Values, Culture, & Behaviour 

Home: Values, Culture, & Behaviour;  A Really Really Short Version for busy people

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A Corporate Version; Ethics & the Synergy Star; Communications Compass; Stages of Change; Team Building; Leadership; Motivation; The Da Wei Laws;  Creating Entrepreneurs 

 

Every traveller needs a map; this...

...is a map of the human Values Journey

Last update: 2009January04

The above graphic shows the core Values Journey model - The Personal & Corporate Values Journey - with other integrated models surrounding it.

“We don't see things as they are, we see things as WE are.” - Anais Nin

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A map does not give you the experience of a place, just directions of how to get there.

A quick overview is on The Really Short Version page, or continue here for more detail and stories. 

While this starts as a generic map of human values, YOU create the detailed map to suit your individuality or of your particular human entity (firm, group, or community).  This material draws on wide-ranging cross-cultural research, behavioural sciences, and human history to build a picture of how, why, and where humanity as a whole or as individuals (or their creations) are headed.

I spent many a time in the Army (and in civvy street) following maps through bush and all sorts of terrain - I was good at interpreting the signs to know where I was but it was not natural for me. I had an advantage in that I was previously a draftsman who drew maps and other drawings using symbols - I learned how to interpret for meaning. I also was bought up on the outskirts of a city with bush and mountains as my childhood playground - that was my experience coming into the mix (no maps in those days). As  a youth camping in that bush, I was variously chased out by bushfires and flooding rains and cyclones... They were learning experiences of what NOT to do as much as what to do NEXT time... In hindsight, Maps ARE useful.

Humans use symbols and drawings ever day as pointers to greater meaning. Even the humble stop sign has a lot of built-in meaning in its shape (hexagon - instantly separated from 'normal' rectangular signs), coloured red (a danger or warning colour) with the word 'stop' (a language symbol), plus a specific roadside location for the sign. As drivers, we have learned (remembering subconsciously now) what it means for us to do. 

The Personal & Corporate Values Journey chart (PCVJ) is like that - a collection of ordered symbols to help put meaning into what are otherwise complicated human value systems - to assist in all areas of human endeavour. Each Value Station symbol represents a life stage, a social stage if you will, usually transitional, sometimes appearing as a chosen resting place (however, they are transitional in the LONG-term).  It also shows the capacity limits of each cultural pattern. Keep reading...

 

It's written here in everyday language to make it accessible to a broad range of peoples. Some of the underlying research and knowledge is available in the references and from a wide variety of disciplines. This is the first public release of much of this research.

Why is understanding values important?

In short, because our behaviour derives from our values (and they are often hidden).

In a short span of time, international travel has become accessible to vast numbers of people. More than that, the Internet, commencing only 14 years ago, has made the world's cultures available to anyone with a phone connection - whether child or adult. We have never been so 'close' to so many of our global neighbours at any time in history - whether personally, for business, or for nationhood.

Another point: The unavoidable impact of globalization and impending worldwide crises on humanity (all of us, no matter where in the world) is a good reason for you to understand yourself and your cultural neighbour and how you can work and live together harmoniously (unless of course you believe in continuing harmful conflict like wars, environmental destruction, and generally disrespecting people). We will need to work together as a total human community to solve these  global problems. 

The metaphor of travelling around the world is used as the journeying the inner worlds of people and their grouping constructs (nations/ governments/ communities/ companies/ families, etc). 

Here, we are looking at deep drivers of behaviour - our values; always human values in human constructs - as unbidden behaviours emerge when these values are challenged or threatened as when 'squeezed' against another value system - as when crowded together in a city or on a little planet. Let use our collective knowledge, and recorded history (experience and hindsight) to be prepared!

Each cohort of individuals or companies builds on the lessons of the past and so has the capability of the past generation but... 

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Each generation imagines itself to be more intelligent than the one that went before it and wiser than the one that comes after it. George Orwell

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The Journey:

To journey means to take in the changing scenery and peoples, and so the destination we focus on influences the direction of our journey. One will naturally focus attention on wherever one intends to travel. Journeying means getting away from our comfort zone... to learn new language, experience different climates, foods, ideas, and cultures - otherwise, stay at home (and plenty of people do). 

To journey in a personal sense, one has to move into a different paradigm, a somehow different way of existing. People often try to change their life/habit/job/etc without getting external help. It's easier and safer to travel if you choose an agent who knows-the-ropes or has been-there-done-that. "You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." says Buckminster Fuller. We ALL need external viewpoints and support (whether we accept that statement or not - just yet). 

The models we are looking at here represent the various mixes of values, culture, and behaviour in the human condition.

We have all been brought up in a world that defines a lot of things through what we call rational thought or by beliefs. Our modern world studies, measures, explains, writes equations, analyses to understand our world. We then 'adopt' a particular way of understanding our world from the initial ways of understanding of our particular culture and then 'believe' that it is the 'way' things are. So why are there so many 'ways'? What if there were other 'ways' that were 'right' in their own way?

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Paths cannot be taught; they can only be taken. Zen saying

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The Personal & Corporate Values Journey chart is the starting point for this discourse of discovery of and understanding the human condition from a broad perspective - whether of individuals or of human entities, such as business or nation. The PCVJ is a cultural map, a values map, a guide to the deep drivers of human beings. As in Emotional Intelligence, you could use it as a guide to an entity's (or your) Values Intelligence, VI. I believe that as your VI improves, you are more likely to be aware of and able to adapt to or adopt differing worldviews. As we go along, there are numerous other models that will tie in with the PCVJ.

But before we get too involved, an apology... This site is currently a conglomeration of contiguous writings from multiple sources (e.g. our research notes and publications) and will be disjointed for some time as it is edited on-the-run. You'll recognize the changes in style or themes... At this point, I just want this stuff 'out there' - raising questions, answering others... feeding curiosity. I'll sort it out in time (ahh, what time!!!). 

BTW: If this collection disappears, google for PCVJ - it'll be upgraded to its own website in time.

...and next, recognition and validation of Dr Dave Robinson, Associate Professor of Entrepreneurship, Bond Uni, Australia who developed and first showed me these models and encouraged, led, and supported me and a collection of other fellow seekers into the world of academic research and publishing and then taking this to the world for practical use. Dr Dave's upbringing, knowledge, and experiences in South Africa in times of strongly divisive cultures impacted powerfully to bring him to this understanding.

Hey WORLD, this is essentially Dave's stuff and I'm just telling it my way. Dave, forgive the gaffs and... everyone...

enjoy, 

'M' (Mahesha) Goleby, MBA [Entrepreneurship, Leadership, & Strategy]

 

For corporate or educational speaking engagement enquiries for Dr Dave Robinson (<--L) or Mahesha 'M' Goleby (editor, R-->)  go to contacts page

For a very short intro to Dave... http://www.youtube.com/watch?v=609bLWklMZE If you are a Facebook member, search for us there too (can't figure out how to link it to here). Some Dave on guitar... http://www.youtube.com/watch?v=8GUGylPY9Ds Also, see Contacts & Publication References page for more blurb.

for a business-related blog by Dave & Kevin Tang: http://academyofbusinessacumen.blogspot.com

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Navigating this website:

As you see in the hyperlinks at the top, there are several specific versions (living documents) - for children, for individuals, for corporate (business). Each group of links is in useful/practical order of reading. Apart from a general discussion about the Values Journey, most of the extending material is then focussed on business application but applies to any human cultural setting. Later, we will delve into some errors-of-thinking that humanity will have to face... and hence adapt even further. We're good at adapting though sometimes not fast enough to avoid a lot of pain (crises).

There will be elements of psychology, behavioural science, chaos theory, and more  throughout this discourse. I mention chaos quite a bit as, to me, it helps explain the disruption as one goes through the change that is implied by 'journey'.  The most obvious chaos is during change when crossing the divides (see later); while the simple and complex are ends of the chaos spectrum and at the same time at the same end - ah ha, viewpoints! So simplicity, i.e. these minimalist models, tries to describe extremes of complexity of human beliefs, emotions, and behaviour in an understandable and memorable way. 

Start slowly, digest, enjoy... you'll only see what you will accept... just remember, in the dark recesses of your mind, that you read about this once and then revisit here when the urge takes you again - perhaps decades down your life journey... when you are ready to see/accept your next step. Meantime, enjoy!

While you read this, consider Plato's Cave allegory or perhaps The 6 Blind Men and the Elephant story: Our own 'reality' is constrained by our understanding, perception, and limitations imposed by our belief systems. To be truly empowered  and free is to look beyond that which we know and have experienced - to be open to new ideas, to wonder, and be willing to navigate our  life knowing that there is more... 

Having said that, "Why are you reading these writings because I know that I/we know very little in the scheme of things"... but if this can help, great, enjoy! 

Let's roll!

The Personal & Corporate Values Journey chart: 

This 'JOURNEY' and associated graphics are models representing different views of those human systems, from the INDIVIDUAL, to SOCIAL & WORK GROUPS, to whole NATIONS - these world-views presented represent collection of values that creates the human cultural journey! And what a wonderful journey it is. 

As the Value Stations have considerable overlap and are distributed (i.e. one shares various degrees of a few value stations) at any particular time in the life of a company or individual, they are more convenient and useful than actual descriptors. Far later, when we discuss congruency and consistency of behaviour you will see more on this.

I'd like to start at the beginning, but it's a circular story... you learn a bit and then have to go back to the beginning to make sense of it. You just read some, jump around looking at the various models, and read widely until it 'gels', until the puzzle becomes clearer. It's like a jigsaw puzzle - look for the edges first - find other patterns - put them together in your mind - and persist... (p.s. the detail will come; look at the big picture first). This is as much story of my experiences (as well as education) and unsurprisingly, it applies to any human endeavour or entity because we are all subject to the 'human condition' - but there is a strong business focus, hence the inclusion of 'Corporate' in the title. It could equally be called a journey of 'Ethical cultures', too.

Here is the full chart... less detailed diagrams follow as I discuss. 

NOTE: You can click on any web diagram and a higher resolution one will load.

So... I'll start by explaining that the models of Dave's you see here are emergent models of recognizable patterns based on perhaps a century of prior practical and academic research and modelling in psychology and sociology, motivation, pedagogy, business and organisational dynamics, etc... even spirituality (later). All those studies look at aspects of those strange creatures, human beings! Let's put them all together and see what comes of them.

Oh, much of this material has been reviewed and published by academic peers... but like me, you are interested in the practical uses of this, aren't you? What are they? (I've included references if you enjoy digesting academic writing - yes, I co-wrote a couple too though I tend to be 'down-to-earth' in my writing here).

Well, you ask, why! What use is this!!! Uses include: for personal or business communication, for building community, for understanding other people or oneself, for personal freedom, for teaching, for peace, for leadership, and for me - all the above and for guidance along my journey of life.

Values, Behaviour, & Ethics:

Our deepest values drives our belief system. This is apparent in our thinking patterns and behaviour which we can 'classify' as our ethical stance or moral standpoint or 'collection' of values, that is, our value set.  

So, want to change your behaviour? Become successful, happy, achieve, or just 'be', even change the world's behaviour, or perhaps just appreciate viewpoints of other people?  

Let's look at YOUR underlying values, where they came from, if they help or hinder you. Then YOU choose... where to go from here! These visual tools help us, as individuals or groups, to learn and grow by making wise, informed choices for our futures based on understanding who and where we are and where we are going...  i.e. what PAST values work our deep psyche; what FUTURE values we ASPIRE TO - whether success, peace, power, helping, fitting in, or leading - whatever! Then choose what to learn NOW to get through our journey - business or personal. The moment of 'choice' is discussed in Stages of Change.

Well, there's a starting point. Depending on where you come from, you usually need a lot of inner push to change/learn/move on. Often a life crisis gets us here to that choice point... understanding the cycles/journey/ motivation helps us move on; for me, just being while doing (being in the 'flow') is my ultimate goal. Like any journey, it's taking the first step, over & over - another first step the next day. Learn, step, resist, experience, step, feel good & settle, step... and so on! 

And remember: three steps forward, two steps back... give yourself permission to backtrack, to 'fail', to review and not necessarily accept your situation in life. Regression is expected and normal. Some (errr, all) of the 'changes' or 'mindshifts' required on The Journey take some 'push' to get through. Reframe your 'mistakes' and call them 'learning experiences'!

What can be expected on the journey - an overview!

Cultures (people, corporations, or nations) 'cycle' through different 'Value Stations' in their lifecycle. As people are born and grow, so do businesses start; grow; mature; decline; perhaps be 'reborn' to grow some more or die...

Using the colours and shapes now starting with the amorphous Purple. One cycles from Purple (the starting point for the current world cultures) to however high you have reached and one may have set-backs that put you back to Purple for the time being. Consider how you or your family has grown (or not) - how civilisation HAS changed throughout history - while trying to make sense of 'The Journey'.

Without going into detail of a Value Station just yet, if one was a Red: You then cycle Red, Purple, Red, etc. until you decide to make the mind shift or jump to the next level (Blue). The Red shape is a bit 'pointed' and sharp as is their behaviour! 

For those who are familiar with Maslow's Hierarchy of Needs, you can imagine that hierarchy operating in each Value Paradigm. One grows through the stages until at the point of self-actualization, one makes the mind-shift to the next worldview... and so on. This cycling upward is the essence of Spiral Dynamics too if you wish to read on that. But say, you are Orange (a business paradigm), a setback like business failure might trigger another cycle - back to basics Purple, Red, Blue, then back to Orange. We are usually comfortable with the highest paradigm we have reached, but not in the others so we would try to get to our comfort zone as soon as possible. We may also cycle several times before we are ready to move upwards. I'm using 'upwards' here assuming that we evolve into somehow better beings or organisations. Note that the Orange shape is based on the Red Triangle but with 'softer' points - not so prickly.

As I said, these emergent constructs are evidence-based (with lots of published research that relates well to the anecdotal evidence you may know) - not just theorizing. These visual models are, of necessity, simplifications - to help your understanding - a tool for learning - a road map to get to a a desired 'state of mind' and behaviour.

Meanwhile, refer to the above graphic, and preferably print it out to make notes on it, as you read on...

Also, it is useful to have a look at this video for Brad Sugars' view on values and identity (I think these two need to be swapped in the video, however... let's not get stuck in the detail) http://www.youtube.com/watch?v=dkEhfHRc-Gk

The Personal & Corporate Values Journey (PCVJ) chart (1998) offers different ways looking at your thinking and behaviour... you choose where you travel! Enjoy your journey 

BTW: there are NO shortcuts - learn fast! 

If you DO take shortcuts, you get 'stuck' in that paradigm or have to revisit your lessons - your choice.  

A beginning: 

Essentially, we alter how we think, what we value, and how we behave as we learn the new ways of perceiving the world.  None of these Value Stations, worldviews, or 'mental positions' is right or good - they just are.

Think of children growing! 

First, as babies or at school they are dependent for food & shelter (Purple) - then teens trying out their power (Red rebelling?) as they seek independence but then losing some independence while learning the ropes (moving into/through Blue) and working for (at least) financial independence. Then later, marrying & having kids (learning to work with relationships and hopefully working with a bigger plan for your now more complex family life). ALL 'jumps' between stages take a shift of understanding & behaviour - a shift of priority of our driving values. ALL jumps have a degree of pain and chaos before we settle and feel more comfortable. 

Strangely, our research shows (probably because we are looking at human systems, individuals or whatever size) that this staged emergent model applies to corporations and nations as well. Companies go through startup (Purple/Red) and settle for a while as they consolidate by establishing operational systems and process (Blue) before seeking a next growth phase again (Orange) and so on... (that's the simple version).

This model is often applied to business, and the emotional component of change and growth is not always addressed or apparent in writings. Be assured, the emotions can be strong, especially as one 'jumps' between worldviews. It takes a purpose (call it emotional drive) and commitment (from emotional toughness) and flexibility (emotional awareness & readiness) to move onward. You need information and knowledge but there's more to it - take that to levels of understanding 'stuff' and process... i.e. more than living in your head... more on emotions and action (the experience) later. 

Put these all together, and the journey is about extending our capacity for rational thought (using our IQ more) by tapping into our emotional capacity (EQ) to go through the (inevitable) chasms/hurdles (that give us life experience) to develop/expand our worldviews to find our personal freedom (whatever that is) - like the others acronyms, you might call it developing our Values Intelligence (VI). When we can see the typical journey (perhaps using this 'map'), we get prepared for the various aspects of The Journey.

I 'know' that after a good night's dancing that I'm going to groan going up the stairs to the bedroom, and similarly groan in the morning before my calf muscles loosen up. Do you think I'd miss out on dancing because of that pain? NO! I get a wonderful benefit from dancing - that benefit comes first in my mind. Understand and manage the costs of growth but focus on the benefits (especially long-term) to get you through. That sounds like business!!!

No-one gives up smoking:

The Journey is like changing habits. You just substitute another (hopefully) healthier habit. You have to want to, commit, and strive to tough it out, and cycle a few times until you change for long enough that the new habit sticks. Then comfort returns... but you WILL remember deep down the values and behaviours of your previous paradigms. A good habit combines knowledge, experience, and drive (your Will) to become the best you can be (grow?). Change is going through a cycle of existence and awareness.

Bear with me as I mention the chart and stations (colours) without having described them - it's hard to have order when it's all intertwined. Just read and reread for now and refer to this page More on Value Stations for categorized perspectives. 

Let's look at some defining aspects of the PCVJ.

Dissecting the PCVJ

The axes:

Moving from left to right, the person's worldview changes (and eventually broadens) as one's  capacity for considerate and rational conduct increases (you could say that in reverse - change in worldview causes increased capacity). That is, social behaviour improves and thinking skills become more competent and sophisticated (from experience and education - formal or otherwise). That is, you gain increased capacity to process and learn as well as improved interpersonal and social skills because of increasing empathy/compassion. So we have the head and the heart being developed along the horizontal.

On the left axis, moving up, one has more freedom to choose or influence one's destiny - from considering personal freedom to a grander, broader perspective of freedom. You could look at is as more power in one's life (through change in attitude or perspective - a change in worldview) to impact on one's surroundings. Note in the full diagram the axis naming 'Degrees of Freedom'. We will go into that further later - it's complicated!

Note that there is a step shape to the journey (khaki wavy line) - humans tend to learn one major thing at a time, so we cannot easily move smoothly diagonally (along both axes simultaneously) to yellow (and beyond), so humans tend to learn one lesson at a time - up, sideways (and usually a bit down), then up... get the picture? You've probably heard someone say something to you like this - you'll take 3 steps forwards, then slip 2 steps back. Remember, that you ARE progressing, 1 step at a time... even if you slide a bit... but persist - use courage, commitment, and faith (in yourself, if nothing else) and learn the new tools that you need to cross the barriers that appear. At times, there is a 'giving up' of some freedom to move to the next  level along the horizontal axis. (Fear is the major emotion - fear of loss? - that needs to be addressed to move on - more on that later). There is a cyclical component not shown here. One can regress too. It's not (usually) a continual growth 'snake' as shown and one's worldview builds in complexity as one builds knowledge, skill, and confidence to tackle the chaos of life. Let's continue...

Another similar way to look at it is from the concept of balancing. This gives us the general stepwise progress of the journey.

<insert balancing pic/discussion>

Now, let's look at the 'crossing' places, times of change, on one's Journey.

The barriers/crisis points/mindshift zones:

Now, a quick description of those various divides or hurdles of life. I must warn you that you will generally NOT agree with paradigms/worldviews/value stations other than your own, and find it even more challenging to even understand the beliefs and operational style of a higher station than your own (until YOU get there). This also means you might disagree altogether with what is presented here... our worlds change because of differences - differences will always exist on the planet - use this simple diagram to understand and navigate through and communicate with and between the different perspectives.  I write on community building later... where we aim to respect differences, talk about them, even fight (graciously) about out differences... and build healthy, open, peaceful communities. 

Meanwhile, something, or someone has to draw you forward... create your desire, your goals, your passion, build the motivation or strong driving force to move you forward to crossover the barriers that inevitably appear. I had a few people influence me along the way - and ever so gentle they were too - I would have fought fiercely NOT to grow otherwise  :-)  hmmm, another story there!  They saw something in me that took ME decades to see. I had my 'wake up calls' of life that became triggers of or periods of mind/paradigm shifting. 

Keep in mind, there is a definite process that people go through on the way to change that is or can be likened to the grief process.

Driving force for change:

People with even basic people training (teaching, psychology, etc)  will see the patterns described below but not previously presented and integrated as in the PCVJ... We hope it helps.

The psychologist, Maslow, said that humans seek to fulfil certain needs in order - from basic survival... until we become self-actualizing (the pinnacle of existence). Unlike it, the PCVJ (similarly Alderfer's ERG theory and others) recognizes regression. Later, we'll look at the Maslow Hierarchy applied to the larger journey.

For now, you could look at each value station as having a mini-Maslow hierarchy in it.  At the point of self-actualizing, we have the self-motivation/potent need/sometimes unstoppable urge to 'jump'  to another level of existence... the next station, and so on, to create the journey of life. Often one takes several 'attempts' to break from the previous way of thinking and behaviour - after all, it's what you know; your habit; your comfort zone... into the unknown! When the move is successful, this usually brings with it a rejection or form of rebellion against the former 'comfort zone' - you don't wish to be there anymore... and funnily, a sense of mourning of loss of a part on oneself.

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"Come to the edge", he said. They said: "We are afraid". 

"Come to the edge", he said. They came.  

So, how do we identify these 'jumping off' points and what will we find on the other side? There are several types of 'shift' required, at some stages, a double shift... later a stellar leap. First, a familiar one - learning to be independent.

The Dependency Ravine

Either side of the forward diagonal (like a slash /), generally lay the dependent and the independent thinkers (and their behaviours). 

So, stations on the bottom left (Purple & Blue) have dependent behaviours, while on the top left, the red & orange are independent types; and to the right (Green & Yellow) one develops a mix, a 'melding', and interdependence with their relationships.

 

 

 

 

See picture below & read Stephen Covey to expand on this. 

The Thinking Divide

This separation (the backslash diagonal) you can identify easily when listening to people. Under the line are absolutist thinkers who say 'always', 'never', cannot', etc - black and white terminology with no room for possibilities. An area of definite (rigid) attitudes and behaviour, an area of controlled life.

 Above the Thinking Divide, relativistic patterns arise so we hear 'maybe', 'depends', 'if this... then could this...', and so on in the realm of possibilities. Now, as we get higher thinking capacity, we have greyer zones of thinking and fuzzy logic -  appreciation of chaos and uncertainty give more flexible approaches and solutions to situations (see also Rotter). The absolutists would call these people 'fence sitters', and it's a reaction to them because they won't 'fit' into the absolutist model of life - won't 'make up their mind'. The relativists HAVE made up their mind - they can SEE multiple ways of looking at situations - they see that there is not one, safe, constrained, definable answer - that life is not black and white.

Let's move along the horizontal axis. 

The Ethics Divides (see Ethics & the Synergy Star)

Moving to the right, awareness and acceptance of social rules first develops (Blue) as one hurdles this chasm (the first wavy vertical). Prior, there is little regard (and perhaps awareness of the need) for the 'rules of society'... e.g. very small children, or if adults (in body at least) then drug dealers, gangs, or disempowered peoples, etc, as THEIR priorities to survive override everything else.

The move across can be likened to the lawless rebelling teenager finally learning and accepting the reality of social rules and consequences.

The process and structural rules of Blues is necessary for a nation , corporation, or a family before they can build on them to make the Orange leap to achieving. Without first having that organisational capacity, a civilisation falters; with it, expansion and growth can ensue. Startup companies see this as their first major hurdle - consolidation before real growth - the establishing of systems and SOPs. This is the creation of modern rule-based Kings and Queens (Kings and Queens governing with absolute power and divinity-like power - Red/Blue - were finally finished off in Europe during World War I). Another perspective: parliaments bought this Blue paradigm into the fore in current civilizations. Blues seek security and make rules to try to get it. These Autocratic leaders create the hierarchical order.

Compare this with the ethics of Oranges, which are egocentric - 'I' do not concern myself with 'others' except for what 'I' (including 'I', the corporation) might get from them. (BTW: they may say 'we' to get what they want, but they mean 'I'). Even though there might be teams, there is only ONE boss. OUR team must WIN (no real thought of win-win though they know how to use the words). OUR (Orange) country must expand or have resources without significant consideration of another.  You'll be able to generally see which nations demonstrate which culture (remembering the PCVJ interpretation is a generalisation, a guide, a tool for understanding).

Oranges know the rules and are often considered to break or bend them according to Blues. Note that Oranges are very well know for being EFFICIENT and outcome-oriented (especially compared to the Blue bureaucracies) - and not often considerate of their clients. Leaders stuck here are transactional by nature.

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Aside: I say to kids, 'know the rules then learn which ones you can safely break'. I believe we in Australia live in an over-regulated, over-lawed [new word], over-controlled society - with good intention - safety and protection. Teaching VALUES works better than enforcing rules (and consequent cost of enforcing escalates).  Admittedly, teaching values is harder than writing laws.   Rules and enforcement haven't stopped the road carnage, violence, disrespect, and abuse... So, next!!!  L  E  A  R  N from failures; let's revisit teaching (by example) healthy values in our homes and schools.

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The Holism Divide

To cross this divide, consideration of a bigger picture must emerge. The idealism of Greens is the first stage of relativistic thinking; the first stage of a holistic 'WE'. A sharing mentality seeking harmonious relationships based on a worthwhile vision drives this worldview. While there is expectation of outcomes, they may not believe that the discomfort of disharmony that comes with change is necessary, so can get 'stuck' in inaction or ineffective action. Seeking consensus can be a circular event. The glocalization (thinking and behaving BOTH globally and locally) is begun at this point. I remember this aspect (Think globally; Act locally) from my early 80s being strongly imbedded in Permaculture's thinking for sustainability. Sustainability IS a big driver of Greens and beyond.

Yellows are a very different kettle of fish. A massive mindshift, far different to the other jumps, is required to move into such a complex systems-thinking paradigm (try reading Peter Senge - 5th Discipline or Peck's The Different Drum, or The 7 lessons of Chaos, and similar for insight on this thinking/behaviour style). So, while

Yellows may be seen by some others as merely strong Oranges - out for themselves. Yellows have a very well-developed social conscience and capacity so know how to navigate the social nuances of the world. Yellows probably will NOT try to explain themselves either - you wouldn't understand! At this level, the seeming chaos of the 'big picture' will be made sense of in intuitive ways (now being in touch with one's immediate feelings comes to the fore). They use an almost mystical blend of the head, heart, hand, and the holistic (my 4 H's) - the cool thinking, warm emotions, outcome-based action, and the seemingly spiritual aspects of society. They may be seen as charismatic or transformational empowering type leaders - Richard Branson and Anne McKevitt spring to mind - empathic, empowering, intuitive.

And now, more on the value stations...

The value stations:

The idea of the stations as a collection of human values was created by Professor Emeritus Clare Graves from which also grew Spiral Dynamics. This graphical format is Dr Dave Robinson's 'Personal and Corporate Values Journey', emerging from the integration of an array of other models as well (and not limited to just psycho-sociology and organisational dynamics).

Although there are other stations before and after these, they are not prominent in this day and age. 

This is a quick introduction... for detail go to More on Value Stations

Individually, Purples operate instinctively and with self-denial while seeking to belong. As a group, this leads to a submissive culture with a tribal structure. They are obedient workers who prefer a parental-style management (with Red leaders).

Reds are impulsive and full of self-expression, often aggressive as they build their mini-empire (keep in mind the rebellious teenagers). They need tough macho style bosses who dole out their tasks. Force is a constant reaction and can create independent or exploitive egocentric characters. For better understanding, go to the diagram and consider where these stations are relative to the various divides and to the other stations.

In the Blue paradigm, we see a sacrificial, compliant personality, again in self-denial (a loss of some independence as they are back under the dependency ravine). Straight Blues are passive and prefer a strong hierarchy full of rules and procedures. Authoritarian leaders are found with this worldview and require conformance and respect but appear rigid to other paradigms. They are driven for security and are very 'black and white' in their beliefs (as you will hear in their word usage). This is the classic western bureaucracy and large old-style mature corporation. They are also very protective of the Blue regime (and those within)... but don't reward well for PERFORMANCE (i.e. efficiency & effectiveness).

Each Values Station knows little of future paradigms... this pic is an example of the Blue's world/journey to date:

They have the experience of travelling in and through the Purple, Red, and Blue states of mind. When nearly ready to emerge from Blue, i.e. jump paradigms to Orange, there is only the unknown ahead. Just the 'push' of dissonance in Blue, no longer satisfying your deep needs, and the 'pull' of your dream (possibly not known or articulated either) that takes you through the chaotic change process into Orange. Do YOU have to go there? No! So far, less than half of the population get past Blue and that's changing fast as more choose the so-called benefits of Orange lifestyles.

The Blues will usually see the Orange as some form of Red (even though they are not).

The striving Oranges represent the rational self-expressive but progressive individuals, often with private business mentalities. To operate, they need an active structure that allows progressing up the ranks according to performance. These entrepreneurial characters or organisations are proactive and seek affluence and success though can be manipulative to achieve their goals. They pursue an obviously materialistic lifestyle. Blues think their KPIs are performance-based, but considering that the performance of oranges is an OUTCOME, not just doing 'protectionist work' and eternal investigation (writing reports), constructing processes and structure, and seeking perpetual safety (risk reduction). Oranges DO (almost) whatever it takes to get the outcomes EFFICIENTLY - i.e. fast, economically, and effective - perhaps not the 'best' planned and implemented but WORKING NOW. Oranges tend NOT to be protective of the workers but of the power and rewards of success and give rewards to workers with a CAN DO attitude! 

Of course, there is a blend of these two to create a general business paradigm, remembering that Orange cannot operate in the long term without the consolidating/structuring Blue phase. There will times of rebuilding & new rule-making (Blue) as each stage of company growth emerges.

Blue vs Orange:

These two are important to understand because between them they make up over 70% of the population.

 Let's just compare Australia's current politics (2007-8)... Labor is now in and reinforcing the protection of workers by removing pay structures only recently created two years previously by the Liberal government. Liberals tend towards business and growth; Labor towards security and protection - you work out which station colour they appear! I say APPEAR because the Labor leader, PM Rudd, MIGHT be a strong Yellow, now with power to effect change by APPEARing Blue/Orange to gently lead Australia onwards... interesting watching! Listen for his unspoken words - all statesmen have to be at a suitable level to lead (appearing a half or one station ahead) - not too far ahead that they lose the constituents. 

BTW: though I'm a business person for my day-to-day existence, I am beyond Liberal in my approach - there's no [national] political party for that worldview yet (not even The Green Party) - I've a global view. Perhaps I could start the Gaia Party!

So, you've made it - the big ORANGE!!! 

To the top of your particular mountain!!!! 

You now have your success you dreamt of!!! What next? 

The Beatles did it. Branson did it. Bono did it.

Anne McKevitt did it. Anita Roddick did it. 

Most super-successful people (at whatever their level) do this...

They then do something deeply satisfying  for themselves, 

for humanity 

with their skills and power... 

(if you want business still, then try to learn the Green bit fast!)

 

While, as Orange, you may have been disparaging of these Green cultures in the past, there IS something to learn here - the beginnings of REAL community - not the competitive teams of Orange, but this is the path to empowered co-operative (Yellow) 'hot' teams. 

Greens as the name implies are the classic Greenies. Accommodative and self-denying to achieve harmonious social networks, they create facilitative processes and use discussion to achieve peaceful resolution (ideally, at least). This ideal typically leads to indecision and inaction, though acceptance of the group is paramount. The 'ideal' misses out on significant reality and the reality check will come with frustrated attempts to implement the dream because Greens MAY not get to DOING. Relativistic perspectives emerge here because of the requirements of relationship-building. A true community can be created from here on - a true community where acceptance of other's views and beliefs are genuinely sought. Empathic confrontation and communication is still required - a challenge! 

While many people are now exposed to this thinking, the next stage is often hard for many to grasp and accept - they like the yellows but don't understand them - and yellows are up for a  challenge. Here in Green we would probably see Servant Leadership.

In Green, you WANT to change and improve the way we live in the world. Maybe there IS a way to 'make it happen'. You will see a large Green component in NGOs, NFPs/charities, and the like.

The Yellow station describes considerate, self-expressive leaders or organisations that operate in a synergistic fashion by giving functional access to groups. This could emerge as loose-structured and flexible matrix, network, or virtual groups who consider numerous pathways to a solution. Integrative and empowering, they establish non-directive workplaces based on interdependence. They perceive the world in an existential manner where their now intuitive understanding and learning is almost mystical. Whole-earth dynamics and consideration will be touching on the aspirations of Yellows.

Once you reach here you probably have some skills and knowledge to actually change the world...

True (to me) leadership emerges in yellow...  not management; not dictatorship; not supervising...  but a guiding empowering mentorship that you may not even be aware of initially - perhaps you just sense it. Yellows are jugglers of awareness - capable of communicating at every level - building relationships, supporting, and creatively breaking new ground in all aspects of society. 

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So there you go... a quick lesson on the human condition.

Attempting to shortcut the journey invokes, errr, wake-up calls, sometimes delayed, but they occur none-the-less or else you stay blocked in your growth. That's ok too - some people don't want to continuously grow in themselves. 

I believe, the best approach is to LEARN the mental and behavioural habits of, then EXPERIENCE, the next value station or worldview that you aspire to FAST - not easy but learning fast DOES seem to be happening in the world! 

No Shortcuts...!

Distribution:

In this era (21st century), two thirds of cultures sit within the Blue or Orange worldviews and have about 70% of the power in the world (for the pedants: the % in the pic have been well rounded so don't add to 100%). Slowly by generation, the worldview distribution moves even further towards Green and Yellow due to pressure from global, hence integrating issues and the resultant solution-seeking for global warming, and social issues like war, poverty, and health. Current generations move faster than previous generations could ever conceive (more later). 

This timeline shows human development along this journey. The growing, the learning, the evolving is speeding up - from millions of years existing in Purple and its predecessor, to just over half a century since the Green values seriously made inroads after the atom bombs seemingly threatened the whole planet. It took only a few decades for us to evolve the complex Yellow mindset in a few percent. 

This diagram (indicative only) may help show relative power - the larger the Value Station, the more power (of whatever sort)... The shift is usually upwards (towards Yellow) along the journey. Since we are primarily driven by a market economy (Orange) at present, we can see the move towards a more holistic (environmental?) economy. Considering the oil price rises at present (2008), and that it is a major supporter of the consumer economy,  one wonders at when a Tipping Point will be reached - to grow or regress... which way?

If you are an historian, look for these major cultural shifts in varying parts of the world and forward and back in history. For example, the dark ages is a return (regression) to classic Red and the previous (nudging on) Blue world was disrupted or destroyed for centuries.

And so we evolve... more and more human constructs move up the pathway... more complex each time... more evolved, more aware. This evolution is not smooth and continuous as it may appear in this model on first glance. History show that civilisations and companies lose the plot on occasion - sometimes fatally. The iterations are the 'necessary' lessons of life. Few can learn continuously without the 'knock-backs' and 'stumbling', since to learn means to discover new territories; new behaviours; new ways of interpreting our circumstances. 

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<An historic timeline pic to be placed here> 

At turn of 19th to 20th century, world population was about the same as China today. One quarter was the British Empire. In the last half century, we have more than doubled our planet's human population. In that last 50-60 years, we have consumed nearly half of our oil supplies. The consumer economics DEPEND on oil! We are still growing; oil reserves are about to show the signs of dwindling. Do the maths - what is coming? YOU need to get this into your heads and hearts - SOON!!! Do the maths - think ahead - they are YOUR children and grandchildren involved.

..........................

The Yellows of life are the self-motivated and continuously and deliberately-learning beings willing to take a chance for the betterment of our planet (yep - their worldview is that big).

The Social Age of Social Awareness/Global Intelligence: 

(aside: is Global Intelligence the next stage of Values Intelligence & Social Intelligence which in turn extends on  Emotional Intelligence? Mankind, know thyself!) 

Growing awareness: The people of Australia are currently [2007-8] coping with a long drought and severe water rationing. The awareness of the people, especially the youth still in school is being honed, sharpened, trained, focussed on a 'greater' view... a national AND international view, a holistic perspective to take in a broad understanding and consideration of the effects in the future of what we do now. The Internet, travel, and global economics enhances a global view in these generations... so it is easier for them to make that 'leap' to Yellow (once enough life lessons or mentors have urged them on)   :-o 

Already, we see the kids of today teach/lead their parents on issues like water conservation. A start!

The world had a wake up call with 9-11 in the USA... will the various world cultures learn like from Hiroshima? What does it take? But then, nature may end up being be our hardest teacher. We have biological and environmental lessons impending? Will we learn in time for a soft landing?

On top of that, now the oil prices are hitting hard; carbon taxing; the global economic slowdown; US mortgage meltdown. There is a shake-up in the air. If this was my company, I'd be saying it's time for some consolidation - a restructuring, cleaning up of my systems, some retraining... and serious rethink of my corporate strategies before the crisis hits! Oh, but wait, I AM a stakeholder...!

Our Social Awareness or perhaps even Global/Cultural Intelligence needs to improve to be able to live and thrive in a diminishing world where we rub shoulders with so many different cultures, beliefs, and needs... To enjoy the journey of improving your intellectual and emotional capacity to allow graceful communication and acceptance, even welcoming, of difference without creating war, disrespect, or other violences. 

For me, this is the Social Age following on the heals of the Information Age - with building more diverse relationships and more rapidly. Consider Facebook, MySpace, GoYaar, LinkedIn, Plaxo, Skype, Friendster - lots of relationship-building abilities/platforms are evolving on the back of the Internet. In the last 10 years alone, I (yep me, the Aussie country boy) have developed Persian, Indian, German, South African, Canadian, Chinese/Tiawanese, Fijian, Ni Van, Norwegian, hmmm and even some more Australian friendships. I never would have believed it possible 10 years ago but I now see this social networking is necessary to understand cultures (or at least try to) in order to create a peaceful planet. We are living VERY close to our neighbours - squabble WILL emerge. We need tools of understanding, communication, and conflict resolution like never before in history.

Remember: This is NEW with easy-to-understand visual models! 

Ground-breaking perspectives based on solid research tempered with practical experience... Do you still  want to know more?

Few people know this or see this as it has not been in the public domain for long in this form and generally only in academic journals as is the following...

Other interleaved/integrated models and uses of the PCVJ: 

Dr David Robinson (Associate Professor of Entrepreneurship, Bond University) further explains our behavioural and thinking patterns by incorporating many classic models into this visual model and others (to be released) to clarify the state of one's cultural positioning, one's 'worldview'. This and the various Robinson models associated or integrated with this make it easier to explain WHY we think like we do and act how we do and helps us to grow personally or culturally in a systematic way. A philosopher with a penchant for ethics and philosophizing, Dave has developed or extended other models for Leadership Communication, Business Ethics decision-making for synergy, Stages of Change, Team Building, Motivation, and more...

(for the time being, you may have to read the associated academic journal)

Leadership:  

Values-based Leadership Algorithm - who can lead whom, or not (go to Leadership)

Ethics & Conflict resolution: 

The Business Ethics Synergy Star, BESS (Robinson 2006 - renamed from Conflict Star)

 

  

...and other (some not yet public)...

Motivation: 

XYZ+ Motivation (Robinson 1997)...click to go to Motivation

Communication Compass:

A visual view of leader-follower communication and guidelines... Go To Communications Compass

Team Building:

Starting with Tuckman's research and Belbin's, Dr Dave, put this model together to integrate with the PCVJ Value Stations. This graphic also shows the 'sticking points' of conflict or unresolved consensus seeking. Go to Team Building

 

 

 

Why do I use this model?  

Motivation/guidance/education... 

Using these and other models, 'M' (that's me) helps others understand their position in their personal or business lifecycle in order to move on and achieve their dreams, whether those dreams are tangible or intangible. He uses both an informal conversational approach and structured tools and has many successes in guiding people to turn their lives around and move forward through personal coaching. 

Want more background on the Personal and Corporate Values Journey?

Start with lots of social & personal psychology, anthropology, business leadership & organisational dynamics (http://www.businessballs.com/ provides easy short descriptions). 

As you get your teeth into the later Value Stations... you could read 'The Crucible'  (set in Sth Africa) by Don Beck. Digest Lawrence's "Culture Matters", too. There's M Scott Peck's books... e.g. The Different Drum, and Lorenz  or Briggs & Peat on Chaos, and then the even more esoteric Ken Wilber  - all helpful. Google them!

 Perhaps browse spiral dynamics, Jean Gebser (Everpresent Origin), or Erich Neuman who expounded that "consciousness evolved by stages and is much a collective human phenomenon as a individual one". 

A Recap:

The shapes and colours assist to describe your story... we ALL go backwards and 'round and round' for a while. The Journey all about YOUR choice - but first understand what choices are available - then choose: backwards, stop here, or grow.

The PCVJ chart and the others are TOOLS:

• colours and symbols create a metaphor you can use;
• could be a map to guide;
• creates visual links to the subconscious;
• shows 'positions' or 'ethical stances' you can understand at a glance;
• a cultural translation device.

If you want more information on the values journey follow the links in the references. 

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As you read more on the PCVJ, etc, I have found these Aphorisms or Presuppositions from Neuro-linguist Programming (NLP) will help assimilate the knowledge:

• The map is not the territory
• Life & 'Mind' are systemic processes
• Behind every behaviour is a positive intention
• There is no failure, only feedback
• Choice is better than no choice (and flexibility is the way one gets choice)
• The meaning of the communication is the response it produces, not the intended communication
• People already have all the resources they need to succeed 
• Multiple descriptions are better than one
  

 

always more to come....

learn, grow, & prosper

enjoy

'M'