Value Systems Report Feedback Sheet. vEN1.20Report for : Mike Jay The VSQ, or Value Systems Questionnaire, asked various questions regarding personal values and social patterns. This report presents the results along with in-depth explanation and advice about using this new information at work. The test measured 18 patterns, which are divided into 8 value systems and 10 social pattern variables. For this questionnaire, we used a standard group to put the results into context. The standard group is a range of scores that indicates the typical results for a group of people that answered this questionnaire. For each of the 18 patterns, a bar chart indicates how the standard group scored (the red zone), with the individual score indicated by a green line. Being in the standard group isn’t good or bad, it is just a way to see how results compare.In this case, the test results are being compared to our Worldwide standard group (World 2005 [WW2005]). Section 1: Graves' framework :
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The color codes (between brackets) were added to Graves'
Work by Chris Cowan. These codes are used in the book
"Spiral Dynamics" (see further). The graphical representation indicates how this score can be situated in relation to the score of other test-takers (the red area on the graph represents a standard group: average +/- 1 Standard deviation). |
A person's cultural patterns will resemble those of the style(s) for which the person obtains the highest score. This is a description of the 2 or 3 value systems which are most relevant in this case:
- Level
H-U: Holistic Worldview: Cross-Paradigmic,
differential thinking. Accepting existential dichotomies. This also
means that at this level one values being an open and honest human
being. The network prevails, one sees oneself as part of a larger,
spiritual whole. The focus is on the living system where everything
is linked to everything else. New knowledge helps to understand the
patterns underlying the chaos, the dynamics linking the parts to the
larger whole. A real Gaia view emerges, finding better ways to
integrate humans, nature and technology, in combination with a
tighter man/machine interface. People try to achieve being in a flow
state. A trend is to go for minimalist living, doing more with less.
(Example: the Smart as car, in combination with Public Transport
(Eurostar, TGV))
- Level
E-R: Markets & Science: This is the world at the
high days of capitalism and free markets. Belief in advancement of
science and money rule the world. Man seeks to conquer the world
through technology and by learning its secrets. People are meant to
succeed and become winners. It's a world where individuals have to
prove themselves and compete for the best results. Consumption is
important: I am what I can buy. Everything is put in function of
affluence, efficiency and profit. (Examples: The Venture Capitalists
and the stock exchange markets during the dot-com rage; The Yuppie
culture in the 1980s, the US society during the late 1960s, with its
business spirit and scientific challenges of getting to the moon).
- Level
G-T: Systemic View: At this level,
self-realisation has become a way of being. The main challenge is to
find ways to deal with the ever changing complex environment. One
realizes that there are several ways of viewing reality, and all
these views are limited in scope, but add a piece to the puzzle. The
key is integration of multiple views, moving from one paradigm to
another. Large-Scale interventions are a suitable kind of decision
making to cope with these challenges. This leads to a deep respect
for different world views, modes of expression and customs, leading
to a real multicultural society. The world becomes a knowledge
society, where individual competence as well as flexibility to adapt
to circumstances determine one quality of life. One is open to
learning at any time and from any source. Freedom and autonomy are
important, regulations and structures limit one's choices. Creating
Abundance and reaching win-win partnerships are the new way of life.
Neither "Group" VS "individual" is seen as "the" best way, but one
applies what is appropriate for the circumstances. Each person has
to develop ways to keep one's balance in this world full of
paradoxes. (Example: the "New Economy", seen as a fast-moving,
information-laden, highly interactive world).
Further references:
- Clare W. Graves: Levels of Human Existence (Transcript by William R. Lee, 2002)
- Don Beck & Christopher Cowan, 1996, Spiral Dynamics
- Frequently Asked Questions about the Graves Model from the Spiral Dynamics website
PART B - Value Hierarchy
The Value Systems Questionnaire includes several questions asking to rank a set of values. Some of these values are incorporated into the Graves' framework, for which you have read the scores above. Some other value related questions are independent from those above. These were the top answers for the questions (the same words can appear several times):
- growth
- clear agreements
- results
- do meaningful work
- learning opportunities
- chances to develop oneself
- learning
One can further expand the list of values, by asking: "What else is important for you in a work context" or "What is MORE important to you than all this, in the context of work?". One can then ask how a person would rank these values.
PART C - Further Applications
Value Systems indicate how we think about issues, how we make decisions and which deep values flow beneath our motivation and our behavior.
A first application is personal: If you know which values influence your decisions, you should look for career opportunities that allow you to follow these values. On a personal level, one can use Value Systems to assess one's life, by asking the following questions:
- How do you fit in?
- In what kind of environment or community would you be happy?
- Which values need to be “in the picture?”
- What are the necessary changes? Which value systems are involved?
Other applications are management related: Managing Human Capital means working with these differences in order to create positive energy. One of the issues is aligning a person's values with the job that needs to be done, and manage that person accordingly.
Value Systems help to do solve management issues:- How should Who Manage (lead, teach, etc.) Whom has to do What, and When?
- What does motivate people? Which values need to be "in the picture"? How do we have to communicate?
- FROM what TO what do we have to change?
- What kind of Change is appropriate, which value system is involved?
Section 2: Social Pattern Variables
The second set of variables that we measured are social patterns, or the pattern of values and thinking styles that one uses in social situations. We have grouped these 10 variables into 5 pairs of related patterns.
Type of Value-Orientation (Talcott Parsons)
How does one integrate one self with the reigning rule and value-system of the organization and society at large? This first set of variables measures whether one accepts rules as absolute (and submits to these rules) or whether one keeps some freedom and claims the right to judge oneself whether a rule applies or not. These variables are called universalism and particularism.
68% Universal |||||||||||||||||||||||||||||||||||||||||||||||||| 75% Particular |||||||||||||||||||||||||||||||||||||||||||||||||| Scope of values and rules (Talcott Parsons)
How does one set boundaries in the world? Does one make clear boundaries between work and live outside of work? Does one make clear distinctions between different work tasks? Do you communicate in a transparent manner (within that boundary)? This second set of variables measures whether one makes clear boundaries or not. If boundaries are clear (specific), one can be direct (even blunt), precise and timed within the boundary. What one says within the boundary of work is independent of what happens outside that boundary. If one sees boundaries as diffuse, what happens in one context will be seen as interfering with other contexts as well. For instance, if a person is blunt in work context, this will influence the relationship outside work, or if someone is a friend, he'll be treated friendly at work.
37% Specific |||||||||||||||||||||||||||||||||||||||||||||||||| 75% Diffuse |||||||||||||||||||||||||||||||||||||||||||||||||| Thinking Style (Rodger Sperry)
In the 1960's, Nobel Price winner Rodger Sperry stated that in most people the left context deals with logic, words, reasoning and linearity, while the right cortex deals with rhythm, dreaming, pattern recognition, images and imagination. While recent research has shown this a simplification of reality, nowadays this distinction in thinking styles is often used in popular work (e.g. Tony Buzan, Edward de Bono, ...).
25% Left Brain Thinking: logical thinking |||||||||||||||||||||||||||||||||||||||||||||||||| 75% Right Brain Thinking: creative thinking |||||||||||||||||||||||||||||||||||||||||||||||||| Discussion Style (at ease with conflict)
How does our process of understanding and deciding function? These 2 variables describe to what degree one matches (looks for patterns, forms correlations) or one mismatches (looks for exceptions, counterexamples, ...). A matcher will try to avoid conlict, while a mismatcher will feel at ease during conflict, and may consider it a normal phase in decision making.
12% Match: searching for agreement, collaborative approach |||||||||||||||||||||||||||||||||||||||||||||||||| 37% Mismatch: pointing out disagreement (counter examples), approach of argument and conflict (polarity). |||||||||||||||||||||||||||||||||||||||||||||||||| Efficiency & Flexibility
The last 2 variables of this section test what one's perception is about meetings (given that many of these questions were set in a meeting context) and how flexible one is with regards to the other 8 variables mentioned in this section.
16% In favor of efficient meetings (or no meetings) |||||||||||||||||||||||||||||||||||||||||||||||||| 60% Flexible, looking for combination of possible answers ||||||||||||||||||||||||||||||||||||||||||||||||||
