Spiral Dynamics Introduction

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)
“ 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)
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)
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)
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)
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)
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

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

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.

"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

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Spiral Dynamics Introduction

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