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Spiral Dynamics Introduction
 

Spiral Dynamics Introduction

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

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

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  • Thank you - easy to understand and well put together I have added to my note on the topic.
    https://www.facebook.com/notes/rose-evans/spiral-dynamics/576520055722452
    Love & Smiles Rose x ☆¨¯`♥ ¸.☆¨¯`♥ ¸.☆¨¯`♥
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  • good summary, thank you!
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  • Mooie weergave hier gaat integralhrd.nl zo'n beetje over.
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  • This really is a wonderful summary and gives a clear first idea what it is abou!!! Congrats
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  • this makes understanding spiral dynamics a lot easier.
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    Spiral Dynamics Introduction Spiral Dynamics Introduction Presentation Transcript

    • Spiral Dynamics Integral by 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 self Safety driven Fusion state New born Reactivity Sensorimotor Genetiv givens Pre-social, autistic Pre-history Momentary survival Survival band Herd-like behaviour Strong members protect weaker Movements determinde by - weather, food and water
    • Purple (10% population, 1% power)
      • Appeared 50 000 years ago
      • “ 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
      Subjective Objective I I We IT´s IT Magical self Hedonistic Self-focused Amoral-impulsive Child 1-3 years Structure building Emotional exchange Preoperational thinking Basic gender identity Rites, rituals, taboos, superstitions Ways of tribe are sacred Oral tradition Quest: Safe mode of living Tribal order Led by elders, cheif or shaman Roles determined by kinship- sex, age and strength Clan-kinship allegiance
    • Red (15% of population, 5% power)
      • Appeared 10 000 years ago
      • 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 self Power driven Instant gratification Take action – lives for now Child 3-6 years Egocentric Pre-logical Pre-mythic power gods Strongest survive Aggression and conquest Quest: heroic status, power glory Explotive empire Most powerful makes decisions Communication downwards only Organised hunt Subjective Objective 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 self Order driven Meaning, dicipline Seeks belongingness Child 7-8 years Rule/role mind Script development Concrete operational Mythic order People stay in their rightful places Traditional morality, lives for later Absolutist, fundamentalist Quest: ultimate peace Authority structure Rigid rules for structure and order Person with position power makes- decisions Communication downwards Patriotism, nationalism Subjective Objective I We IT´s IT
    • Orange (30% population, 50% power)
      • Appeared 1000 years ago
      • 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 self Sucsess driven Staus, image, growth, goals Materialistic Child 9-14 years Rational – reflexive Logical mind Early mutliple perspectives Scientific materialism Consumerism-the good life De-mythologizing Morality of principles Quest: material pleasure Strategic enterprise Capitalistic democracy Person with deligated authority- makes decisions Communicate up, down, across Industrial Subjective Objective I We IT´s IT
    • Green (10% population, 15% power)
      • Appeared 150 years ago
      • 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 self Fairness driven Sharing, caring, egalitarian Empathy Advanced self-reflection Young adult 15-21 years Advanced abstract thinking Use multiple perspectives Consensus Organisation of equals for mutual- benefits Multi cultural, pluralistic Sensitivity to feelings Quest: affectionate relationship Social network Social democracies Make decisions as a group Frequent communications in all- directions Systems theory Subjective Objective 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)
      • Appeared 50 years ago
      • 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 self Resolution of conflicting- perspectives Authencity – existential Balance Develops intergral practises Post-rational Transpersonal Extra logical Advanced dialectial thinking Intuitive World centric Universal compassion Multiple realities and perspectives Natural systems Quest: integral synthesis Integrated networks Structure according to task at hand Flexible, project centred, functional- leadership Competent person makes decision Communicate only as needed Subjective Objective I We IT´s IT
    • Turquoise (0.01% population, 1% power)
      • Appeared 30 years ago
      • 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 self Post-post conventional Contemplative thinking Nature mysticism Psychic vision Self transcendence Hyper logical Authentic transpersonal- perspectives Brain waves indicative of a- higher state World soul Collective individualism Union with stream of life Quest: Peace in an - incomprehensible way of life Global structures Global reconcilliation All earthly beings without exception Holarchy systems Subjective Objective 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