Unitary Developmental Theory Elaborated for all human systems

How Human Systems Function, Learn & Develop?
(Unitary Developmental Theory)
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UNITARY DEVELOPMENTAL THEORY (UDT) - Abstract
UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney – a Psychologist and
Organization-Development (OD) practitioner with some experience of Regional Development.
Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD
resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books
re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-
economic systems – or more specifically, human systems functioning through socio-economic capabilities.
From the humble beginnings of devising a model to distinguish organizations that could take on change from
those which could not, the assumption arose from the author’s experience across each field – including e.g.,
rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a
failed Change initiative – that validity for one domain had to mean validity for all, and so it proved.
The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in
each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all
activities and capabilities across the developmental paradigm, so that practitioners from different schools
within each of the 3 domains can draw on it to complete and strengthen their models, processes, and
practices.
Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging
to people to thwart that process, and that all Change or Developmental interventions should adhere to this
pattern. It makes this assertion because of the correspondence between its Phases and those of other models
of development, change, and degradation, so that it can be said that all pioneers were seeing the same
process, but incompletely.
Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows
correspondence to most other models across each domain, but typically, adds significant value through
completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is
operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- /
data-based developmental intervention, and should improve outcomes across the board.
Key Concepts
• Psychological Development & Recovery • Organization Development & Recovery
• Macro-Socio-Economic Development &
Recovery
• Societal Systems and their
Development & Recovery
• Socio-Economic System • Maturity
• Developmental Learning • Habituation
• Inversion • Conversion
• Hysteresis • Regenerative Leadership and
• Linear, Lateral & Integrative Mindset
Configurations
• Regenerative Eco-System

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Contents
AN OVERVIEW OF UDT............................................................................................................................3
UDT and Psychology............................................................................................................................4
Linearity, Laterality and Integrativity................................................................................................11
UDT and Mental-Health Recovery ....................................................................................................11
UDT and Organization Development....................................................................................................13
Background .......................................................................................................................................13
UDT addressing the causes of Failure Rates.....................................................................................13
UDT and Organizational Culture .......................................................................................................19
UDT in Action: A Change-Management Process...............................................................................19
Agility and Resilience through UDT...................................................................................................25
UDT AND MACRO-SOCIO-ECONOMIC DEVELOPMENT.........................................................................27
UDT AND SOCIETY.................................................................................................................................35
UDT and Education ...........................................................................................................................35
UDT and Justice Systems...................................................................................................................36
UDT and Emotional Maturity in Society............................................................................................36
UDT and Spiritual Maturity...............................................................................................................37
UDT and Negotiating, Conflict Resolution and Peace-Building ........................................................39
UDT and Post-Modernism.................................................................................................................40
Conclusion.............................................................................................................................................41
References ............................................................................................................................................41
Reviews .................................................................................................................................................46

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AN OVERVIEW OF UDT
UDT purposefully addresses a deficit in both developmental science and practice that is reflected in
appalling but validated failure rates for developmental interventions across each domain as
referenced in each section below, which e.g., has materialized for organizations since the 1960s
when the challenges of the VUCA environment began to outstrip management practice and has
reached critical proportions of 85% with the more recent advances such as Digital Transformation –
whatever may be expected with AI! And while Learning has been offered as solution across the
board – e.g., Learning Life, Learning Organization, Learning Region, e.g., Morgan, (1997), Learning
Economy – and most recently Learning Society by Nobel Economist Joe Stiglitz – but there has in
fact, been no operationalizable normative model of Developmental Learning to facilitate such
aspirations, until UDT.
The model reveals 7 Levels of normative natural developmental-learning, homogenously organizing
15 Phases, and it also shows how Habituation occurs along this hierarchy in already-established
patterns from the lowest habituation stage characterized by e.g., Egocentricity, Sociopathy and
Exploitative Leadership, to the highest level which is reflective of Regenerative Leadership, and also
Regenerative Eco-System which succeeds in balancing Agility with Resilience and is marked by
facilitating integrative growth of off-spring whether they are the children of a family, or the off-
shoot enterprises of an agile organization such as Haier which is case-studied in detail in Vol. 2. UDT
proposes that the Schemas of these polar-opposite Phases act as Inversive and Regenerative
Singularities respectively, that act on everyone to Invert or Rejuvenate the natural developmental-
learning drive; and the nearer the Habituation or Maturation to either on the hierarchy, the stronger
the effect. Diagnosis and Development occurs along the hierarchy as Y-Axis, for Capabilities
organized homogenously in Dynamics as X-Axis, resulting in Matrix Frameworks as in Fig. 1 and Fig. 5
below.
As detailed below, beyond bringing order to Developmentalism, the theory offers significant
advances to each domain. For example, in Psychology, it offers theoretical grounding for the
statistically-based DSM-5 Clusters of Personality Disorders. Its re-definition of the troublesome
concept of Culture as Habituated Maturational Stage, is shown to be clinically valid and correlated
with performance outcomes for organizations and nations alike. In Economics it answers calls from
leaders such as Jeffrey Sachs for a new operationalizable model of human nature; policy-design
congruent with that nature, etc. Furthermore, it also brings a degree of resolution to the many calls
for greater integration of Systems Thinking in each domain. It also greatly expands our
understanding of Linear, Lateral and Integrative Mindset Configuration is tragically polarizing our
world in disintegrative fashion in many Societal systems from Religion to Politics, which are also
addressed below.
The higher Levels of UDT Maturity reflect increased Agility with Resilience at all levels of Society
which predispose towards better outcomes in times of increasing uncertainty and complexity, while
enabling management through human nature rather than against it in all spheres. Along with the
three defined academic domains, it adds similar value across Societal systems re. Education, Justice,
Criminal Rehabilitation, Spirituality, Culture, Art Appreciation, Politics, History, etc. From a global

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perspective, it is evident from the fields of Politics, Management, etc., that the sophistication or
complexity of the Economic dimension of our Socio-Economic systems which includes Technology,
Finance, etc., has far outstripped the capacity, sophistication or Maturity of our Social Dynamic to
manage them; but UDT represents a significant advance towards redressing this imbalance in all-
inclusive systemic modelling; and overall, it can further the prospects of generating a more mature
world.
UDT and Psychology: A model of Developmental Learning for Psychological Maturation and Recovery
The following analysis presents a) Background indicators for a need for such a theory; and b) an
introduction to the Phases of natural developmental learning across the Lifespan with brief
descriptions of Habituations at each of these Phases in already established patterns; and c) an
outline of its normative process for developmental interventions, and how it can aid various
approaches to Mental-Health Recovery.
Background
The science of Psychology has progressed though the last century from one paradigmatic shift to the
next; and typically, at some cost to what had already been learned. E.g., such shifts have occurred
from Psychoanalysis with its emphasis on pathology arising from arrested or traumatised early
development, through Behaviourism emphasising the management of mental connections made
from experience that could be positive or negative to Learning, to Cognitivism emphasising
Information-Processing Capability maturing in line with Neural Structures, Humanistic Psychology
emphasising the validity of the Self arising from patterns of personal choice and expression, to Post-
Modernist rejection of grand theory in favour of emergent learning in Dialogue approaches. While
UDT shows the immaturities of previous Grand Theory both in Psychology and elsewhere, it also
offers needed structure to Dialogue interventions, and indeed, can be seen to bolster the validity of
each school to address specialist issues.
However, the critical problem for Psychology is not only theoretical disparity and disjunction which
UDT goes a long way to resolve, but again the Failure Rates attending its application in practice re.
Development and Mental-Health Recovery. Across the Applied Psychology field, failure occurs as
follows: Criminal Recidivism at 49% (Markham, 2022); 77% for Psychological Recovery when defined
as remission for a yeari
(Saltzer et al., 2018); Educational Underachievement averaging 23.5% across
all levels and types of pupils (Mazrekaj et al., 2022); etc.
UDT and Psychology
The following Tables present a brief introduction to the UDT Phases of Development and Recovery,
the Patterns of Habituation for each Phase called Stages, and, how they correspond to established
theory and models both from Psychology and elsewhere.

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TABLE 1
SAMPLE CHARACTERISTICS OF UDT DEVELOPMENTAL PHASES AND HABITUATION STAGES IN PSYCHOLOGICAL DEVELOPMENT AND RECOVERY
Levels Developmental
Phases/ Stages
of Habituation
Natural Adaptive Phase Description of Natural
Phase
Description of Habituation Phases of Psychological Recovery
7. Leadership 7b.
Regenerative
Leadership
Internal and External
Regeneration – Personal
Refreshment
Regenerative Parenting/
Influencer,
Regenerative Authority
Leadership refreshing
internal & external systems
through Phases. System is a
Regenerative Eco-System
nurturing Integrative
offspring.
Without Refreshing Self
System – Arrogance
leading to Autocratic
Leadership in a
Disintegrative System or
Obsolescence
Maslow’s higher Self Actualization –
Global Conscience in action, etc.
Kohlberg’s Universal Ethics Stage of Moral
Development. Parenting or regeneratively
influencing others
7a. Integrative
Leadership
Integrative Directing of
others
Leading integrative growth
of a system
Self-Reliance, Internal
Regeneration
Acting as a functional reference point of
Intrinsic Trust within wider system as e.g.,
Mentor, etc..
6. Creativity 6b. Creative
Complexity
Systemic Self-
Actualization
Socio-economic integration
of the Self
Counter-Culture Creativity Systemic Self-Expression; Romantic
Relationships and other choosing, e.g.,
roles are driven by doing what one loves
to do
6a. Complex
Creativity
Personal shaping of
Construct Capabilities
Self emerges from choices
on dynamic experience
Creative Laterality without
plan, organization, or
purpose
Self-Expression and making one’s own of
work, activities, beliefs, values, etc.
5. Complexity 5b. Adaptive
Complexity
Systemic adaptive
integration in socio-
economic system
Structuring Choices, Socio-
economic integration -
career, home, relationships
Failure to engage the mess
of self-exploration;
Extravert Linearity
Build a life around the new role through
Personal Choice – place to live, transport,
social network, etc.

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5a Complex
Adaptivity
Young Adulthood,
Existential Choosing
from dynamic
experience
Late Secondary School,
University, Sampling work
& relationships, Competing
for life-critical resources
Life is a number of high-
level Contests
Engage Vocation in the real world with
ideally, Dynamic Learning from feedback
4. Operations 4b. Formal
Operational
Logic, Systematic
Reasoning, Vocational
Direction
Shaping in choice of
preferred skills, activities,
etc.
Bureaucratic Systems;
Formal Linearity; Introvert
Linearity
Take/ Modify Formal Qualifications,
Contracts, etc., for Vocational Life
4a. Concrete
Operational
Late Primary, Early
Secondary School
Learning
Skills-based Learning Change for change’s sake;
Disjunctive Patterns
Begin Self-Development as needed for
chosen Rehabilitated Life re. Vocational
Skills and Assertiveness
3. Equilibrium 3b.
Destabilization/
Unstable
Equilibrium
Mid Primary School Peer grouping, Friction
with Convention, Piloting
Ineffectual Frustration with
limitations of equilibria life
Make Valid Personal Choices as
Regenerative Direction, Goals, etc.
3a.
Stabilization/
Stable
Equilibrium
Early Primary School,
Socio-Emotive Learning
Sublimation, Social system
– e.g., School, Buddies
Status Quo maintenance,
Symbiotic Relationship;
Socio-Emotive & Extravert
Laterality
Engage in Self-Help Groups as Internal
Support Network, On-boarding External
Support Network from e.g., work, family,
etc.; Take stock of emerging life-changing
options if necessary;
2. Chaos 2b. Critical
Divergence/
Reflexism
Healthy loosening of
Attachment with
Primary Care-giver
Trial and Error learning
about environment
Chaotic Life Patterns Engage with broader Critical Support
Team; Behavior-Modification Therapy;
Generate Options if life-changes are
required
2a. Critical
Singularity/
Tropism
Relationship with One
Good Adult of ideally
Level 7 Maturity
Freudian Identification
with Care-Giver
Neurotic Dominance,
Critical Linearity
Transference; Long-term, Trust-based
relationship with a Counsellor

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1. Inversion 1c. Incubation/
Insulation
Sheltered Self-
Emergence and
organization
Vygotsky’s Self Talk Phase,
Reflection, Planning
Dependence, Failure to
Launch,
Talk Therapy such as Psychoanalysis using
(2a) positioned Singularity with ideally
Level 7 Maturity
1b. Disconnect/
Inertia
Early Disciplining &
Existential Disconnect
from Indulgence,
Omnipotence, etc.
Shaping of basic sense of
responsibility; Earliest Self-
Differentiation
Systemic Disconnect
including within Self; Social
Isolation; Depression; etc.
Disconnect from Problematic Behaviour -
Cold Turkey, etc.
1a. Creative
Disruption/
Absorption
Infancy Survival, Instinctive
Indulgence
Self-Indulgence; Socio-
pathy; Abusive Spouse;
Exploitation, Narcissism,
etc.
Disorienting Dilemma as Disruptive root
of all Change & Learning; etc.

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TABLE 2
CORRESPONDENCE WITH SAMPLES OF THEORIES OF NATURAL DEVELOPMENT, CLINICAL CLASSIFICATIONS PSYCHOLOGICAL CONDITIONS &
DEVELOPMENTAL INTERVENTIONS
UDT DSM-5 Freud
Piaget & post
Piaget1 Horney Maslow Bowlby
Transformative
Learning
15 Developmental
Phases and Habituative
Stages
3 Clusters of
Personality
Disorders
5 Stages of
Psycho-Sexual
Development
4 +2 Stages of
Cognitive
Development
3 Types of
Neuroses
Hierarchy of
Needs
3 Insecure
Attachment
Styles, etc.
7 Phases of
Learning
7b
Regenerative
Leadership
Self-
Actualization
7a
Integrative
Leadership
6b
Creative
Complexity
6a
Complex
Creativity (Creativity)
5b
Adaptive
Complexity
Re-integration
into life on
1
(e.g., Cartwright et al. 2009)

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basis of new
perspectives
5a
Complex
Adaptivity Genital Stage (Complexity)
Esteem
Self
Confidence in
the role
4b
Formal
Learning
Formal
Operations
Cognitive
Skills learning
for strategic
role.
4a
Operational
Learning
Concrete
Operations
Skills acquis-
ition for plan
and tryout of
plan
3b
Unstable
Equilibrium
Emotional Exploration of
new roles,
3a
Stable
Equilibrium Latency Stage
Belonging Recognition of
similar others;
Social Support
or Platform
2b
Critical
Divergence /
Reflexism
Continued
De-Centering
(Exploration
Phase)
2a
Critical
Singularity /
Tropism
Phallic Stage,
Identification
Pre-
Operations to
Phase 4
Dominant
Influence Safety
Monotropism
(Qualified)

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1c
Incubation/
Insulation Cluster C
Self-Talk
(Vygotsky)
Dependence
(Move Toward)
Safety
Anxious-
Ambivalent
Self-
Examination,
Critical
Assessment of
Assumptions
1b
Disconnect/
Inertia Cluster A Anal Stage
Detachment
(Move Away)
Avoidant
1a
Creative
Disruption/
Absorption Cluster B Oral Stage
Ego-centrism
Sensory
Motor Stage
to 1
Aggression,
Narcissism, etc.
(Move Against)
Physiological Disorganized
Disorienting
Dilemma

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Erik Erikson also provided a model of Psychological Development that offered Stages as resolution of
Developmental Crises which otherwise left a negative pattern of adaptation which are virtually all
associated with the Inversion Zone (1). This is obviously not the same rationale as UDT’s Habituation
which occurs at all Stages and typically, in congruence with MBTI Personality Types along the
hierarchy.
Linearity, Laterality and Integrativity
Although these concepts are familiar in Psychology, UDT expands them considerably, and arguably,
to significant effect. UDT asserts that we are all born either Linear or Lateral depending on e.g., MBTI
typology, but that it is the function of Maturation to grow beyond the limitations of such
programming to develop Integrativity. It is long recognized that Linearity is a prominent feature of
Western life. As Lee (1950) put it “In Western culture, the line is so omnipresent and inescapable, we
are incapable of questioning the reality of its presence” (p.92). Literally, it organizes thought and
action to favour Divisiveness, Hierarchy, Short-Termism, Continuance, Dominance, Simplicity, Black-
and-White thinking, etc., and many theorists have showed how it stifles Education, Justice,
Organizational Agility, Self-Actualization, sciences such as Psychology, and called for paradigmatic
shift to e.g., Systems-based approaches (Capra, 1982). In UDT, it is particularly associated with
Absorption (1a), Tropism (2a) and Formalism (4a).
Before UDT, the appreciation of Laterality had been limited to its relationship with Creativity (6a),
but UDT expands the concept to include any Habituated predisposition to obstruct progression, and
such Habituation occurs also at Disconnected Depressive (1b), Equilibrium’s Social Lateralism (3),
with the latter being associated with e.g., impossible all-inclusiveness. Integrativity describes the
growing capacity to take on board increasing complexity in a constructive manner and ideally,
incorporates the best of both Linear and Lateral mindsets such as discipline and social conscience,
resp. Ideally, it is the autonomous natural drive of curiosity through which a human system matures.
The problem for Global Society is that it is – and always has been – fractured along the lines of these
three mindset and Cultural configurations in Politics, Religion, Education, and all Societal systems;
and a brief introduction is given below to how UDT can diagnose and aid redress of the immaturity
of such chronically Habituated Linearity and Laterality, and promote Integrative Maturation for each.
One of those critical fracture lines that is polarizing Politics is Immigration: Lateral Inclusivity Vs
Linear Conservatism.
UDT and Mental-Health Recovery
Each school of Psychology has afforded its own approach to facilitating Mental Health Recovery, and
in line with the correspondence above to different Levels of Maturation, so each is best suited to
addressing Habituations at corresponding Levels. Psychoanalysis is associated with Repressions and
other manifestations of Level (1) Inversion; Behavior Modification is associated with de-coupling
Conditioning effects associated with Level (2); Cognitive Therapies seek to change Schemas of Level
(4), but variations cover many Levels; Humanistic Counselling aims to raise awareness to the
fulfilment of the Authentic Self that is associated with the higher 3 Levels. On the other hand, Open
Dialogue is an approach that has grown to cover virtually the range of UDT process, but, as argued

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below, can still gain considerably from UDT. Furthermore, when seen through the UDT prism, each
type of therapy tends not to stray beyond the parameters of their associated Levels. Hence,
Psychoanalysis performs much like a surgeon focusing on the simple removal of the pathological
material and not concerning its process with much remediation beyond that. Such approaches can
be seen to fall far short of where they should be bringing people, and although the Tavistock
approach incorporates some issues of a Level (3) nature, UDT proposes that each client should be
given guidance through the entire developmental process to become a fully actualized person rather
than being left “as neurotic as the rest of us” as Freud originally envisaged. Cognitive Behavioral
Therapy (CBT) covers a range of approaches that also includes a focus on Emotional factors.
Generally, the therapy seeks to alter the way of thinking that is seen to precipitate Depression,
Anxiety, etc., and then to address the behavioral changes to embed redress. UDT can surely inform
schema analysis and what the theory would call Conversion to a higher-Level Schema. Furthermore,
UDT can also guide behavioral development through the Phases to bring sustainable life congruence
between thought patterns and behavior. According to Padesky and Mooney (2012), CBT starts its
remedial process with Self-Talk which is associated with Phase (1c), but ideally, built on (1a) and (1b)
and should progress in congruence with the UDT Phases.
Like Dialogue approaches in the other domains, Open Dialogue Therapy (ODT) emerged in post-
modernist fashion as reaction to failed grand theory within Psychology and elsewhere; and while
UDT reveals and repairs the immaturities of such theory, it offers needed remedy to ODT as well.
ODT is the closest process to the UDT model as it incorporates e.g., a constant relationship with a
Critical Singularity (2a), the inclusion of friends, workmates, etc. (3b), re-skilling (4a), etc. Its figures
suggest it is successful across most mental-health issues, though these figures are called into
question (e.g., recovery defined as working within 2 years rather than remission for 1 year), as is the
discipline through which the process is delivered. UDT arguably gives Open Dialogue theoretical
grounding, normative structure, and again, completion.
Another recovery process that parallels UDT, but across the whole process is the eclectic Acceptance
and Commitment Therapy (ACT) approach which arose in the last 20 years or so, specializing with
Obsessive-Compulsive and Anxiety issues. It combines Behavioral, Cognitive and Humanistic
elements in a practical process which focuses on replacing psychological pathology with a sense of
meaning in life. In UDT, this is associated with Level 7 which should provide a Conversion principle to
all therapy. Again, however, the approach has been criticized for lack of discipline (e.g., Herbert and
Forman, 2013); and again, as with all therapies, UDT can provide helpful meta-theoretical support.

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UDT and Organization Development
The following analysis gives some background indicators of the need for such a theory; builds on the
exposition of UDT above to show how UDT achieves necessary paradigmatic shift and equips
organizations for the challenging 21st
century market environment which is afforded the acronym
VUCA (Volatile, Uncertain, Complex and Ambiguous).
Background
In the prevailing VUCA environment, Organizational Effectiveness and Returns are correlated with
Agility which encompasses ongoing Adaptability and success at planned Change Management and
Organization Development (CM/OD). Recent research places the average premium for Agility at 30%
(Hamel and Zanini, 2018; Holbeche, 2018; Walter, 2021). On the other hand, and keeping with the
maturational polarization modelled by UDT, the discount associated with organizations run in even
authoritarian fashion is seen as even more significant (Spain et al, 2016, Boddy, 2011). Other
research finds that only 20% of organizations have a level of functionality that could qualify as Agile
(McKinsey). Interestingly, the appalling Failure Rates for CM/OD which are remarkable consistent
since the 1960s (for the definitive accounting, see Burnes, 2017, pp. x-xiv) generally run at 75%, but
with some interesting highlights: M&As which are actuarially chosen and designed for success have
only 50% success as measured against sector average within 3 years (Grogan, 2014); Digital
Transformation at 75% for all organizations, but at 85% for those lacking core IT competence in
relation to e.g., BRP (Somers et al., 2000); etc. Furthermore, prevailing models of CM/OD are heavily
criticized for their lack of theoretical grounding.
UDT addressing the causes of Failure Rates
The root causes of underachieving are the same for organizations trying to achieve Agility and those
implementing CM/OD. Given the rates of Agility, most organizations trying to achieve the desired
outcomes and implementations are overstepping the Developmental-Learning Capacity of the
system, thereby undermining Traction; and they are also working without normative guidance for
Sustainability. The model can be used in organizations in three ways a) as a discussion tool; b) as a
Change-Management process for discrete issues; and c) through formal questionnaire-based
diagnosis / developmental interventions that can be targeted or as an ongoing recycled process. As
with Personal Development, the latter process offers a) diagnosis of the Developmental-Learning
Capacity across all Critical Construct Capabilities so that they can be targeted to provide Traction;
and b) normative step-by-step guidance through all levels of Development to optimise Sustainability.
Above all, UDT ensures that development occurs along the lines of how humans and human systems
actually learn, and in congruence with human nature rather than against it, and the process for
Recovery is the same as for Development, except that it may be more radical, i.e., starting with
Phase (1a).

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Fig 1 A Sample UDT Organization-Development Framework yielding a Maturity Profile and Index

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TABLE 3
GENERAL DESCRIPTIONS OF DEVELOPMENTAL PHASES AND HABITUATION STAGES FOR ORGANIZATIONS
PHASES DESCRIPTION OF DEVELOPMENTAL PHASE DESCRIPTION OF HABITUATED STAGE
7b Regenerative
Leadership
Regularly re-invigorating the phases; Parent External
Entities, Spin-Offs, M&As, Joint Ventures, etc.
Internal and External Trust in the organization as a Dynamic
System
7a Integrative
Leadership
Leadership positioning of people, product, etc. giving
direction in the sector and beyond
Hubris of over-reliance on internal resourcing and focus (e.g.,
early Intel)
6b Organizational
Advantage
Embedding support for innovation etc., maintain quality,
Self-Organization, Collaboration, etc.
Supporting Innovation but there is a failure to take Leadership in
the sector
6a Competitive
Advantage
Systemic Self-Expression, Innovation, Empowering
connectedness, etc.
Innovation that loses awareness of market, external change, etc.
(e.g., early Apple)
5b Sustainable
Competitiveness
Embedding support for Competitiveness throughout the
organization
Supporting competitiveness but with neglect of R&D, innovation,
etc.
5a Competitiveness Customer-Care Excellence; Internal and External systemic
Connectedness; etc.
Competitiveness becomes a Contest Culture rather than
integrating strategic growth
4b Formal Learning Embedding all the process and procedure for internal
fitness
A bias to process & procedure rather than the next level’s market
focus; Bureaucracy
4a Operational
Learning
Training & development to ensure strategic competencies
are in place; learning from pilot, etc.
Introducing training and development that is not building
strategic competencies and capabilities
3b Destabilization Allocation of resources; positioning emerging network of
key people; possible piloting, etc.
Overall equilibrium but with friction that never integrates into a
drive with potential for growth. Dissenters are bipolarized &
degrade or they leave

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3a Stabilization Build Trust, on boarding people with strategy; taking stock
of progress from the opportunistic phase, etc.
Status Quo: A niche shapes the organization. If the niche changes,
degradation to Chaos below occurs
2b Critical
Divergence
Strategic Delegation to a network of key people with the
credibility to leverage change; Diversification; Integrative
Opportunism, etc.
Following Opportunities regardless of strategic potential,
Firefighting, etc.
2a Critical
Singularity
Varying with dimension or construct, this phase means
attaining visible leadership commitment to a plan; winning
a flagship customer; launching a strategic product, etc.
Critically important singularity e.g., customer, financier, etc., or
deference to a leader or influence (Groupthink), limits growth,
creates antagonism, boundaries & competence ceilings.
Dominance
1c Insulation/
Incubation
Collectively generating the new vision and planning
progression through the phases
Paralysis by Analysis, Chronic Introversion, Failure to Launch, etc.
1b Inertia/
Disconnect
Critical mass of people makes a resolved decision to stop
what is damaging or hindering the organization
Deadwood projects, Switched off people, etc.
1a Creative
Disruption/
Absorption
Change Catalyst enters system; Disseminating of Disruptive
new idea
Projects with negative ROI, Drain on Resources, “Sunk-Cost Bias,”
Embezzlement, Milking the system

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Table 4
Correspondence with Models of Organization Development
UDT Phases Greiner
(1998)
Stages of
Evolution
Greiner (1998)
Stage Crises
[resolved by next
UDT Phase]
Kotter (1994)
Change Phases
Nevis et. al. (1995)
Organizational
Learning
Tuckman &
Jensen (1977)
Team
Development
Capability
Maturity Model
Integrated
People CMM McGahan (2004)
4 Trajectories
Model
7b
Regenerative
Leadership
Adjourning or
Independence
7a Integrative
Leadership
6b Creative
Complexity
Collaboratio
n
Deutero Learning Outperforming Optimizing
6a Complex
Creativity
5b Adaptive
Complexity
“?” (Anchor
Change)
Double Loop
Learning
Optimizing Predictable Progressive
5a Complex
Adaptivity
(Keep Moving) Performing Quantitative
Management
4b Formal
Operations
Co-
ordination
Red-Tape [retain
quality but be
adaptive]
Consolidate,
move on,
anchor change
Norming Defined Defined
4a Operational
Learning
Managed Managed

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3b Unstable
Equilibrium
Storming Initial Initial Creative
3a Bounded
Equilibrium
2b Critical
Divergence
Delegation Control [from 3a rev-
iew to 4b
Procedures]
Empower
People, Short-
Term Wins
Forming Radical
2a Critical
Leadership
Direction Autonomy [begins
with Delegation]
Share Vision Single Loop
Learning
Intermediating
1c Incubation Creativity Leadership Develop Vision
1b Disconnect (Adjourning)
1a Creative
Disruption
Have Urgency,
Create Coalition

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UDT and Organizational Culture
A sample paradigmatic breakthrough is UDT’s advance in understanding Culture (both organizational
and national) and in operationalizing Cultural Change. The standard definition of this troublesome
feature of organizations has been “the way we do things around here.” In contrast, UDT provides,
with clinical precision, the definition of Culture as Stage of Maturational Habituation. Such clinical
validity arises because the 10 Cultures that have been defined by the most advanced research in the
field by Schwarz and colleaguesii
, map onto 10 of the 15 UDT Stages, and more so, they do so in the
sequence that corresponds to how these 10 Cultures are ordered in relation to contribution to
Returns as shown graphically in Table 6 in the Economics section below and mirrored in
Organizational research by Porto and Ferreira (2017). It follows that Culture Change simply becomes
another OD intervention through UDT.
UDT in Action: A Change-Management Process
Most Change and Developmental initiatives seek to generate the functionalities associated with
Levels 5 to 7. However, the reason that most fail is a function of what emerges from the McKinsey
graphic above which can be translated to say that 75% of organizations are habituated at Level 4 or
below. What UDT makes clear is that Traction for such interventions will diminishes with lower
Habituations, and that in such cases, the CM process, must begin with Phase (1a) in what can be
called a Radical change process. On the other hand, if a Capability is diagnosed at Level 5, there
should be the potential to use a Next Step process and introduce the functionality of the next Phase
relatively directly with prudent pre-framing and organization. This may also apply to Level-4
Habituation, if the qualitative data indicate a positive Hysteresis.
The following Table 5 is given as an example of the UDT process in action, as it captures the main
points of the UDT Change-Management process for introducing a discrete Change initiative. The
model can also be used as both a Discussion Tool and in a formal Diagnostic/Developmental process;
and together, these represent its 3 types of intervention in OD/CM, whether it is used with a Team,
an Organization or to improve a specific activity such as Collaboration or M&A Integration

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TABLE 5
SAMPLE GUIDANCE FOR COMPLETE UDT-BASED CHANGE-MANAGEMENT (CM) PROCESSES
Phases of the Change-
Management Process
Brief Outlines of each Phase of the generic CM Process for Discrete Organizational Change
1a. Creative Disruption/
Shock critical people out of
their complicity
Generate a sense of the Problem or Opportunity that shocks, undermines, and disorients people and causes a sense of a
forceful Dilemma that must be taken responsibility for urgently. This process typically benefits from the presentation of an
altogether better alternative Vision of how things should be and what is called a “Change Story.” Because all you can work
with is motivation, leverage people as they begin to show interest into what is called your Critical Network (CN) – a
network of people who are representative from across the organization and have sufficient position and/or credibility to
effectively champion and positively leverage the process of change through the system. The ideal method is a diagnosis
formally or otherwise, using the UDT model, which creates a new collective and dramatic self-awareness that shows gaps
very graphically. Also, do a Talent Audit on Management and Key People relative to requirements.
1b. Disconnect/
Critical Network commit to
Decisive Collective Action
Mobilize the Critical Network to make a decisive Disconnect characterized by an affirmation such as “We are no longer that
organization” from the prevailing situation and agree to plan progression through the OrgCMF™ Phases, a reconfiguration
to bring Integrative and Sustainable Change to the situation. Degree of Commitment marks the degree of Disconnect so
other aspects of Disconnect could include a willingness to accept personal or collective sacrifice such as reduction in wages
or personal circumstances to facilitate significant change that is deemed to be for the best in the long run.
1c. Incubation/ Collective
Planning of the Change
Initiative
Facilitate the generation of a Vision for the Change Outcome and Plan to take the Management of the Change through the
Phases (Planning options are offered in Ch. 3, and below). Then, for each Phase, whether implemented in strict sequence
or not, diagnose for gaps in outcome relative to Phase completion and implement remedial action, but ensure that each
Phase that might be omitted is implemented as soon as is practicable to support sustainability and optimal effectiveness of
the Change.
Planning should be guided by Benefits-Management tactics, e.g.:
(1) Carry out a regular strategic analysis to understand and interpret the business drivers and to revise long-term strategy

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(2) Interpret each objective in terms of the benefits that it could produce for different stakeholders and how these benefits
can be measured through KPIs
(3) Identify the range of changes required to deliver the objectives and the benefits and position them in the appropriate
Phases of the Change Model
(4) Based on the Model’s Phases, structure support changes that enable programs and projects to be designed to achieve
the desired outcomes
(5) Map dependencies between projects, programs, or initiatives
(6) Develop business cases and clearly explain the objectives and benefits to be achieved
Implicit in this advice is the need to establish Tracking Processes for each Change Initiative.
2a. Critical Singularity/
Leadership takes
Accountability
Ensure that the Leadership – ideally involved in the CN – takes Accountability for the Plan and sells the Vision to the
organization; If possible, Establish a Totem Win for the Change, e.g., a new significant Customer, Product, Financier,
Supplier Commitment, Sponsor of the Change itself, etc., depending on the area of the Change (the term Totem is used to
mean a win that is emblematic of or emphatically captures the spirit of the change for all to see and represent the change
as something worthy to aspire to). Other change Initiatives specific to this Phase include Leadership Coaching of Managers;
Integrative-Regenerative Leadership Style; etc.
2b. Critical Divergence/
Delegate Responsibility,
Opportunism
Facilitate transfer of Responsibility for the enactment of the Change Plan to Managers and other members of the Critical
Network; Take advantage of easy wins for the Change through Opportunism; Diversify from the Totem Win for the Change
that ideally, occurred in the previous Phase. Other Change Initiatives specific to this Phase include Senior Team
Development.
3a. Stabilization/
On-Board the People &
Take Stock of
Opportunities
Arrange for the CN to lead the On-Boarding of everyone with the Change, through e.g., Workshops, Comms Cycles, etc. Be
prepared for Resistance, e.g., at the worst eventuality, some people or constituencies may respond in line with Kubler-
Ross’s pattern of Grief – Shock, Denial, Anger, Depression, all of which represent the lower 2 Stages of the UDT model of
Learning, and Negotiation should follow the UDT progression of engagement from embedding the underlying problem as
Disorienting Dilemma and building the Vision towards the Integrative Win-Win goal to be accepted; Often however, people
will simply want to vent emotional baggage attaching to “the old way” which need to be rationalized. Take stock and
choose from emergent possible enhancements of the Change from the previous Opportunistic Phase, ideally, with regard

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to contribution towards Sustainable Competitive Advantage; etc. Phase Specific CMs include Work-Life Balance, EAP,
Sports, and Social structures, etc.
3b. Destabilization/
Challenge People;
Resource Champions;
Pilot Change; etc.
Add champions who emerge during the previous Phase to the Critical Network; Pilot Implementation of next Change
Phases of Training and Proceduralise. It is a contingent choice that is ultimately dependent on the maturity of the local and
overall system, whether to choose from those people, projects, etc., where the Pilot has a good chance of success, or to
choose from those where most will be learned in order to optimally reinforce the change process going forward through
the higher Phases; etc. Change Initiatives that should be introduced at this Level at either Phase depending on Friction,
and whose function applies to this Socio-Emotive Level of Learning and Support for overall Organizational Maturity, but
need to be fully implemented at Level 5 after proper related training and process are embedded, include Parallel
Structures, Co-operative Union-Management Projects, etc.
4a. Operational Learning/
Prepare for
Implementation with
Training & Development
Use Pilot results from the previous Phase to shape Training and Development for everyone involved and with the entirety
of the Developmental Phases in mind from manual skills to Innovation-focused broader-system Collaboration. Implement
the necessary Training and Development across the system to provide common skills, language, reference points, goals,
etc. for the change
4b. Formal Operations/
Proceduralize support for
Change, and
Implement Procedural
Change Initiatives re.
Efficiency, Quality, etc.
Embed the necessary Process and Proceduralization (P&P) of the Change. For Change Initiatives in general, ensure
acceptance and formalization of related Disciplines such as Performance Management and related review and sanction;
and also, such P&P that will formally enable the implementation of the Change across the organization according to the
stipulations of the next Phase.
Ensure that all such activities are aligned and congruent with ERP, Lean Manufacturing, TQM, etc., which are among those
Change Initiatives whose procedural dimensions should be implemented only at this Maturity Stage. All monitoring and
tweaking of Change Initiatives specific to this Levels takes place now until functional requirements around efficiency,
quality, reliability, etc., are met.
5a. Competitiveness/
Energize everyone with
Customer Focus
Implement the dynamic dimensions of the Change across the organization paying particular attention to frictionless
boundaries and Cross-Functional Structures; Empower energy & enthusiasm for the change by e.g., celebrating success,
etc. Ensure the Change is managed to facilitate internal competitiveness for resources, projects etc. Monitor and adjust
the Change outcomes for Competitiveness against peer-organization performance. Ensure active barrierless co-operation
on maximizing outcomes from the Change for the spirit of Internal & External Customer-Care; etc. Discrete Change

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Initiatives that should be implemented at this Level include Systemic Environmental Scanning, Performance Bonus
Schemes, Customer-Intimacy, etc.
5b. Sustainable
Competitiveness/
Customerization (Customer
Friendly)
Review Performance and Embed in process and procedure successful adaptive implementation of the Dynamically Active
Change from the previous Phase – mature relationships, internal and external competitiveness, etc., in a Customer Care
Culture. If the Change is related to internal competition, ensure transparent fairness of such competition is maintained
with a view to maximizing Advantage returns in each of the higher Phases re. Innovation, Leadership, potential Spin-Offs,
etc. Ensure all change is supportive of Customer-Care Culture, Continuous Improvement Programs, Cross-Functional
Teams, Customerization, etc., which are among Change Initiatives that should ideally only be introduced at this Maturity
Stage. Instill Customer Care Excellence for both Internal and External Customer
6a. Competitive
Advantage/
Liberate & Empower
Innovation
Empower and Reward Self-Expression, Autonomy, Innovation, etc., around the Change, again acting on feedback to keep
the change aligned with High-Self-Esteem Expressionist Culture, so that Continuous Improvement around the Change is
personalized. All of these are brought into the Change, while monitoring and maintaining/improving Change-Related
Capabilities embedded through the lower Levels of the model re. Goal Achievement, Discipline, Quality, Efficiency, etc.
Discrete Change Initiatives that are implemented during this Phase include Coaching Style of Management, Autonomous
Work Design, Innovation-Incentive Schemes, and as the Phase takes hold, e.g., Emergent Strategy Generation, Emergent
Micro-Enterprises, etc.
6b. Organizational
Advantage/
Structure for Self-
Organization
Embed process and procedure to support the effective Change-Related outcomes of the previous Phase; Embed the
Change to the degree that it supports, aligns with, enhances, etc., the Autonomous Organizational Structures such as Self-
Directed Teams, Collaborative Communities, SBUs, Portfolio Management of Innovative Projects, which are among those
Change Initiatives that should ideally, be implemented at this Maturity Phase.
7a. Integrative Leadership/
Support with Integrative
Leadership Style, Win-Win
strategy, etc.
Ensure that the Change aligns with all dimensions of Integrative Leadership such as Win-Win orientation with internal and
external customers and marketplace; Monitor and adapt effectiveness until the Change is operating at visible levels of
Return that internally and externally signals Leadership in the sector; Educate the marketplace initiatives; Brand-Trust-
Based Marketing; etc. Also, ensure that the change receives support from a newly-defined Integrative Style of Leadership
which represents a more dynamic form of Collegiality with Coaching, etc.

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7b. Regenerative
Leadership/
Internally, Refresh the
Developmental Process &
Externally, be facilitative of
Leading related Change
and Creative Disruption
Ensure that the Change aligns with and progresses both Internal and External dimensions of Regeneration:
1. Internally, ensure that the change comes under the regular refreshing process of monitoring and amending all
Phases as for all Capabilities starting with Disconnect of any newly-understood Inversive tendencies, alignment
with strategic plans, re-positioning Critical Singularities, e.g., re-asserting adequate Leadership Authority, etc., etc.
Also, ensure that the change receives support from a newly-defined Regenerative Style of Leadership which
represents a more dynamic form of Coaching, etc.
2. Externally, be seen to bring Leadership with the change in the sector and beyond, and ensure that it facilitates
rather than hinders the development or work of the organization as a Regenerative Eco-System whether that is
through Spin-Offs, M&As, Joint Ventures; Cluster Hosting, etc.

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Agility and Resilience through UDT
Fig. 2 Percentages of Organizations at different levels of Agile (McKinsey)
As depicted in Fig. 2, 27% of organizations can be said to be at Level 4, 28% at Level 1, while the term
“Trapped” does not really distinguish where along the 3 lower Levels such organizations may be, but
only 20% of organizations achieve Agility as defined by McKinsey and other researchers, even
though such Agility provides an average 30% premium to Returns (Hamel and Zanini, 2018;
Holbeche, 2018; Walter, 2021). All other approaches can only advocate an elemental copy-and-paste
approach to Agile development, and this approach is ruinously and definitively Disintegrative in its
own right. However, while Hamel’s exemplar of Agile Organization is Haier, as shown in Vol. 2, every
noted element of its functionality maps onto the UDT Framework, so that UDT can facilitate the
development of Agility but critically, with intrinsic development and momentum. Furthermore, and
primarily because of Phases that embed each Level systemically, this Agility comes with Resilience in
the pattern shown in Fig. 3.
There is a wealth of research to show that the style of Leadership reflected in Levels 1 and 2
behavior, are detrimental to organizational performance whether through e.g., Exploitation or
Bullying (Boddy 2011; Spain et al., 2016) and Dominance and Arrogance (Silverman et al., 2012)
resp., while the latter found, as predicted by UDT, that Arrogance is in fact, negatively correlated
with Self-Esteem. Furthermore, in a study of Resilience, Kavanagh (2021) found that pre-pandemic
UDT Maturity predicted better outcomes during the crisis.

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Fig. 3 UDT Maturation expressed through increased Resilience and Agility

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UDT AND MACRO-SOCIO-ECONOMIC DEVELOPMENT
Developmental Interventions in the Macro-Economic sphere are associated with the worst failure
rates across the 3 domains with e.g., (Roodman, 2007) finding 0% predictability for such
interventions, while there is considerable pressure from within the discipline to modify many
measurements to chime with a systems and humane perspective, and the models of human nature
on which much of Economics theory is based are considered to be disastrously simplistic be e.g.,
Jeffrey Sachs. The better-known models of economic growth such as the Lewis, Harrod-Domar,
Solow, and Romer growth models are relatively limited, both in scope and their access to any
normative developmental process, with the latter simply relying on equations. Rostow’s model
below has quite a few elements that appear in the UDT modelling, but some of those that
correspond with Phases are out of sequence, while – as with some OD models – there is confusion
between what UDT defines as Capabilities and Growth Phase

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s.
Fig. 4 Rostow and Lewis models of Economic Development

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Fig. 5. UDT model of Macro Socio-Economic Development (in development)
Ultimately however, typical prevailing approaches to Economic Development amount to little more
than throwing money at the problem, resulting in what (Edwards 2014) describes as Toxic Aid – a
term which pretty much chimes with Inversive (1a) functionality. Unlike traditional approaches to
Economic Development, UDT facilitates a systemic analysis and offers a prescriptive developmental
process for macro-economic systems which can incorporate Social as well as Economic factors for
greater Traction and Sustainability. It is hoped that greater awareness among leading Economists
such as Akerlof, Spence, Stiglitz, Heckman, etc., of the need to incorporate the Social dimension, as
well as New Economist thinking such as Rimington and Levitt Cea (2022), paves the way for a UDT
approach. As elaborated upon in Vol. 4, it should be encouraging to Economists to note the positive
correlation between Culture as Maturity and GDP when translating the findings of Liñán and
Fernandez Serranno (2014) in Table 5,

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TABLE 6
THE MONETARY VALUE OF UDT’S CULTURAL PROGRESSION AS SHOWN THROUGH
CORRESPONDENCE WITH SCHWARTZ’S CULTURAL TYPES AS THEY BENEFIT GDP (validated across
70 nations by Liñán and Fernandez-Serrano, 2014)
UDT Stages of Habituation Cultural Values (defining corresponding
feature in brackets)
Regenerative Leadership Universality (Care of everything)
Integrative Leadership Benevolence (win-win)
Creative Complexity
Complex Creativity Self-Direction
Adaptive Complexity
Complex Adaptive Achievement
Formal Learning
Operational Learning
Unstable Equilibrium
Stable Equilibrium Security
Reflexism Stimulation (Risk, Adventure)
Tropism Power
Insulation Tradition (devotion)
Inertia Conformity (subordination)
Inversion Hedonism

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Just as UDT organizes existing theory associated with the lower Level in Psychology, it does much the
same with Opaque Economy as shown in Table 7, By corollary, UDT can then differentiate strategies
that should apply to interventions for such systems and people Habituated at the different Stages,
and particularly those of different generations within such systems.

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Table 7
Lower UDT Levels and the Informal Economy
Stages / Phases of
UDT Symptoms of Informal Economy as noted by various authoritative figures
2b Reflexism/ Critical
Divergence
Chaotic interaction of Tropistic systems as silos / Diversification of growth initiative, Native Land-Tenure delegation (de Soto,
2000)
2a Tropism/
Critical Singularity
Imperialism, Cartels in Latin America (de Soto); Decree Economic Influence (Guiomard, 1995), Directive Leadership or
Dictatorship leading to Groupthink (Janis, 1982) / Change-Agency or Critical Leadership, Critical Supplies and Services,
Integrative Protectionism, etc.
1c Insulation/
Incubation
Small off-the-books enterprises that can with legal tenure (de Soto, 2000) & education (La Porta and Shleifer, 2014) transition
in time to the Formal Integrative Economy / Inclusive Fora planning, Supportive Incubation of Infant Economy or Industry
(Stiglitz and Greenwald, 2014)
1b Inertia/
Disconnect Systemic Poverty (Rauch, 1991); / Civil Disobedience, Workers’ Strikes, Passive Resistance, Cease Fire, etc.
1a Absorption
“Dead Capital” (de Soto, 2000); “Black Economy”, Criminal Disruptive Sector (Farrell, 2004); “Dictator Gone Bad” / “Creative
Destruction” (Schumpeter, 1994), Sedition, Revolution, War of Independence, etc.

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On the theoretical and paradigmatic fronts, according to Sachs (2014), Economics is stuck in
theoretical feedback loops from which it needs to escape:
“Two schools of thought tend to dominate today’s economic debates. According to free-market
economists, governments should cut taxes, reduce regulations, reform labor laws, and then get out
of the way to let consumers consume and producers create jobs. According to Keynesian economics,
governments should boost total demand through quantitative easing and fiscal stimulus. Yet neither
approach is delivering good results. We need a new Sustainable Development Economics … ”
http://www.project-syndicate.org/commentary/promote-sustainable-development-economics-by-
jeffrey-d-sachs-2014-11 (Retrieved 20th Jan 2015, author emphasis).
Capitalism is defined as an economic system based on the private ownership of the means of
production and their operation for profit (e.g., Gilpin, 2018), and the dominant view persists that it is
the only core means to drive sustainable macro socio-economic development through harnessing
human motivation and distributing resources, since other types of system have had to incorporate it
in some fashion or other. What UDT brings to the argument is in effect finishing work done by e.g.,
Perez (2003) in profiling the different forms of Capitalism from the lowest maturity of (1a)
Exploitative Capital to (7b) Regenerative Capital which by definition would have support from all
intervening levels of system including e.g., Level (3) Social Supports; (4) Legal Framework; (5)
Dynamic Market Structure; (6) Rewards for Creativity, etc., etc. It follows though that excess
accumulation of power and resources reduces the dynamic allocation of resources (5) and other
benefits of more mature Capitalism, and reduces the maturity of an Economic System to Level 2 at
best, such that the Linearity that arises at the two lower Levels seeks to undermine Integrative
efforts such as the United Nations, European Union, International Court of Human Rights, etc., the
general rule of Law (4), Social Cohesion (3), Science (e.g., Climate), Higher Values, etc., and the
Maturity of Society in general. Furthermore, systemic centralization has been shown to undermine
Innovation and Creativity (1c and 6). In general, it can be said that UDT offers to integrate the best of
e.g., Socialism with Capitalism in a coherent full-system integrative model that is human friendly.
The main advances which UDT offers the discipline of Economics are related to e.g.,
• Providing an Integrative modelling of human nature rather than the Disintegrative Linear
version on which Economics is based (as called for by e.g., Jeffrey Sachs);
• Bringing the same completion to models of Economic Diagnosis and Development (Rostow,
1962, etc.) that it brings to those in Psychology and Organizational Science;
• Offering a comprehensive modelling of Policy Design and Implementation as aspired to by
Mullainathan whose efforts are restricted to using tactics derived from Consumer Behaviour
studies;
• Adding value to market and population profiling;
• Transforming Regional-Development strategies such as Clustering and Regional Branding so
that they are Regenerative (7b) in systemic effect;

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• Offering a comprehensive modelling of higher-order Economics such as Innovation
Economics (Courvisanos and MacKensie, 2014), and Regenerative Economics which the
discipline aspires to model either through simplistic and limited concepts such as Circular
Economy, or in somewhat congruent but highly theoretical approaches such as Fath et al.,
(2019)
• Giving clinical validity and theoretical depth to concepts such as Informal and Opaque
Economy where the different types noted by researchers correspond with the 2 lower UDT
Zones, and should be managed according to UDT process for developmental purposes
• Grounding and expanding Perez’s Cycles of Capital – Predatory Vs Productive; and Profiling
Capitalism in all its manifestations;
• Expanding modelling of Transition Economy (Falcetti et al., 2005) and providing
Diagnostic/Developmental Process for Transition Economies
• Grounding De Soto’s emphasis on Tenure;
• Offering a normative process towards the achievement of the UN’s Sustainable
Development Goals
• Grounding Guiomard’s “Designer Economy” with which it has considerable correspondence
• Giving validity and theoretical depth to Arthur’s Complexity Economics and Innovative
Economics as Phase 5 & 6 Maturities;
• Providing a hierarchy to understand these advances within the evolution of the Economics
Paradigm which – like Psychology – followed the UDT Phases concluding with Regenerative
Economics (7b) which UDT transforms from its prevailing Lateral Circular emphasis.
• Significantly broadening the scope of the discipline of Behavioral Economics beyond the
prevailing paradigm which is still dominated by Choice Theory and Consumer Behavior, and
doing so in both micro, meso and macro spheres,

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UDT AND SOCIETY
The UDT project sees fault-lines across Society because of Legacy Immaturity in the management of
systems such as Education, Justice, Families and Religion, and that only a culture-proof model like
UDT can guide towards an objective Maturation for each. At the level of the individual, and as a basis
for Societal Maturation re. Family and Personalized Values, the project focuses on Emotional and
Spiritual Maturity.
UDT and Education
Education systems influence people over their formative years and have considerable advantage
towards shaping Maturity for a nation’s citizenry, but this advantage has not been utilized through a
lack of Maturation modelling and Linear Paradigm emphasising data uptake and continuance. On the
contrary, there was a purposefully developmental emphasis to education in Europe in the early
medieval period which Charlemagne championed and was fashioned by the Irish monks who had
regenerated Europe from the Dark Ages. However, this was supplanted by a resurgent Rome which
changed Education to a Linear paradigm, and this has persisted through Victorian times as an
Imperialist agenda and a need to provide replacements in a bureaucratic system rather than
enlightened mature people. The result is significant disenfranchisement and disintegrative labelling
of people with lesser IQs; disenfranchisement and disillusionment of those with Creative Minds;
Underachievement averaging e.g., in a most recent study, 23.5% across all levels of potential, i.e.,
students capable of achieving 65% in assessments, only achieving 41.5% in the Belgian Primary
system (Mazrekaj et al., 2022); while the disparity has been shown to increase as cohorts advance
through the Education System, e.g., Chamorro-Premuzic & Furnham (2005) found that the
correlations between IQ and Academic Performance declined from 70% in elementary school to 50%
in secondary school and to 40% in college; and Vocational Choice driven by expectations of position
and wealth rather than congruence for Actualization – all of which signal Inversion in action rather
than Integrativity and a basis for various expressions of Sociopathy in Society. At more than one
Davos 2023 panel discussions broadcast by CNBC on the 18th
Jan., leaders from the US highlighted
the difference between theirs and European systems which give alternative career paths through
e.g., Apprenticeships, to those who do not have an aptitude for academic learning, and bemoaned
the damage done by the US system where such people are disenfranchised (e.g., Davos: Top
business leaders discuss the future of jobs (cnbc.com).
In significant congruence with the UDT approach, in February 2015, Educational Researchers at the
Jubilee Centre for Character and Virtue in the University of Birmingham, UK, whose School of
Education is ranked in the top 50 globally
(https://www.birmingham.ac.uk/research/activity/education/jubilee-centre/index.aspx), released
the results of a survey in which 80% of teachers said that educational performance would benefit
from emphasis on what the study – in synch with other such initiatives around the world – termed
Character Education which relates directly to Maturation, while at the same time, the study
emphasized the detrimental effects of a focus on exams.
As an aid to efforts underway to transition, UDT offers a) a process that can guide personal
development through the average 20 years that an Educational System can now expect to have to

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shape emerging citizens of the world; b) a description of an Education System as Regenerative Eco-
System; and c) a process to get Educational Systems to that Level of Maturity as a vitally necessary
basis of a Mature World.
UDT and Justice Systems
UDT can bring guidance to Justice Systems in many areas such as analysing the Maturity of enacted
or proposed Law; enhancing Criminal Rehabilitation process; and addressing the impact on Impartial
Justice from Linear and Lateral bias in the appointment of Judges. Much Law is shaped by either
Linear or Lateral Paradigm, and UDT can provide a prism through which such Law can be re-
evaluated. For instance, the standard Dispute-Resolution clauses for Partnership Agreements
revolve around what are called Auction Russian-Roulette approaches which amount to a facility for
the more financially-resourced partner to buy out the less resourced partner. These clauses are
unnecessary in a world that is used to arbitration processes, and they are even found to be
unenforceable in some jurisdictions, but they persist when they should be deemed a threat to the
very heart of partnership which is Trust (Fleischer and Schneider, 2012).
UDT can also guide Criminal Rehabilitation which is in need of improvement given e.g., 44%
recidivism within a year of release in the US (Recidivism Rate by State 2023 - Wisevoter), insofar as
the process “can put lives back on tracks that nobody knew existed”.
Linearity Vs Laterality plays out very significantly in the appointment of Judges to the highest courts
in a way that fosters political bias – however unintentional because of the affinity between Linearity
and Conservatism, and Laterality with Socialism. Furthermore, Concrete Linearity is evident in
Literalism or Textualism which are terms used to describe the practice whereby Judges adhere
concretely to the writings of a Constitution to the point of Tropism (2a) to Law that may have been
shaped by knowledge, needs and biases of a different era. UDT proposes that the only hope for
impartial Justice is to appoint people who have clearly demonstrated a Maturity beyond Linear or
Lateral Habituation and bias, (i.e., of Levels 5, 6 and 7), and ideally, have a record of judgements that
reflect a Regenerative-Leadership (7b) Maturity. The independence of the Judiciary from political
interference is an important facility, but the Justice System – like any social system – cannot be
allowed to regulate itself, for fear of the inevitable tendency to Invert and become a Self-Serving
system rather than a customer-focused system. The same can be said for the other branch of Society
charged with holding power to account which is the News-Media system, and the case of the
Leveson Inquiry revealed in the UK in 2012.
UDT and Emotional Maturity in Society
Psychology has progressed through internal paradigmatic shifts which have never placed the study
of Emotions to the fore. Hence, the awareness of Emotional Complexity itself is quite poor, and
obviously, until a normative model was available, so too, was the study of Emotional Maturity. The
Emotion that receives most focus as basis for promoting mature families is Love, and, like Aggression
is typically presented in a descriptive quadrangle graphic, but its UDT profiling runs all the way from
Abusive or Narcissistic Lover to the Regenerative Family Eco-System which optimizes outcomes for
all members and especially offspring. Such a deeper and more graphic understanding of Love can aid
towards better choice of partner and understanding of all relationships within the family, thereby
mitigating against e.g., the prevailing 42% and 45% failure rates in marriages in the UK and US, resp.
UDT offers profiling of Emotions such as Aggression which runs from Predatory Aggression, Passivity
and Protection-seeking of Stages (1a) to (1c), to the assertive Self-Defensive, Other-Defensive

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Aggression, and Regenerative Aggression of Zones 6 and 7, noting different neurology for each. An
example of Regenerative Aggression is the Irish 1916 Rising against English Imperialism, that arose
from a deep Cultural Revival Movement, was led by poets and social visionaries, whose heroic
sacrifice turned the tide of public opinion to back the struggle which soon resulted in Independence
after 700 years.
UDT and Spiritual Maturity
The world is increasingly turning to Spirituality as the single most important dimension of human
life, and yet related divisiveness is arguably causing the most destructive fracture lines in Global
Society. Even with such high stakes involved, Spirituality is appallingly poorly defined and managed.
Such deficit ultimately reflects the paradigmatic Immaturity of the dominant Religions and their
related Theologies, and is directly causal to far more catastrophic failure than any other domain
when measured in terms of the effects of the destruction and chaos caused by Religious Wars,
Disillusionment-led Mental Illness, Moral Collapse, etc., and the rise of Postmodernism which is
quite Inversive to the natural Developmental Drive.
The UDT project primarily addresses the Roman religion as shaped by a distinctly Concrete-Linear
bias, but is should be clear that such bias also applies to Middle-Eastern religions, while Lateral bias
has shaped Far-East religion. The following question which is mostly covertly evident in Western
Theology (e.g., Manson, 1950) is critical: fundamentally, people must choose whether events in the
Gospels such as the Resurrection and Pentecost were real physical events or accounts of
experienced Spiritual events. Of course, for those who have had such an experience, this is an easy
choice. On the other hand, given that the 4 Canonical Gospels are the product of Concrete Linearity,
it is very easy to conclude that indeed, what were originally Spiritual events, were assimilated by
such-minded people and cultures over time into being recorded as physical events, and the like-
minded Roman Empire chose these accounts and fashioned the Church accordingly. This argument
maintains that e.g., Resurrection was most likely originally a Spiritual experience of Jesus by a
number of people, but that, through Concrete Linearity, there formed a branch of his movement
that understood the event as concrete and physical, and proceeded to manage his mission
accordingly, and also in Linear continuance of what was considered worthy in the past through
linearly linking events to the older texts as well as practices and traditions associated with e.g., the
Sun and Mithras, even though, as reported in those same Linear Gospels, Jesus warned that the new
wine should not be put in old wineskins or it would sour (Matthew 9:14-17, Mark 2:18-22 and Luke
5:33-39).
The emphasis on Physical Experience is captured by arguably the leading Theologian of the medieval
Roman Church Thomas Aquinas; and the paucity of the Psychology on which the position stood
should be noted:
“Our natural knowledge begins from sense. Hence our natural knowledge can go as far as it can be
led by sensible things (ST I-I, Q 12, Art. 12). The nature of man requires that he be led to the invisible
by visible things. Therefore, the invisible things of God must be made manifest to man by the things
that are visible,” (ST. I-I, Q. 43, Art 7.)
It should also be pointed out that the position that the God with whom one engages in authentic
(7b) Spiritual Experience is the Creator of all things and can be understood from the physicality he
created, is an entirely Concrete-Linearity construct and captured perfectly by the Linear Time

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designation in terms of being Alpha and Omega, in other words beginning and end. In post-Jesus
Theology, this perspective is seen in Rom 1:20 when St Paul wrote: “Since the creation of the world
God's invisible qualities-- his eternal power and divine nature-- have been clearly seen, being
understood from what has been made”. Of course, this positioning always runs into the problem of a
perfect loving God creating and facilitating suffering and evil, while earliest Spiritualist positioning
has proposed 2 distinct Spiritual Systems with 2 distinct Agencies responsible for each, with the one
corresponding to a (1a) profile of singularity and eco-system, and the other to a (7b) profile.
The absurdity of foundational Linearity is surely recognized in the decision by the founding architects
of the Roman Church – Constantine and Augustine – not to have themselves initiated into the
Church by Baptism until they were actually dying, because the complexity of Forgiveness was
beyond them – and the institution they shaped until – as described in detail by Poschmann (1964,
pp. 123-137) – the Irish Monastic Church of the 6th
century formulated and enacted the concept of
Penance, based on their own Celtic laws and practices.
Of course, one of the tragic consequences of the obvious absurdities of the Roman position is that
many people turn from both the Church and God; and also, that even people who have had
authentic (7b) Spiritual Experience, (and especially those of Concrete Linearity who have difficulty
with Accommodation and tend to revert to Assimilation) cannot reconcile that experience with the
established view of God, and again, often, all is rejected. Furthermore, while much Roman theology
is given to a focus on people at the end-of-time escaping an unredeemable world, UDT advocates
Spiritualization and Life-Congruence to enable Maturation of the world to the same congruence.
With advancing knowledge in more recent times, many leaders from Psychology and Theology have
espoused that both experience and experience-based faith need to be at the heart of any religion,
and that religion that ignores or subverts such Spirituality is both absurd and without substance
(e.g., James, 1902; Jung, 1959; Wesley; Underhill, 1975; Rahner, 1981; Ratzinger, 1983, p. x). Collins
(2020) details efforts to return to what he calls an original Pentecostal mission, but these have not
taken hold in Rome, probably due in no small part to a natural cultural abhorrence for the erstwhile
seeming chaotic nature of the field of Spirituality which UDT organizes along its hierarchy.
Briefly, in the field of Spirituality, UDT offers the following:
• A normative culture-proof analysis and profiling of experienced Spirituality ranging from
Spirituality as a destructive force in e.g., the medieval Crusades, through e.g., various types
of Shamanism, to Spirituality as the ultimate fulfilment of human nature. This capacity to
bring order to the field could facilitate an Accommodation of Spirituality in organizations
that demand such order
• A clear expose of how throughout history, Spirituality has been corrupted by both Lateral
and Linear Mindset and Culture:
o The corruption from Linearity is most dramatic in the West because Linearity has
characterised the power structures of Western Civilization through its entire and
varied Imperialistic ages (while Laterality has had the same effect in the East), with
intrinsic biases towards Hierarchy, Dominance, Elitism, Perfectionism, Divisiveness,
Episodic over Declarative Cognition, a pre-disposition towards Sociopathy, etc. Its
effects are clearly demonstrated in instances of a) Linear Redaction throughout the
Synoptic Gospels; b) Linear paradigm enacted in clear contradiction of directives
from these same Gospels (pouring new wine into old wineskins, etc.) and

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Perfectionist Theology such as the exceptionalism of an Immaculate Conception of
Jesus’s Mother
o Religious Laterality is associated with e.g., Lack of Purpose, Distrust of Natural
Drives, Denial of Self, All-Inclusiveness, Indiscipline, Loss of Focus, Unattainable
Agendas, etc.
• A process to achieve Authentic Spiritualization
• Spiritual Sustainability as both
o Spiritual Maturation and
o Spirituality-Congruent Life-System Maturation
• A realistic Theology
o Devoid of Linear and Lateral Absurdities
o Consistent with UDT’s Regenerative Leadership and Regenerative Eco-System
o Congruent with Regenerative Theology – a branch of Roman-Catholic Theology that
becomes more grounded and expanded through UDT
o As with Psychology, UDT can provide a framework that integratively positions and
informs Theologies and Movements
• A plotting of the various types of Spirituality as Habituations along the Stages of the
Maturation process from the lowest Stage as e.g., Predatory Religious War to the highest of
the 15 Phases as Regenerative Spiritual Eco-System. This can bring order to an otherwise
chaotic understanding of Spirituality, so that it might be fully reconciled with religions which
otherwise cannot take it on board effectively and with validity.
As with development across all activities, all of the above are shown to be resolved by the natural
Integrative maturation process as espoused by UDT; and instances from across Spiritual Traditions
including the developmentalist Irish medieval Christianity and Brehon Law – which were designated
by Charlemagneiii
as the basis of his Holy Roman Empire but were completely anathema to Linear
Imperialism and targeted as such through the Vatican-enabled Norman Invasion of Ireland in
particular – are offered as examples of a more Integrative approach albeit within a Christian
tradition. A mature world cannot tolerate division on what many regard as the most important facet
of human life, and UDT offers a way forward to a world of mature Spirituality as a basis for a Mature
World, and it is possible that peace and validity can only be served in that Spirituality which is not
tied to any particular tradition or founder, and UDT offers a real path to such a solution.
UDT and Negotiating, Conflict Resolution and Peace-Building
Negotiating and Conflict Resolution are fields where the distinction between Linearity and
Integrativity is well established, where the former describes a Win-Lose approach from entrenched
Positions, and the latter a Win-Win and especially when using tactics that address Interests in novel
ways (see e.g., Bazerman, 1994). However, UDT would suggest that a Win-Win approach is really a
Lateral approach whereas Integrativity would demand a reflection in planned outcomes that would
see in future relationships Dynamic Learning, Actualization of the Relationship in a new emergent
Identity akin to Partnership, and finally provide both Integrative and Regenerative Leadership and

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Eco-Systems going forward, while the Regenerative Vision should ideally guide process from the first
Disorienting Dilemma Phase. This is especially important in Peace Building, and a UDT-based analysis
of such efforts around the world proves useful in Vol. 3. E.g., the Marshall Plan that shaped
international relations between warring countries after WWII had many hallmarks of UDT’s
Regenerative Peace Building. So also had the Northern Ireland Peace Agreement which is singularly
marked by the accommodation of expression of each side’s identity and aspirations, and this is a
clear and full Level 6 Accommodation of Self-Expression.
UDT and Politics / Human Rights (see also Macro Socio-Economic Development section)
Some Governance Systems blatantly deny Human Rights to their citizens, while others pay them less
service than they maintain when assessed objectively. UDT goes some way to provide normative
guidance to the efficacy of good governance enhancing human rights for the betterment of the
national system. This is evident from the correspondence between UDT and the profiling of Culture
with GDP by Liñán and Fernandez-Serranno (2014) as cited in both the Organization-Development
and Economic-Development section. Nations with Cultures where Human Rights are Inverted have
the lowest GDPs, so this argument, which is most graphically represented through the UDT model,
clearly shows how self-serving and ultimately self-destructive such ruling systems really are, while
they also stifle Innovation. It must be noted that even the most benign Dictatorship is still only a (2a)
system even if the leader is of (7b) calibre, and that it has little prospect of Maturation through any
likely succession or transition, but rather has the far greater chance of Inversion to an exploitative
(1a) system. Binary-choice elections such as in the US and UK tend to lead to Polarization which is
definitively Chaotic over time. Proportional Representation can lead to more diversity in
Governance, which is abhorrent to Linearity. However, with mature negotiation, a pattern of more
Integrative Government can ensue. Above all, if Maturity is to prevail in Governance, power must
never be entrusted to anyone who has publicly displayed such signs of Immaturity as Narcissism.
Inversely Disruptive by nature, they will naturally, abhor and seek to destroy Integrative institutions
and practices. Furthermore, it can be said that for their Level of Immaturity, Life is just a game that
they must be seen as either winning or as unfairly treated – regardless of which end of the socio-
economic spectrum they reside – and they will take and get away with their Disintegrative agenda as
far as they are allowed under the cover of their typically cynical world-view narrative that their
world is in a terrible state and needs their radical action. Groupthink takes hold in such systems
where they are in power, and, as in all cases of Groupthink, contrary narrative struggles to take hold
(Janis, 1982). At the other end of the UDT hierarchy, UDT’s re-definition of Maturity in terms of
combining Agility and Resilience, seems to apply very well to calls from within Political Science for
less staid modelling of Political Maturity, as most recently called for by Loughead (2023).
UDT and Post-Modernism
Post-Modernism is a term used to describe the prevailing Western Culture of the early 2020s which
is said to be characterised by Scepticism, Disrespect for Authority, Subjectivism and Relativism with
suspicion of the workings of reason and science. Philosophers agree that this Culture and Mindset
arose because of the failure of Religion and Grand Theory. UDT demonstrably, goes a considerable
way to exposing the Immaturity of both and also offering Integrative-Regenerative alternative, and
because of its applicability to so many domains and activities, it can arguably, offer a unitary
platform for a more mature world.

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Conclusion
Human nature – and probably all of nature – follows a distinct intrinsic developmental path to
Complexity. Previous models of Developmental and Change Processes have intuitively modelled
different Phases of that process within their own paradigms with descriptions shaped by biases and
specialized focus within each paradigm. Remarkably, when translated into the language of Learning
through UDT with its unprecedented theoretical grounding, these Phases are seen to be in the
correct sequence, but each pioneering attempt failed to model that sequence in full because of the
above limitations, until this most comprehensive and cross-disciplinary exercise. Leaders and
developmental practitioners of every level of Society, and anyone who has taken up any portion of
the challenge of devising a better world, should give it serious consideration.
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