Egocentric MEMEavoid shame, get respect, and do what you want

A jungle, where the strongest and most cunning survive

•the world is a jungle full of threats and predators•breaks free from any domination or constraint

to please self as a self desires

•stands tall, expects attention, demands 

respect, and calls the shot

•enjoys self to the fullest right now without guilt or remorse•conquers, out‐foxes, and dominates other aggressive characters

power driven

exploitive empire

Red:

Project power structure

(storming)

blue1th

tier

2nd

tier

3rd

tier

Blue: Rule based PM

(norming and performing)Purposeful / Authoritarian MEMELive has meaning, direction and purpose;

enforce principles of rightful livingA ordered existence under the 

control of ultimate truth.

•one sacrifices self to the transcendent cause, truth, or righteous pathway•the order enforces a code of conduct based on ethereal, absolute

principals•righteous living produces stability now and guaranteed future reward•impulsivity is controlled through guilt; everybody has their proper place•laws, regulations, and discipline build character and moral fiber

order driven

authority structure

world view

mind set

absolutistic:DIN 69904 ISO 9000 project

management 

certification 

(4 level/PMP)

IPMA / PMI

hard factors

ISO certification Competence baseline

orange1th

tier

2nd

tier

3rd

tier

Orange: Efficiency based PM

(performing)

world view

mind set

TQM ‐

EFQM to Project ExcellenceProject management and project results

Achievist / Strategic MEMEplay the game to win, cultivate 

optimistic,

risk‐taking, self‐relianceA marketplace full of possibilities 

and opportunities

•Change and advancement are inherent within the scheme of things•progresses by learning nature’s secrets and seeking out best solutions•manipulates earth’s resources to create and spread the abundant good live•optimistic, risk‐taking, and self‐reliant people deserve success•societies prosper through strategy, technology, and competitiveness 

success driven

strategic enterprise

Behavioural competence 

Technical competence Contextual competence 

Lean Management, Six Sigma, 

KAIZEN

green1th

tier

2nd

tier

3rd

tier

Green: Humanistic PM

‐

soft factorsworld view

mind set

humanistic valuescorporate culture

Communitarian / Egalitarian MEMESeek peace in the inner self and explore 

the caring

dimensions of communityA human habitat in which we share 

life’s experiences, freed from dogma.

•the human spirit must be freed from greed, dogma, and divisiveness•feelings, sensitivity, and caring supersede cold rationality•spreads the earth’s resources and opportunities equally among all•reaches decisions through reconciliation and consensus process•refreshes spirituality, brings harmony, and enriches human development

people driven

social network

humanisticcorporatevalues

C T

Q/P

customer‐satisfaction (CS)

(PS) people‐satisfaction

stakeholder‐satisfaction (SS)

Problem with Pilipino and Pakistani workers not wearinghearing protection during tunnel boring and company facing potential penalty due to Saudi law. Which is the most appropriate response?

1) Pay deduction for non-compliance

2) Issue company guidelines & regulations in accordance with Saudi law

3) Brainstorm on options & decide based on cost/benefit analysis

4) Call for meeting with all staff trying to motivate them to change behaviour

Case: Swedish (project)manager

in Saudi 

Problem with workers not wearing hearing protection duringtunnel boring and company facing potential penalty due to locallaw. Would your response be different in another culture? What about Sweden?, Germany? Or US?

1) Pay deduction for non-compliance

2) Issue company guidelines & regulations in accordance with Saudi law

3) Brainstorm on options & decide based on cost/benefit analysis

4) Call for meeting with all staff trying to motivate them to change behaviour

Case: Swedish (project)manager in Saudi cont.