Spiral Dynamics

Projektforum 09

Workshop on Spiral Dynamics Erik Månsson and Sonja Ellmann

19 November 2009, Stockholm, Sweden

SPIRAL Dynamics Model ‐ background Spiral Dynamics (by Beck & Cowan): A theory of human development arguing that human nature is not fixed but adapts by constructing new more complex models to cope with new problems.

Each new model includes and transcends all previous.

The set values defined are applicable to individuals, organisations and entire cultures.

The model is not linear but infinite stages of progress and regression over time dependent on the life conditions of the person / culture which are constantly in flux. Each stage can (co)-exist in both healthy and unhealthy states.

SPIRAL Dynamics Model ‐ the colours  Coral  Turquoise  Yellow  Green  Orange  Blue  Red  Purple  Beige

Spiral Dynamics Model ‐ benefit of use

The model offers a dynamic perspective on complex matters such as:  HOW people think about things (not “what” they think)  WHY people make decisions in different ways  WHY people respond to different motivators  WHY and HOW values arise and spread  The nature of CHANGE

SPIRAL Dynamics Model ‐ how to understand Individuals and cultures do not fall clearly in any single category (which in Spiral Dynamics is symbolized by different colours).

Each person/culture embodies a mixture of the value patterns, with varying degrees of intensity in each.

Attaining higher stages of development is not synonymous with attaining a 'better' or 'more correct' values system, although higher levels allow broader understanding and appreciation of all factors in play.

Each stage can (co)-exist in both healthy and unhealthy states, whereby any stage of development can lead to undesirable outcomes with respect to the health of the human and social environment.

Red: Project power structure (storming)

Red: Project power structure (storming)

Impulsive / Egocentric MEME

avoid shame, get respect, and do what you want A jungle, where the strongest and most cunning survive

•the world is a jungle full of threats and predators •breaks free from any domination or constraint to please self as a self desires •stands tall, expects attention, demands respect, and calls the shot •enjoys self to the fullest right now without guilt or remorse •conquers, out‐foxes, and dominates other aggressive characters exploitive empire

power driven

3rd tier 2nd tier

1th tier

red

Phases of team development:

Feeling of well‐being Fulfillment

+

Feeling of discontent Disappointment ‐

1. Forming

2. Storming

3. Norming

4. Performing

Interaction Fusion phase

Test phase

Organization phase

Formation of the group

Performance

Agreement on common goals

• Full of ideas • Flexible • Open • Efficient • United, cooperative

• Polite • Impersonal • Tense • Cautious  Formation of the group consciousness

Close combat phase Conflict • Underlying conflicts • Confrontation between different individuals • Formation of cliques • Difficult progress  Lines are drawn, power struggles

• Development of new ways of interacting with others in the group • Feedback • Confrontation between different points of view  Self‐organization

 Maturity, mutual acceptance

Time

Blue: Rule based PM (norming and performing) Purposeful / Authoritarian MEME Live has meaning, direction and purpose; world view enforce principles of rightful living A ordered existence under the mind set control of ultimate truth.

•one sacrifices self to the transcendent cause, truth, or righteous pathway •the order enforces a code of conduct based on ethereal, absolute principals •righteous living produces stability now and guaranteed future reward •impulsivity is controlled through guilt; everybody has their proper place •laws, regulations, and discipline build character and moral fiber authority structure

order driven

3rd tier 2nd tier

1th tier

blue

hard factors

ISO certification Competence baseline absolutistic:  DIN 69904  ISO 9000  project management certification (4 level/PMP)  IPMA / PMI

Orange: Efficiency based PM (performing) Achievist / Strategic MEME world view play the game to win, cultivate optimistic, risk‐taking, self‐reliance A marketplace full of possibilities mind set and opportunities •Change and advancement are inherent within the scheme of things •progresses by learning nature’s secrets and seeking out best solutions •manipulates earth’s resources to create and spread the abundant good live •optimistic, risk‐taking, and self‐reliant people deserve success •societies prosper through strategy, technology, and competitiveness strategic enterprise

3rd tier 2nd tier

1th tier

Behavioural competence Contextual competence Technical competence

Lean Management, Six Sigma, KAIZEN

success driven

orange

TQM ‐ EFQM to Project Excellence Project management and project results

Green: Humanistic PM ‐ soft factors

humanistic values corporate culture

Communitarian / Egalitarian MEME Seek peace in the inner self and explore world view the caring dimensions of community A human habitat in which we share mind set life’s experiences, freed from dogma.

•the human spirit must be freed from greed, dogma, and divisiveness •feelings, sensitivity, and caring supersede cold rationality •spreads the earth’s resources and opportunities equally among all •reaches decisions through reconciliation and consensus process •refreshes spirituality, brings harmony, and enriches human development

social network

people driven

3rd tier 2nd tier

1th tier

green

(PS) people‐ satisfaction stakeholder‐ satisfaction (SS)

Q/P customer‐ satisfaction (CS)

humanistic corporate values

C

T

Case: Swedish (project)manager in Saudi Problem with Pilipino and Pakistani workers not wearing hearing protection during tunnel boring and company facing potential penalty due to Saudi law.

Which is the most appropriate response?

 1) Pay deduction for non-compliance  2) Issue company guidelines & regulations in accordance with Saudi law  3) Brainstorm on options & decide based on cost/benefit analysis  4) Call for meeting with all staff trying to motivate them to change behaviour

Case: Swedish (project)manager in Saudi cont.

Problem with workers not wearing hearing protection during tunnel boring and company facing potential penalty due to local law. Would your response be different in another culture?

What about Sweden?, Germany? Or US?

 1) Pay deduction for non-compliance  2) Issue company guidelines & regulations in accordance with Saudi law  3) Brainstorm on options & decide based on cost/benefit analysis  4) Call for meeting with all staff trying to motivate them to change behaviour